Monday, February 29, 2016

UNFI To Acquire Haddon House Food Products
by United Natural Foods, Inc.
Posted: 2016-02-29 15:38:17 EST

PROVIDENCE, R.I. -- United Natural Foods, Inc. (Nasdaq: UNFI) (the "Company") today announced that it has entered into a definitive agreement to acquire all outstanding stock of Haddon House Food Products, Inc. (“Haddon”) and certain affiliated entities as well as certain real estate, in a cash transaction for approximately $217.5 million, subject to certain customary post-closing adjustments. Founded in 1960 by the Anderson family, Haddon is a well-respected distributor and merchandiser of natural and organic and gourmet ethnic products throughout the Eastern United States. Haddon has a diverse, multi-channel customer base including conventional supermarkets, gourmet food stores and independently owned product retailers.
“Haddon House has a unique product and service offering that we expect to play an important role in our ongoing strategy to build out UNFI's gourmet and ethnic product categories across the country,” stated Steven Spinner, UNFI’s President and Chief Executive Officer. “The Haddon House team has demonstrated exemplary customer service and growth over the last decade while also building a distinctive private label brands business. We are excited to have them join the UNFI family as we venture into new channels and markets together. I look forward to working with David Anderson, Sr. and David Anderson, Jr., both of whom will remain at the company in leadership roles, as we move this exciting service offering and product category across our companies and throughout the US."
“This transaction will provide us with greater operating scale and resources to further develop our product and service offering as we work with the UNFI team to broaden our geographic reach and route to market across complementary and new customer bases. We are excited about the opportunities this combination will create for consumers, employees, suppliers, and our stockholders,” stated David Anderson, Sr., President, Haddon House Food Products, Inc.
Consummation of the transaction is subject to the satisfaction of customary closing conditions, including compliance with the Hart-Scott-Rodino Antitrust Improvements Act of 1976, as amended, and is expected to close at the start of the fourth quarter of fiscal 2016. Upon closing, Haddon will be operated as a wholly-owned subsidiary of the Company. The transaction is expected to be accretive to the Company’s earnings in fiscal 2017. The Company expects to finance the purchase price with a combination of available cash and borrowings under its revolving credit facility.

Most Stores Will Need To Add 54 Additional Items Under Proposed SNAP Rule That Aims To Increase Healthy Options

