Welcome to Cuba 1/7/2015 - by JaySjerven

Value of 2013 U.S. agricultural exports to Cuba

President Barack Obama’s Dec. 17 announcement that the United States will begin the process of normalizing diplomatic relations with Cuba was hailed by U.S. agricultural groups eager to increase sales to the island nation. President Obama said the United States will reestablish an embassy in Havana, probably at the site of the current U.S. Interest Section there. He also said certain trade restrictions that placed U.S. food exporters at a disadvantage vis-à-vis those of other exporting nations would be lifted.

The president did not remove the half-century-old embargo on trade with Cuba and does not have the authority to do so without congressional approval and action. But sales of U.S. food and medical products were exempted from the embargo when Congress passed and President Bill Clinton signed the Trade Sanction Reform and Export Enhancement Act of 2000.

After the act took effect, the United States became a major supplier of food to Cuba, which must import about three-fourths of its food requirements (estimates range from 65% to 80%).

The value of U.S. agricultural exports to Cuba peaked in 2008 at $710.1 million, according to the U.S.-Cuba Trade and Economic Council. But in most recent years, U.S. agricultural exports to Cuba declined as onerous terms applying to financing purchases of U.S. products encouraged Cuba to turn to other suppliers. This was especially the case for wheat and rice.

The U.S. Department of Agriculture indicated the United States sold 500,000 tonnes of wheat to Cuba in 2007-08, but the United States has sold no wheat to that nation since 2010-11. The European Union and Canada now control the wheat market in Cuba. The United States sold 186,000 tonnes of rice to Cuba in 2005-06 but has sold no rice to that nation for the last six years as Vietnam and Thailand became the principal rice suppliers.

U.S. grain trade groups pointed to unilateral restrictions on financial transactions for food products as a principal cause for losing market share in Cuba. Currently, U.S. agricultural exporters wishing to do business with Cuba may receive money upfront from the Cuban government buying agency before they may ship the product. Additionally, the money exchange must be handled by a third-party institution (a non-U.S. bank). The red tape, time delays and transaction costs effectively raise the price of U.S. wheat and rice exports above those of foreign competitors.

President Obama said U.S. banks and financial institutions now will be permitted to open correspondent accounts at Cuban financial institutions to facilitate the processing of authorized transactions. Also, the regulatory definition of the statutory term “cash in advance” will be revised to specify that it means “cash before transfer of title,” not before shipment. The administration said these measures will improve the speed, efficiency and oversight of authorized payments between the United States and Cuba.

At the same time, improvement may come more slowly than many wish, as some analysts noted Cuban financial institutions themselves would have to make significant changes to comply with post 9/11 banking laws aimed at preventing money laundering and support for terrorism.

The National Association of Wheat Growers (NAWG) and U.S. Wheat Associates (U.S.W.) applauded President Obama’s announcement.

“If Cuba resumes purchases of U.S. wheat, we believe our market share there could grow from its current level of zero to around 80% to 90%, as it is in other Caribbean nations,” said Alan Tracy, U.S.W. president.

“The changes to banking are very important because they will significantly reduce red tape and costs associated with doing business with Cuba,” said Betsy Ward, president and chief executive officer of the USA Rice Federation. Ms. Ward said her organization long has maintained that the “embargo was not on Cuba, as they could source rice and other products from around the world, but rather on the rice growers in the United States, whose own government cut them out of one of the world’s top markets, just 90 miles from our shores.”

In five of the past six years, frozen chicken has held the top spot for U.S. food exports to Cuba. The value of U.S. frozen chicken exports to Cuba was $144.4 million in 2013, accounting for 41% of the value of all U.S. food exports to Cuba in that year. In 2012, the value of frozen chicken to Cuba reached its peak at $154.9 million.

“The National Chicken Council and our members support the concept of free and fair trade,” the council said in a statement issued after the president’s address. “If the updated policy has the effect of boosting Cuba’s private sector, and therefore the wealth of its citizens, high-quality protein is usually the first to increase in demand. Because of our proximity, we would welcome the opportunity to provide more of our safe, wholesome and high-quality poultry to the Cuban people.”

Walmart adds exclusive wild-caught Alaskan seafood January 29, 2015, 02:37 pm By Store Brands

Bentonville, Ark.-based Walmart said it partnered with Trident Seafoods Corp., Seattle, to offer more wild-caught Alaskan seafood to its customers in select stores in Alaska and Washington. "The Alaskan" brand is a new seafood brand created by a Trident Seafoods and launching exclusively at Walmart. With the addition of this brand, Walmart will add 14 new items to its broad seafood offering, including Alaskan cod, salmon, rockfish, sole and crab.

Each of the new items is harvested only in Alaska and processed locally in Alaska or in the Pacific Northwest. The items are on shelves at each supercenter in Alaska and in 20 additional stores in Washington.

Walmart said it has proudly sourced seafood from the state of Alaska for many years and continues to work with the state, the Alaska Seafood Marketing Institute (ASMI), suppliers and others to provide customers with quality products at affordable prices.

The new items are also labeled as "Made in the USA." In 2013 Walmart committed to American renewal by announcing its intent to help boost job creation and U.S. manufacturing through buying an additional $250 billion in products that support American jobs by 2023, the retailer said. Trident Seafoods, a family owned business founded in 1973, operates more than a dozen fish processing facilities in Alaska coastal communities and is fully committed to maintaining abundant, sustainably managed fisheries. 