SNAP image
by Kristen Cloud/web editor
In mid-February, the U.S. Department of Agriculture (USDA) proposed a rule designed to provideSupplemental Nutrition Assistance Program (SNAP)participants increased access to healthy foods by requiring stores that accept food stamps to stock a wider range of healthy options. The rule now is under a 60-day comment period, which ends April 18, that allows retailers and others to voice their opinions.
USDA Under Secretary for Food, Nutrition and Consumer Services Kevin Concannon tells The Shelby Report that there currently are about 260,000 retailers across the nation authorized to redeem SNAP benefits. Of those retailers, approximately 175,000 are “convenience stores or neighborhood stores—smaller stores,” he says.
Kevin Concannon
Kevin Concannon
“We estimate that the average store would need to add about 54 additional items at a cost of around $140. And these costs would be recouped as the inventory is sold. I know for some stores that may be a real challenge, others less of a challenge—that’s why we have the comment period.”
Following a review of the comments, Concannon says the proposed rule is expected to be finalized by the end of the year, after which stores would then have a full year to comply.
“It’s intended to give stores time to accommodate to it,” he says, adding that, “if for some reason we were to find a circumstance where the store can’t just geographically, physically, from an engineering point of view, accommodate these increased requirements—if it created a major access problem for consumers in that area—we would first try to work with the store; then if we weren’t able to reach a resolution we would have the option of waiving some or all of that new requirement.”
The proposed rule comes as part of the 2014 Farm Bill, which requires the USDA to develop regulations to ensure that stores that accept SNAP benefits offer a broader variety of healthy food choices. The stocking provisions in the proposed rule would require SNAP-authorized retail establishments to offer a larger inventory and variety of healthy food options so that recipients have access to more healthy food choices. SNAP retailers would be required to offer seven varieties of qualifying foods in four staple food groups for sale on a continuous basis, along with perishable foods in at least three of the four staple food groups. The staple foods groups are dairy products; breads and cereals; meats, poultry and fish; and fruits and vegetables. In addition, the proposal calls for retailers to stock at least six units within each variety, leading to a total of at least 168 required food items per store.
The proposed rule also comes at a time when, as Concannon notes, stores—particularly smaller operators—are already introducing or broadening their produce offerings.
“To some degree, this is market driven, but what’s driving us on this is our desire to make healthier foods more available to low-income households,” Concannon says. “We’ve been on a mission, for example, to expand access to farmers markets with food stamp benefits. My first year (2009) here I think there were just under 900 farmers markets nationally that could accept food stamps; now it’s over 6,400. We’ve really been working at that. We’ve been really pressing hard for schools to do more healthy foods, and this is another step as part of a package of efforts to really improve the diet of Americans.”
Kwik Trip, the convenience store chain based in La Crosse, Wisconsin, was recognized by the Partnership for a Healthier America (PHA) in February as the first c-store to complete its commitment to expand healthier options across its stores.
Kwik Trip, in fact, sells 400 pounds of bananas per store per day and, since partnering with PHA in 2014, the chain’s bulk produce sales grew by 5.5 percent in 2015. Additionally, since first teaming up with PHA, Kwik Trip has fulfilled its initial commitment to the organization by introducing at least four categories of fresh fruits and four categories of fresh vegetables across its stores; expanding its whole grain-rich offerings to at least six products; and implementing a Healthy Concessions Program in local schools. Through its EatSmart program, designed to encourage healthier options, Kwik Trip also is the first convenience store to offer a PHA-approved combo meal.
Concannon, too, says he sees the move toward healthier fare playing out at smaller stores.
“I see it at a corner store I stop at,” he says. “They have bananas right on the counter for people, as well as salads. I’ve seen workmen in hard hats at 7 in the morning when I’m up there picking up something before getting on the train to come into work—they’re taking a salad out with them.”
Still, Concannon thinks it could be such stores—especially those operating in more dense, urban areas (specifically in low-income areas of cities)—that offer the most pushback on the proposed rule.
“We have a collection of bodegas and small corner stores where they may initially say their consumer base just isn’t going to buy these foods. They may more likely worry about this than stores that serve a more diverse community, rural or suburban.”
Eighty-two percent of SNAP benefits across the U.S. are redeemed through supermarkets or large stores like Costco or Sam’s Club, Concannon points out. The remainder are redeemed through smaller stores, farmers markets and other outlets.
“The challenge we have is that low-income households across the country don’t have the same kind of access to supermarkets that those of us who may have more resources, vehicles, live in neighborhoods that are closer to supermarkets, do. In many cases, those small stores may account for, nationally, somewhere between 14 and 16 or 17 percent of the food benefits across the country. That represents billions of dollars, however.”
The National Association of Convenience Stores (NACS) is speaking out against the proposed rule, as currently drafted, saying it will make it increasingly difficult for convenience store owners and operators to participate in SNAP, which, in turn, will negatively impact the SNAP recipients that use their benefits at NACS members’ stores.
“(USDA Food and Nutrition Service) also included several proposed changes that went significantly beyond the statutory requirements in the Farm Bill,” according to NACS. “Problematically, the proposal would make it so ‘multiple ingredient’ items, such as macaroni and cheese or cold pizza, would not be counted in any staple food category and would not go toward a retailer’s ‘depth of stock’ requirements. This is a dramatic change from current rules, which permit multiple ingredient items to be counted in one staple food category depending on the main ingredient. For instance, since the main ingredient in mac and cheese is pasta, now it could count as one item in the bread and cereals category. The proposal would also add a ‘stocking requirement’ whereby retailers would always have to have six different units of any food item in a store at any given time.”
NACS says it will file comments to respond to the proposed rule and asks its members to share their thoughts on the proposal and how it will impact their company’s ability to participate in SNAP.
Go here or more on the proposed rule or to comment. At the time of this report on Feb. 25, the proposed rule had garnered more than two dozen public comments via the site.
Most are favorable, with one saying they “strongly support the proposal by the USDA to provide Supplemental Nutrition Assistance Program (SNAP) participants increased access to healthy foods by requiring stores that accept SNAP to stock a wider array of food choices. Access to fruits and vegetables is particularly difficult for the 1 in 7 Americans experiencing food insecurity, and this has knock-on consequences in terms of individual health and the associated healthcare costs.”
Another, a grocery store employee, says, “…I would be very happy to see these changes go through. As I see things happen day to day it is frustrating to see the system being abused. However in a customer service role there is simply not much that can be done on the ground level. In the retail setting I see all too often that these benefits get abused or taken advantage of. I believe the changes called for in the given sections would aid in…reducing the ease in which the system can be abused, as well as aid those that truly need the help. By redefining what exactly a retail food store is there will be less abuse as the definition narrows in what can be bought. Furthermore by mandating that a certain number of varieties are held on the shelf for health reasons would be an excellent idea. This would surely aid in the choices made by people on these assistance programs.”
Others, however, disagree.
One writes, in part, “I think it would be a mistake to require small, neighborhood convenience stores that accept SNAP to carry fresh produce, dairy and meat. While access to those foods is absolutely desirable, the burden of installing the cooling required and the cost of dealing with spoilage might prevent some stores from complying, which means they lose SNAP. The effect is that poor people who often don’t have cars and often live where there is no public transportation would lose local access to food that isn’t great (e.g. canned beans) but is better than the alternative (e.g. fast food).”

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The liquor industry is experiencing 3 seismic changes

Whether you prefer whiskey, vodka, gin, or rum, you may have noticed some recent shifts in the liquor business.
In an international, incredibly broad industry, it’s hard to know which trends are causing seismic shifts, and which are just blips on the radar.
So, Business Insider turned to Gilles Bogaert, CFO of Pernod Ricard, the parent company of brands including Absolut and Jameson.
Here are three trends you need to know about that Bogaert believes are truly changing the liquor industry:

1. ‘Home-tainment’ is a new way to drink.

While restaurants and bars have historically dominated the spirits market, Bogaert says that in 2016, the focus is on discovering new moments in which consumers are drinking.
"At the end of the day, we [aim to] accompany the good moments of life with consumers," says Bogaert. "People, more and more, want to have good moments with their friends at home."
drinkAndreas H. Lunde
In the US and Europe, the shift is part of a growing movement toblur the line between entertaining at home and going out. In some emerging markets, concerns regarding safety are additionally helping drive at-home drinking culture.  
For Pernod Ricard, the challenge goes beyond providing the correct beverages for the opportunity.
Succeeding in "home-tainment" means "not only bringing our bottles there," says Bogaert. The company is looking into helping organize parties and using social media as a medium to share photos from moments spent entertaining at home. 

2. Consumers are getting more savvy.

In recent years, sales of Pernod Ricard’s Absolut Vodka has dropped in the US, while Jameson Irish Whiskey has thrived. The reason for one brand’s slump and the others’ success is, according to Bogaert, how customers interpret the authenticity of the two brands.
20150611IDL JamesonSelectReserves BlackBarrel widePernod Ricard
While Jameson’s Irish heritage has been front-and-center, Bogaert acknowledges that Absolut’s marketing in the US got "maybe too emotional," losing its focus on the actual quality of the product.
Now, the company is refusing to make the same mistake again.
So, instead of releasing new, out-there flavored vodkas and whiskeys, the company is promoting authenticity and quality. Absolut recently release ‘Oak by Absolut,’ vodka made in oak barrels, as well as Absolut Elyx, a "handcrafted luxury" vodka. In October, the vodka brand revamped its bottle branding for the first time it debuted in 1979 to emphasize its authenticity, heritage, and quality.
The quest for authenticity also shaping acquisitions. In late January, Pernod Ricard acquired a majority stake in “hipster-favorite” Monkey 47 gin, despite already owning mainstream gin brands Beefeater and Seagram’s.

"If we want to recruit the new consumers, millennials, we need to adjust a few things in our ways of working," says Bogaert. "We have a fantastic starting point… all of our brands have a strong heritage and history. Absolut is coming from Sweden — it isn’t coming from just anywhere."

3. E-commerce is essential.

When asked what he thinks is the top change shaping the liquor industry today, Bogaert had a surprising answer.
"The digital revolution," he says. "It fundamentally changes the way we interact with the consumer, it changes the way marketing is done, and it can bring us a competitive advantage if we move ahead of the others"

In the next seven to eight years, Bogaert says that Pernod Ricard hopes that 5% of all sales will be through digital channels. The company already has its own digital platforms selling brands in countries including the UK and France, and is utilizing relationships with ecommerce giants like Amazon to further grow sales.
More immediately, social media and online marketing give the company a direct line to customers. Pernod Ricard can quickly respond to consumer habits and concerns, as well as meeting consumers where they already are. That, according to Bogaert, is an even bigger shift than any drinker’s preference for whiskey or vodka.