“Our customers shop with an eye for quality and value," said Scott Patton, market manager, Walmart U.S. "Like us, they’re also passionate about supporting local products. Some of the best catches in the world are found right here in Alaska, and we’re proud to add these items to our seafood assortment.” 

- See more at: http://www.storebrands.info/walmart-adds-exclusive-wild-caught-alaskan-seafood?utm_source=MV_SB+Frozen%2fRefrigerated&utm_medium=email&utm_content=HTMLLinkID%3a+9&utm_campaign=Supervalu+refreshes+Wild+Harvest+brand%3b+Publix+adds+yogurt%2c+dessert+cakes%2c+other+refrigerated+store+brand+offerings#sthash.zVWcr4vO.dpuf

Slideshow: What’s for dessert 2/10/2015 - by Monica Watrous

CHICAGO — Americans are sweet on nostalgic treats and snackable indulgences, according to a new dessert report from Datassential, a Chicago-based food industry research firm. For restaurant operators and manufacturers, this may mean the next cupcake or Cronut is a hand pie.

“Nostalgic favorites are appealing to that younger millennial consumer, (who is interested in) more classic styles of desserts,” said Jennifer Aranas, project director at Datassential. “Translating that nostalgia of pie into a more snackable option presents an opportunity.”

Consumers are cuckoo for cookies, said Datassential, which revealed more than three-fourths of survey respondents ate one in the past week.

“For consumers, cookies, brownies and bars are very much an afternoon snack item or a mid-morning snack or late-night snack,” Ms. Aranas said. “So, it’s not only the most often reached for, but it’s also the most recently reached for, versus cheesecake, which is not eaten nearly as often.”

Of consumers who reported eating a cookie within the past two weeks, 43% chose chocolate chip, followed by Oreo (21%), oatmeal (14%), peanut butter (12%) and chocolate (8%). On restaurant menus, classic varieties continue to dominate — led by chocolate chip, oatmeal, peanut butter and sugar cookies — but the fastest-growing flavors are toffee, double chocolate, macaron and rugelach, according to Datassential. Also hot are cookies baked and served in cast-iron skillets, which grew 251% on menus over the past year.

The top trending flavors for brownies served in restaurants are cheesecake, white chocolate, nut and hot fudge. For dessert bars, marshmallow, pumpkin, lemon, dark chocolate and crispy rice varieties are rolling out on more menus.

“When we looked at top trending flavors for cakes, the faster trending flavors are spice cake and dark chocolate, which is particularly important in things like Mexican chocolate or items with more premium ingredients,” Ms. Aranas said.

Italian crème cake, bundt cakes and flourless chocolate cakes also are on the rise in restaurants. The most menued varieties, however, are chocolate, carrot cake, lava cake and lemon cake.

“On the cheesecake side, red velvet, crème brulee, berry, key lime are very rapidly trending,” Ms. Aranas said. “In pies and tarts, Oreo, interestingly, and Boston cream were highly trending. And then pumpkin, which is interesting because we actually fielded this before coming into holiday season.

“French silk and chocolate also are rapidly trending on the pie end.”

Buttermilk, too, is a growing descriptor on pie menus — up 96% in the past year — appearing in such options as buttermilk custard, buttermilk chess pie or a la mode with buttermilk ice cream. But the most common pies on menus remain the traditional favorites, led by apple, key lime, pecan and lemon.

“Things like seasonal specials are always really popular all the time, and not necessarily just in the season that they’re in,” Ms. Aranas said. “I think that’s one of those platforms that can really appeal to manufacturers and chains all year round — to offer items that people really love and look forward to during those holiday seasons but more frequently throughout the year.”

Seasonal desserts such as Starbucks' peppermint brownie cake pops are a hit with consumers.

Such limited-time items as the strawberry shortcake at California Pizza Kitchen, the pumpkin spice lava cake at LongHorn Steakhouse, and the peppermint brownie cake pop at Starbucks draw diners with seasonal appeal.

Retro flavors, such as s’mores and red velvet, also resonate with consumers. The classic campfire treat has grown on dessert menus by 133% since 2010, featured most often in a traditional format, as well as the flavor for dessert pizzas, cakes and pies.

Healthier options are of growing interest to consumers, too.

“Healthy and better-for-you is highly interesting to consumers, although when we’ve gotten their feedback, it’s primarily been, ‘When we order dessert, we want decadence and indulgence and we really don’t want anything that’s good for you,’” Ms. Aranas said. “They want it to be better for you, but they know it’s not going to be, and when they’re out there spending their money, they really want to spend it on something that’s worthwhile.”

Still, small portions and treats made with ingredients perceived as natural may appeal to the more than half of consumers who indicated a preference for sinless sweets.

“So, it’s not necessarily taking out sugar or fat, but it’s including those things but maybe with a cleaner label or not a lot of artificial ingredients,” Ms. Aranas said. “It still has sugar, but maybe now instead of processed sugar, it might be cane sugar or agave nectar.

“Or smaller portions… Just a small something that makes you feel good about it, but you still get sweet tooth enjoyment.”

The future of shopper marketing 2/4/2015 - by Keith Nunes

CHICAGO — As the president and chief executive officer of the market research company Information Resources, Inc. (I.R.I.), Andrew Appel is surrounded by data — Lots of data. That information, which in many ways is the lifeblood of his company, is collected, segregated and then distributed to a variety of people, products and applications that analyze the information and then develop insights that are distributed to the company’s clientele. In the end, the goal is to help I.R.I.’s customers stay ahead of the trends that are shaping and, in many cases, reshaping the market for consumer packaged goods.

In an interview with Food Business News, Mr. Appel, discussed many of the trends in C.P.G., but also looked ahead to the future of shopper marketing. He argued that in the not-so-distant future the speed with which companies act on insights will become as important as the insights themselves.

“Speed is probably one of the three or four most important needs of the industry,” Mr. Appel said. “I would assert it’s two or three, but it depends on a company’s needs. In the end a lot of this is going to be automated decision making; it will be driven by automated parameters, because you can’t make decisions that quickly.”

As an illustration, Mr. Appel points to the weather.

“Let’s say we know it’s going to be zero degrees in Chicago next week,” he said. “If you are a retailer, what do you do about it? You can’t move fast enough to make assortment decisions. You need algorithms to automate it.

“You know there is a segment of the population that will do a stock-up trip with an adverse weather forecast. What do you do with that information? The firms that are able to pull these data sets together at the geographic, brand and consumer levels are going to benefit.”

In 2013, companies defined as small and extra-small by I.R.I. grew by 4.3%, according to the company’s Growth Leaders Report. Large companies experienced 0.5% growth. Mr. Appel attributed part of the difference to speed and agility.

“Small manufacturers are outgrowing big ones,” he said. “How you solve that issue comes back to the consumer. What do consumers want and how do I find the ones that want a specific product? That’s the confluence of information.

“That’s what small companies do. They find niche trends and they move, because they are nimble. They don’t have annual planning cycles, because they don’t need them. Yet they increasingly have access to the same tools as larger companies.

“Understanding the increasing uniqueness of consumers and what they want is critical. If you can master those two things at a micro-segment, or ultimately, the consumer level there are benefits. How local can you get? It’s all about capturing the individual.”

Retailers are adopting smaller store formats and new product assortments in an effort to better reach smaller, more local groups of customers.

 

Local customization

Local is a theme Mr. Appel returned to frequently. He pointed to efforts by such retailers as Wal-Mart Stores, Inc., Dollar General and Walgreens to grow their store count by opening smaller, more local store formats and offering product assortments that are targeted at the local population.

“We definitely see what we call a fragmentation or an increase in the number of places that people buy stuff, in general,” Mr. Appel said. “So, I think what we are seeing is the localization of retail. Over time that means more and smaller outlets, a more tailored assortment and different consumer segments. In addition we see more purchasing with e-commerce, which will further fragment the retail environment.

“That shows up in the changing demographics of our country. The population is aging and that brings a certain type of retail format around the age group. Hispanics will be near 50% of population over the next 10 years. Then you have the millennials (who are) starting to move into the purchase period. Those three consumer trends are all leading to retailers being more customized.”

By local, Mr. Appel also means shopper marketing efforts are going to become more personal.

“I think we are at the beginning of how digital advertising, digital access and, in the end, how consumers are getting their buying behavior influenced by a significant number of sources,” he said. “We are still at the beginning of that trend. The implication of it is how marketing will evolve in this industry — It will be very different. Messaging is going to be much more local; a more personal experience.”

Today, consumers are actively seeking information rather than passively receiving it.

 

Access to information prompts change

Consumer technologies, most notably smartphones and tablets, are changing the dynamics of marketing. Today, consumers are actively seeking information rather than passively receiving it. It’s an evolution that Mr. Appel said is just starting in the United States and expanding around the world. Yet C.P.G. companies are seeing the results of some of this change as consumers alter their purchasing patterns toward products that are more fresh and natural. For example, the supermarket perimeter accounts for 34% of C.P.G. sales, and perimeter sales have climbed 5% in the past year while center store sales grew 1%, Mr. Appel said.

“It’s about the trends we have been talking about; it’s about eating healthier, freshness and convenience,” he said. “Those are the three trends that I think are driving the perimeter formats and the traditional categories. Center store categories are the ones that have to reinvent themselves.”

In his opinion, Mr. Appel said digital media exposure gives C.P.G. manufacturers an opportunity with shopper marketing to reinvent themselves.

“It’s a huge, untapped opportunity for retailers and manufacturers to get to the segment-of-one marketing,” he said. “We’re beginning to see the dramatic effectiveness of digital marketing.”

He said companies now have the ability to identify the ads consumers watch and then follow their purchases during the next 12 months.

“From there you can tailor advertising to shows and web sites — To the people who actually buy your products,” Mr. Appel said. “This is basically the next generation of shopper marketing. At some point the day will come when we can effectively touch each individual consumer and track their sub-segment; how their exposures impacts what products they purchase. If you are a manufacturer and you are trying grow your business in a relatively flat market this is a big opportunity to differentiate.”

Donut innovation gains momentum 1/14/2015 - by Jeff Gelski

 

Donut innovation gains momentum

by Jeff Gelski
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The donut category is on the move.

The donut category in 2014 saw the resurgence of Hostess at retail and the emergence of croissant donuts in food service. Future years may bring a different reason for reformulation. The industry continues to wait to see when, or if, the Food and Drug Administration will act to ban partially hydrogenated vegetable oils. 