Improve the Omnichannel Experience, Reduce Customer Effort


  | Feb 27, 2016 25 views 

Image courtesy of norjam8
I originally wrote today’s post for Intradiem. It was published on their blog on October 15, 2015. 
How would your customers rate your omnichannel experience? It’s probably time to make that a priority, if it isn’t yet.
Customer effort is (or should be) a huge area of concern for customer experience professionals; it’s major point of contention and frustration for customers. Measuring customer effort is probably one of the best ways to understand if you’re delivering a great customer experience; effort is a key driver of satisfaction and of the overall experience, no doubt. If you’re not asking a customer effort question on your transactional surveys, it’s time to add the question; the responses will likely be eye-opening!
If you’re thinking about reducing customer effort, one of the most impactful ways to do so is to take a look at your omnichannel experience. Don’t confuse that with multichannel or any of the other “xx-channel” terms. There’s a difference! Let’s start with defining multichannel versus omnichannel.
Multichannel refers to offering or using multiple channels to interact with their customers, for purchases, support, or whatever the customer is trying to achieve with the company. Multichannel does not refer to a consistent, seamless experience across channels. The experience is not optimized across channels, and the channels are not integrated in any fashion. This can lead to a very fragmented experience for customers.
Omnichannel refers to using these multiple channels to interact with customers (or for them to engage with you) but in a consistently seamless way. The experience is consistent with each channel, and companies know who the customer is and what she’s done at any previous channel with which she’s  interacted with them. In other words, omnichannel is all about delivering a seamless brand experience across and with all channels. Regardless of which of those channels your customers use, they feel like they are getting the same, personalized experience; they don’t have to start from scratch with each interaction. To them, you appear as one brand from channel to channel. (It sounds odd to say that, but you know there are plenty of brands out there that are very disjointed from channel to channel.)
I’m going to focus on the omnichannel experience. I think most businesses know that they’ve got to offer multiple channels with which customers can interact with them. But far fewer have mastered how to make the entire channel ecosystem experience effective; they haven’t made it a priority to integrate the experience across all of those channels.
Why is this important?
According to research by Oracle Retail and Retail TouchPoints about the shopping experience…
Omnichannel shoppers are the most valuable. These consumers are significantly more valuable compared to single-channel: More than 45% of retail executives report that omnichannel shoppers are 11% to 50% more valuable; and close to 3% said they are up to 200% more valuable.
Three of the most significant ways that their value/profitability is measured include: frequency of shopping trips, total dollar value of purchases over time, and average basket size.  I don’t think we can argue with any of those metrics when we think about the value of a customer. These types of results speak to focusing on the omnichannel experience – simplifying it and reducing the work that customers have to do when they are interacting with your company.
If you want to effect change that results in reduced effort and an improved omnichannel experience, it will take a herculean endeavor. Why? Because, first of all, by definition, it’s not something that each individual department can fix or improve on its own. It’s an organization-wide transformation, and it begins with executive commitment and then moves into understanding your data inputs, outputs, infrastructure, and flow.
Once the executive team is on board (resources, budget, etc.) with this transformation, there are two key next steps:
  1. Silos must be broken down. This is a culture thing. Departments need to start talking to each other, working together, and sharing data and information. Key to this is helping each department understand how they impact the customer experience, i.e., importantly, that every department touches a single experience in one way or another. The best tool to facilitate this understanding is a journey map.
  2. You must have a single view of the customer. In order for this to happen, data must be shared. In order for that to happen, your CIO must prioritize the work; without that prioritization, forget about it. The key to an improved omnichannel experience and, hence, a reduction in customer effort, is data. It must be shared across departments and channels; in order to do that, you’ve got to have the right architecture and infrastructure in place to capture it, centralize it, and get it into the hands of the right people at the right time in a format that makes sense and is actionable. No small feat! It has to be given top priority. Now.
The crux of the matter, the reason that the omnichannel experience breaks down, is that the business acts like it doesn’t know the customer at every touchpoint. For the customer, that means that he has to “re-authenticate” at every interaction; he has to start each interaction with identifying himself, what he’s trying to do, who he’s already talked to, where he’s been, etc. You’re a customer. You know all about this. It’s so frustrating. Why perpetuate this experience with your own customers.
Customers and prospects today are extremely savvy and informed. They want to browse, shop, talk, and otherwise interact with companies through a variety of channels: phone, web, in store, social media, app, mobile, web chat, and more. The bottom line is that companies need to allow customers to do so  using whatever channel is most convenient for the customer; most importantly, those channels must afford a seamless and personalized experience. Then, and only then, will you have successfully reduced customer effort in a way that is meaningful and impactful.
Are you ready?
In the future, I’ll write about a channel that you may not think about when you’re making the transition and the transformation from multichannel to omnichannel experiences.
The less effort, the faster and more powerful you will be. -Bruce Lee