Apollo Global Management L.L.C. and C. Dean Metropoulos & Co. acquired the Hostess brands in 2013 and formed Hostess Brands, L.L.C., Kansas City. The successful return of Hostess brand donuts was evident in recent U.S. retail sales. Hostess in the donut category rang up sales of $243,255,616 for the 52 weeks ended Nov. 30, 2014, according to Information Resources, Inc., a Chicago-based market research firm. 

In October Hostess Brands revealed plans to focus on convenience stores as it rolled out single-serve breakfast items, including a 3.7-oz donut item available in Glazed Donettes. 

Hostess in U.S. retail donut sales trailed category leader Bimbo Bakeries USA, Inc. and also McKee Foods Corp. Bimbo Bakeries, Horsham, Pa., suffered a sales decline of 3% over the 52-week period to $355,675,616. 

Sales increased 13% to $270,195,264, for McKee Foods Corp., Collegedale, Tenn. The company’s Little Debbie brand led all donut brands with sales of $269,508,992 for the 52-week period ended Nov. 30, 2014. The overall donut category saw sales increase 10% to $1,802,441,984. 

Hostess is homing in on convenience stores with such products as new glazed mini donuts.

Donut innovation in food service in 2014 came through a 2013 invention. Dominique Ansel, a chef, introduced the Cronut, a croissant-donut hybrid. The Cronut brand and product became a registered trademark of Dominique Ansel Bakery, based in New York City. 

On Nov. 3, 2014, Dunkin’ Donuts introduced a Croissant Donut that features a flaky croissant ring that is glazed like a donut. The item has 24 layers of buttery dough and distinctive glaze used on the chain’s glazed donuts. It is crisp on the outside and soft and flaky on the inside, according to Dunkin’ Donuts. 

In mid-December Dunkin’ Donuts said it had sold more than 4.6 million Croissant Donuts and planned to extend the item’s availability into 2015. 

On popular demand, Dunkin' Donuts extended the availability of its croissant donut into 2015.

Krispy Kreme Doughnuts, Inc., Winston-Salem, N.C., had donut innovation success through limited-time offerings in 2014. The chain had such L.T.O. donut varieties as Caramel Coffee Kreme, key lime pie, birthday cake batter dough, carrot cake and pumpkin cheesecake. 

In September, Krispy Kreme announced plans to launch Ghostbusters and Stay Puft Marshmallow Doughnuts from Sept. 29 to Oct. 31. The Ghostbusters donut featured a marshmallow Kreme-filled shell topped with white icing, a green “splat” inspired by the “Slimer” and a Ghostbusters logo sugar piece. The Stay Puft Marshmallow donut featured a marshmallow Kreme-filled shell topped with white icing, decorated with the Stay Puft Marshmallow Man’s face and a sugar piece hat. 

“The traction we gained from this out-of-the-box partnership is an example of the creativity we strive for with all of our limited-time offerings,” said Tony Thompson, president and chief executive officer of Krispy Kreme, in a Dec. 19 earnings call. 

Limited-time varieties have proved successful for Krispy Kreme.

Donut makers soon may need to get creative by formulating products without partially hydrogenated vegetable oil. In the Nov. 8, 2013, Federal Register, the F.D.A. tentatively determined that partially hydrogenated oils, a primary source of industrially produced trans fat, are not Generally Recognized As Safe. If the proposed rule is finalized, food manufacturers no longer would be permitted to sell partially hydrogenated oils, either directly or as ingredients in another food product, without prior F.D.A. approval. 

Palm oil is one option for donut makers wishing to keep the same taste and texture in product without using partially hydrogenated oils. Palm oil was a sustainability issue in 2014. Through June 2014, more than 11.1 million tonnes of certified sustainable palm oil accounted for 18% of global palm oil, according to the Roundtable on Sustainable Palm Oil, which seeks to promote the growth and use of sustainable palm oil products through global standards and stakeholder engagement. 

Dunkin’ Brands Group, Inc., Canton, Mass., on Sept. 16, 2014, announced a commitment to source only 100% sustainable palm oil in the United States by 2016. The company plans to work with its suppliers and franchise-owned purchasing cooperative to source palm oil 100% traceable to the mill by the end of 2015 and to the plantation by the end of 2016.

Spotlight on Hispanic trends instore, 1/22/2015 by John Unrein

Hispanic grocery stores report that business is steadily improving over the past three years, as consumer confidence and spending continues to improve. Hispanic bakeries and other Hispanic businesses are playing a key role in the recovery.

A study recently released by Geoscape and supported by the United States Hispanic Chamber of Commerce reveals that Hispanic businesses are a fast-growing and critical part of the U.S. economy. During the past decade, the number of Hispanic-owned businesses doubled, growing from 1.6 million in 2002 to a projected 3.2 million in 2013. This year, the projected combined annual revenue of these businesses is over $468 billion, marking an increase of over $100 billion in the past six years. Hispanic business owners are 86% more likely to have household incomes between $100,000 and $149,000.

Well-established Hispanic grocery stores like El Rey Food Markets, which opened its first store in 1978, are bolstering their customer appeal with the use of eye-catching promotions and innovative product lines. “We run weekly specials through our local newspaper where flyers are distributed to individual households in the neighborhoods where our stores are located,” says Villarreal of El Rey Food Markets. “Our main festival of the year is Fiesta Mexican at the Summerfest grounds. We have a booth there of only our bakery products. Also, during the year, if there are different events in the morning, we are always asked to donate fresh bakery for the events.”

Wedding and quinceañera cakes also represent a growing part of El Rey’s business because, as Villarreal explains, of the convenience factor. “The people want to order from a reputable bakery and business that they are familiar with,” he says. “We can make simple one-tier cakes to cakes with up to five tiers and all kinds of other attractions on such as swans, water fountains and so on.  The people are able to pick their batter, their filling and their frosting, as well as the decoration, of course.”

The majority are customers who shop El Rey are of Hispanic origin, especially at their location on Cesar E. Chavez. “Our stores and products are what matters to all of our customers,” he says. “We still have to maintain our Hispanic heritage in our products, which is our calling card.  But we are also always adding products that might appeal to a cross-section of customers.”

Carlos Jacobo of Jacobo’s Grocery agrees that shoppers will come back to your store when they understand your passion for excellence. That is one of the most important lessons he’s learned in 37 years at Jacobo’s. “Being able to build a strong customer base takes time,” he says. “But when you have great pride in what you are doing, the customers really appreciate your products. That’s the reason the customers come back for more.”

Lunch is key day-part

Following a Hispanic cultural tradition US Hispanics have their largest meal of the day at lunch and consume more of these meals in the home than away-from-home. As a result, this large population group is influencing overall growth in the food categories they typically consume at lunch, reports The NPD Group, a leading global information company.

Seventy-three percent of U.S. Hispanics’ lunch meals are prepared and consumed in-home compared to 62 percent of non-Hispanics, according to NPD’s NET (National Eating Trends) Hispanic, which is a year-long study of US Hispanics’ eating behaviors. Spanish-language dominant Hispanics represent just 29 percent of total lunch traffic at restaurants compared to 34 percent for non-Hispanics, and total Hispanics represent 32 percent of foodservice lunch visits, according to NPD CREST Hispanic, which continually tracks how US Hispanics, by level of acculturation, use restaurants.

With lunch being the largest meal of the day for US Hispanics, there is a greater diversity of foods prepared by Hispanics compared to non-Hispanics. For example, while sandwiches are the top items for Hispanics, they are only present at 18 percent of afternoon meals (38 percent for non-Hispanics), finds NPD. 

Sandwiches are very closely followed by soup and rice as top dishes during the afternoon meal. In fact, 13 percent of Hispanics’ afternoon meals include rice, compared to just one percent for non-Hispanics. There is also evidence that many of these rice dishes are either homemade or partly homemade, as they are often prepared using cooking oils and spices as opposed to heat-and-eat or pre-flavored offerings.

Rice is an example of US Hispanics’ rising influence on overall consumption trends. Rice is included in about 2 percent of in-home meals across the US population, according to NPD’s NET information. However, NET Hispanic shows rice consumption rises to 8 percent when looking specifically at the US Hispanic population.

“As Hispanics become an even greater influence on our culture and society, marketers would be wise to engage them in a manner that reflects their behaviors,” says Darren Seifer, food and beverage industry analyst. “For example, rice is currently thought of as a dinnertime item, but perhaps it’s time to rethink this given the ways it is consumed among Hispanics.”

Hispanic flavors

Hispanic flavors are enhancing key product categories at Hispanic grocery stores, as they expand their bakery product offerings with flavors and toppings such as coconut flakes, mango, guava and pineapple fillings, or dulce de leche. Bakery shoppers are increasingly on the lookout for new twists on traditional bakery products. Mango cream donuts are one example of a donut that is gaining in popularity because of this trend. La Victoria in Stockton, CA, uses coconut flakes on one variety of its glazed donuts to add appeal for customers looking for different flavors.

Adding new flavors to donuts can be a simple way to appeal to a broader range of customers. Offering four or five standard flavors every day, as well as promoting a seasonal flavor of the month, can prove beneficial to increasing your overall donut sales. In many cases, donuts are being seen as more than a breakfast item. Creating a donut filled with dulce de leche, for example, can transform a traditional donut into an indulgent dessert item.

Cookies are another bakery item where flavors and toppings can add greatly to customer appeal. La Perla Tapatia in Chicago offers dozens of cookie flavors, including ginger, almond and strawberry. Cookies can be easily decorated to match seasonal occasions and holidays throughout the year. They can also be formed into creative shapes such as pretzels and lips, resembling a kiss.

Mil hojas, a traditional Hispanic pastry, is a popular dessert that is sold in individual slices at Alicia’s Bakery, one of Salt Lake City’s most popular Hispanic bakeries. Alicia Martinez, whose father Ezekiel owns the bakery, explains that mil hojas is quite popular because it consists of three flaky layers of pastry stacked with various fillings inside. The fillings can be fruit, chocolate or dulce de leche, depending on the recipe. Alicia Martinez says that she always preferred mil hojas over other types of cakes for her birthday cakes growing up.

Fondant cakes

Until recent years, rolled fondant cakes were not traditionally common in Hispanic bakeries, but that is changing – as tastes have evolved and Hispanic bakery shoppers have grown more acculturated. Gladys Rodriguez of Paco’s Bakery in Houston points out that Hispanic and non-Hispanic customers love their fondant cakes equally. “We have customers from everywhere,” she says. “It’s doesn’t matter where they are from, they know our cakes are good.”

One of three cake decorators at Paco’s Bakery, Rodriguez specializes in fondant cakes. Her designs are stunning: One recent cake featured a cowgirl theme for a girls’ second birthday that included a decorated bandana and a cowgirl hat on top. Another of her birthday cake designs incorporated strawberries and polka dots into the vibrant decorations.

“We use a lot of vibrant colors – hot pinks, neon and greens – for birthday cakes for girls,” Rodriguez says. “We did a first birthday baptism cake that was a three-tier cake with decorated cupcakes and cookies. They had planned out a whole table-scape.”

Current color trends in cake decorating designs include animal prints like zebra and giraffe, she says. And their cake designs keep getting bigger and bolder. “We do fondant cakes not only for birthdays, but for baby showers,” she says. “Baby shower cakes have grown to the point where they are almost as big as wedding cakes, because baby showers are so much bigger than they were a few years ago.”

Hispanic holidays
Día de los Muertos, or Day of the Dead, is celebrated Nov. 1-2 by many US Hispanics and in Mexico and Central America. Traditionally, it is a day to celebrate and honor one’s ancestors. Traditional Day of the Dead breads are formed into the shapes of skulls and bones. This occasion is based on the belief that there is interaction between the living world and the world of spirits. On the Día de los Muertos, the spirits of the dead are said to come back for family reunions. Many celebrate setting up altars in their homes to honor the memory of deceased loved ones and to welcome their visiting souls. 

Pan de muerto can take many different forms. It is commonly shaped as a domed skull decorated with bones and tears made from dough, but sometimes it is made as a cross, tombstone or a human body. Bakeries cater to Hispanic populations with large displays of pan de muerto. It is common to make pan de muerto with anise- and orange-scented yeasted wheat-flour bread that is sprinkled with multi-colored sugar crystals. Some Hispanic supermarkets donate loaves of pan de muerto to schools, where they are used to educate children on Mexican culture and religion. 

In early January, Hispanic grocery stores plan for the celebration of Epiphany by preparing for a surge in customer demand for rosca de reyes. This Hispanic tradition takes place 12 days after Christmas on the sixth day of January, Epiphany Day, or the appearance of the three wise men. Stores will sell hundreds of rosca de reyes during this time.

How consumers will shop in 2015 1/22/2015 - by Monica Watrous

LONDON — In today’s retail environment, convenience is a commodity, and shoppers are willing to spend more for it.

“Post-recessionary consumers are prepared to pay for products that simplify their hectic on-the-go lives,” said Daphne Kasriel-Alexander, consumer trends consultant for Euromonitor International, a London-based market research company. “Technology plays a big part in attaining convenience, and omnichannel shopping options creates a seamless link between virtual and ‘real world’ shops with wide consumer appeal.”

In its Top 10 Global Consumer Trends 2015 report, Euromonitor shared prevalent drivers behind the buying habits of today’s shopper. A rise in collaborative consumption and a new culture of sharing has sparked growth in such endeavors as community gardening, grouped workspaces and crowdfunding.

“In 2015, the sharing economy is growing and disrupting the way in which individuals think of space and ownership,” Ms Kasriel-Alexander said. “Consumers are increasingly preoccupied with access to goods rather than owning them outright.”

Shoppers are willing to pay more for convenience.

The value of convenience

More consumers are willing to purchase products that help them save time. Convenience stores and small neighborhood markets are thriving in many countries, as shoppers opt to buy less more often in a style Euromonitor called “top-up” shopping. The firm forecast sales in convenience stores in the United Kingdom to rise 2.5% this year, compared with a 0.2% increase at grocery retailers.

Malls in community mode

On-line shopping may be reshaping consumer spending habits, but 9 in 10 shoppers still prefer to buy in a brick-and-mortar store, according to a survey last year from management consultants A.T. Kearney. Malls are adopting a new focus on community and experience and remain revered social hubs in emerging markets, where international brands lure shoppers. 

Consumers around the world also are showing favor for smaller, centrally located shopping centers over suburban megamalls.

Paying for privacy

Brands increasingly may promote personal privacy as a selling point in the wake of consumer anxiety over on-line data theft. Shoppers may be leery about location-based or targeted advertising linked to previous on-line searches, but others enjoy the tailored and personalized experience some web retailers offer. Companies may become more transparent in their use of data to ease concerns.

Consumption for a cause

In the rise of “conscious consumption,” brands are aligning with social causes, from environmental sustainability to female empowerment. As an example, an enterprise in Lisbon, Portugal, is collecting and selling less-than-perfect produce to address food waste.

Under the influence

Social media has provided a platform of expression for everyday consumers, who use video blogs and social networks to tout brands and trends. 

“Ordinary consumers are already airing their purchasing grievances and joys via the ‘on-line megaphone,’” Ms. Kasriel-Alexander wrote in the report. “Consumers notice on-line reviews and trust them, and this is influencing buying decisions.”

Millennials are driving a sharing economy, wherein consumers are more interested in access than ownership.

Sharing is caring

The concept of lightweight living has given rise to a sharing economy, in which consumers increasingly are interested in access rather than ownership.

Collaborative consumption is less about saving money and more about convenience, innovation, community and environmental values, Euromonitor noted. Consumers are downsizing possessions and embracing a “pay-as-you-live” lifestyle by renting everyday items and purchasing media digitally.

Living in a millennial world

The overstimulated, oversharing generation known as millennials is more socially conscious and less brand-loyal than older consumers. Though immersed in consumer culture, this group of savvy shoppers buys fewer big-ticket items and uses technology to find the best prices and learn about trends.

Brands are responding to the habits of millennials. PepsiCo, for example, launched its Mtn Dew Kickstart caffeinated fruit juice beverage for these consumers, who exercise more than their parents did and consume energy drinks for breakfast.

Shopping the globe

More on-line shoppers are using overseas retailers to sidestep higher local prices. The trend has translated to real-world shopping, with consumers purchasing cheaper goods while traveling abroad to avoid tariffs. Brazilians flock to U.S. cities to save money on luxury items, and tech-savvy travelers are researching foreign shopping options on such platforms as Weixin, also known as WeChat, a mobile messaging service based in China.

Virtual reality

An insatiable appetite for technology has blurred the lines between e-commerce and brick-and-mortar shopping. The flexibility of multi-channel retailing may enable purchases of products not available in local stores.

Brands that are bonding with consumers on-line through contests and offers are expected to benefit from larger sales. Additionally, more products are incorporating digitally themed elements to appeal to on-line users.

Wired wellness

Consumers are approaching health and wellness on a digital level, from tracking fitness and food intake to researching symptoms on-line. Health monitoring is spilling into social media, with users sharing and competing with friends on platforms from such brands as Nike and Adidas.

“Connected health is working for consumers in other ways, with social media and blogs seen as megaphones to pressure the food industry and others into greater transparency and into altering product formulations,” Ms. Kasriel-Alexander wrote in her report. “In an on-line environment, consumer complaints can become magnified.”

For example, when Renee Shutters, an American mother, created an on-line petition highlighting the negative effects synthetic food dyes in candy had on her son, such brands as Mars committed to exploring natural alternatives.

Food companies make Global 100 sustainability index 1/23/2015 - by Jeff Gelski

TORONTO — Five food and beverage companies were recognized in a 2015 Global 100 sustainability index released Jan. 21 by Corporate Knights, a Toronto-based media and investment advisory company. Tim Hortons was rated No. 11 among the top 100 corporations. Following the restaurant chain were Unilever at No. 22, Coca-Cola Enterprises at No. 26, General Mills, Inc. at No. 49 and Campbell Soup Co. at No. 77.

Tim Hortons, based in Oakville, Ont., and Unilever, based in London, both made sustainability progress in palm oil. Tim Hortons has committed to source 100% of the palm oil it books in 2015 from sources verified as supporting sustainable production.

Unilever in November 2014 said 58% of the palm oil it uses is now traceable to known mills. In its sustainable living plan released in 2013, Unilever said its vision is to double the size of its business while reducing its environmental footprint and increasing its positive social impact.

Twenty companies in the 2015 index are based in the United States, which marked the country’s best showing in the 11-year history of the Global 100 index. Atlanta-based Coca-Cola Enterprises, a Coca-Cola bottler, moved up to No. 26 on the index after placing No. 78 in 2011 and No. 43 in 2014.

“It’s a fantastic recognition of the progress we have made towards our sustainability plan, including reducing our carbon footprint and our water use, using more recycled materials in our packaging, and becoming a more diverse company,” said Joe Franses, director of corporate responsibility and sustainability at Coca-Cola Enterprises. “We aim to improve our position even further next year, as we continue our journey towards becoming a low-carbon, zero-waste business.”

Minneapolis-based General Mills by 2020 plans to sustainably source 100% of the following ingredients: vanilla, palm oil, cocoa, sugar cane, oats, dry milled corn, U.S. wheat, dairy (fluid milk), U.S. sugar beets and fiber packaging.

Campbell Soup Co., Camden, N.J., made the index for a third straight year.

“Campbell’s corporate responsibility and sustainability strategies are integrated into every aspect of our business and culture,” said Dave Stangis, vice-president, public affairs and corporate responsibility for Campbell. “Having our performance and disclosure recognized by the Global 100 for a third consecutive year is evidence that Campbell employees continue to make progress in our commitment to being good stewards, as well as advancing our performance.”

Biogen, a biotechnology firm based in Cambridge, Mass., ranked No. 1 in the Global 100 index.

Corporations must pass through four screens to be considered for the Global 100 index. The first screen eliminates companies that are not keeping pace with sustainability reporting trends in their specific industry, such as energy productivity in the automobiles and components industry group. The second screen features a pass-fail test in such financial areas as net profit and long-term debt.

The third screen eliminates companies with an industry classification equal to tobacco. Also, a company is eliminated if it derives a majority of revenue from its defense business, such as weapons manufacturing, for example. The fourth screen looks at the dollar amount companies have paid out on a trailing one-year basis in sustainability-related fines, penalties or settlements.

Embracing consumer spending habits, 1/15/2015 by John Unrein

Instores are responding to changes in consumer spending habits in a wide variety of ways, including embracing new technology tools, reshaping business structure and expanding into new markets.

Brookshire Grocery Company, a 150 store chain based in Tyler, TX, recently completed rollout of ADC's P-Cubed In-Store Fresh Production Planning module in all stores. The P-Cubed In-Store Fresh Production Planner takes much of the guesswork out of fresh food production planning. With the software, Brookshire Grocery Company now has educated in-stock information on availability in their fresh food departments. 
 
“All 150 of our stores are now running production planning in four departments ( deli, bakery, chef prepared and produce). On average, we run around 1,000 production plans per day per department across our 150 stores," says Jonathan Key, fresh item management coordinator at Brookshire Grocery Company.  

Brookshire Grocery Company implemented the software in phases to enable rigorous training in each store. "The first stores to start using the software reported that the production numbers were incredibly accurate. One store director reported that they have had their best quarter ever, with more sales and less shrink," Key says.

Brookshire Grocery Company also tracks how the stores comply with the production plan. "With management oversight and support, we are seeing, on average, a 97% compliance rating across our stores," he says.

As more than 2 million Meijer shoppers now subscribe to the Michigan-based chain’s free mPerks program, Meijer has made significant investments to make digital savings easier for its customers. The retailer now has free Wi-Fi capability in all 204 stores, making it easier for customers to access their mPerks accounts and the Meijer mobile app.

“Our customers are relying on digital tools more than ever as they shop, which is why we’re constantly providing them with resources to enhance their shopping experience,” says Michael Ross, vice president of customer marketing and emerging technology. 

The retailer’s open Wi-Fi network gives its deal-seeking mPerks subscribers the opportunity to easily review and clip digital coupons while in the store. Growth in the retailer’s mPerks digital coupon program has been steep, surpassing 2 million subscribers last month – just one year after hitting the 1 million subscriber milestone. In December alone, the program generated more than 129,000 new members, nearly 31 million clipped offers, and $12.6 million in savings issued to customers. The program has a redemption rate up to four times higher than the national average.

Corporate structure is another key component of keeping pace with changing consumer habits. As part of a new structure for 2014, Supervalu’s independent business will consolidate from three regions to two regions, forming new East and West teams. The new East and West independent business regions will be located in Mechanicsville, VA and Hopkins, MN.
 
With this new independent business organization, Supervalu will streamline the organization and reduce operating costs while continuing to drive sales growth with its current and prospective customers. The changes also take into consideration the company’s ongoing commitment to delivering excellent value, service and customer programs and offerings that meet the rapidly changing needs of its independent grocery store customers nationwide. 

Other chains are embracing the expansion trail to capture higher sales in new markets. Hy-Vee, Inc., with 235 stores in eight states, this spring announced plans for a major expansion of its Minnesota operations into the Twin Cities market. Hy-Vee has been a fixture in Minnesota communities since 1969 and currently has 17 employee-owned stores statewide with approximately 5,100 employees.

“Our commitment to excellent customer service, health and wellness, and culinary expertise is unlike anything in the market to date,” says Randy Edeker, chairman, CEO and president of Hy-Vee, Inc. 

The proposed expansion would add several new stores to the Twin Cities market per year, over the next several years. Each store opened will be approximately 90,000-square foot, with an investment of approximately $14-16 million, creating anywhere from 400-550 new jobs.

Top grocery chefs to compete at FMI showdown, 1/22/2015 by Staff

Fifteen top grocery store chefs from around the country will compete to be named the Grand Champion of the 2015 Supermarket Chef Showdown during the annual FMI Connect conference in Chicago, June 8-11.  

“One of the most exciting areas in the supermarket today is the fresh prepared case,” said Rick Stein, vice president of fresh foods at the Food Marketing Institute. “FMI started this competition as a way to recognize the talented chefs who work behind the scenes there, and to let consumers know what terrific prepared foods they can purchase at their local stores, and at good values.”

Supermarket chains and their chefs have until February 28 to submit recipes to the Showdown in one or more of the following categories: Breakfast to Go; Holiday Party Platters; Ethnic Dishes; Affordable Family Meals; and Desserts. Professional recipe evaluators and testers will narrow the field of entries to three from each category. Those 15 chefs will win a trip to Chicago to prepare their winning recipes at the 2015 Showdown, to be held June 10 at McCormick Place.

The winning store chef will receive an expense-paid trip for two to the Italian Culinary Institute in Calabria, and five additional category winners will each receive a $1,000 cash prize. All finalists will win a trip to FMI Connect to take part in the competition.

“We are pleased to offer classes at the Italian Culinary Institute to one of America’s top supermarket chefs,” said Stein. “This opportunity will expand the chef’s professional knowledge and further develop skills to inspire more and more creativity in the prepared foods case. Food shoppers will be the ultimate winners.”

Supermarket chefs or their corporate representatives can enter the 2015 Supermarket Chef Showdown at www.supermarketchefshowdown.com.

Winners of the 2014 Supermarket Chef Showdown include Rachael Perron, Kowalski's Markets; Keoni Chang, Foodland Super Market;  Andrew Kintigh, Hy-Vee, Inc;  Erin Horton, Orchard Fresh; and Michael Brady, FRESH by Brookshire's Grocery.

The FMI Supermarket Chef Showdown is made possible by sponsors, including McCormick & Company, Campbell Soup Company, The Hershey Company, Hillshire Brands Company, The J.M. Smucker Company, Mondelez International and The Pictsweet Company.