It's not just Amazon that is killing Walmart ...

whole foods millennialsDamian DovarganesThis millennial buying food all over the place is a problem for Walmart.
A lot has been written about Amazon versus Walmart.
The crux of the argument is that the rise of online shopping, particularly at Amazon, has bruised Walmart's dominance in the retail industry.
But Walmart's struggles might not be entirely about online shopping.
In a recent note to clients, Stifel analysts shared a chart showing that when it comes to grocery shopping, supercenters like Walmart aren't losing out to any type of store in particular. Rather, these supercenters are being hurt by consumers' preference for not having a single store to do all of their grocery shopping.
As Stifel's Taylor G. LaBarr explains in greater depth:
The idea of a "one stop shop" is giving way to more local convenience. In [the chart below] the largest inflection is not Supercenters versus Supermarkets — it's the rising number of consumers who report having no primary grocery store at all, instead shopping at a variety of locations to meet various needs. We believe consumers at all demographic levels will continue to shift to smaller but more frequent trips, with an increased focused on product quality, nutrition, and healthy (local) supply chain.
walmart shoppingStifel
There are several potential things that can be contributing to this trend.
For starters, Stifel's team notes that more Americans are living in cities and more folks are "net-downsizing" for the first time in decades. In both cases, it's more difficult to store bulk pantry foods in smaller homes/apartments than in bigger ones.
Additionally, people across income levels have generally shifted to eating healthier, observes Stifel. Arguably, the desire to eat healthier could encourage shoppers to seek out the healthier options at various stores, rather than deferring to a one-size-fits-all supercenter.
Moreover, "while many millennials may not be as proficient in the kitchen as their parents," continues LaBarr, they "are much more likely than prior generations to find inspiration from a new recipe, or plan a unique meal."
Consequently, millennials don't stock-up on the same four items for the whole winter as previous generations may have.
Instead, their grocery shopping is more spontaneous, and they are more likely to go to a number of stores to get what they need than a one-stop-supercenter.
Screen Shot 2016 02 23 at 10.37.19 AMStifel
And as for what this means for the industry, Stifel declares that, "specialization is back."
As LaBarr writes:
With consumers now making frequent small trips to fulfill a variety of specific demand (based on unique inspiration), there is little to prevent them from visiting the best store for each individual need. Weekly shopping may consist of a Saturday trip to Walmart for paper towels and bulk cereal, followed by a Sunday stroll through the local farmers market for produce, a Wednesday visit to the discount grocery for easy weeknight dinners, and finish with a Friday trip to Fresh Market for a dinner party that weekend.
Although this could be bad news for the likes of Walmart, it is great news for the smaller bodegas and specialty stores.

Starbucks has a grand plan to avoid becoming the McDonald's of coffee

A red Starbucks cup sits on the counter of a Starbucks in New York November 10, 2015. REUTERS/Brendan McDermid  Thomson ReutersA red Starbucks cup sits on the counter of a Starbucks in New York.
Subway and McDonald’s are the top two restaurant chains in the world, and have seen their fair share of controversy
Now Starbucks, the No. 3 restaurant chain, is struggling to stay true to the premium reputation that put it on the map.
With more than 21,000 locations in 65 countries, Starbucks is indisputably a global phenomenon.
However, as chains grow internationally, they often lose their sense of authenticity — something that is essential to Starbucks’ brand.
McDonald’s is a case study in the polarizing effect a global brand can have. The chain has sparked protests around the world, with critics shaming the chain for everything from not paying employees enough to the definitively false claim the chain puts worms in burgers.
For a while, it seemed that McDonald’s negative reputation was finally catching up with the chain. Up until last year, the chain was seriously struggling, with slumping sales and decreased traffic in key markets around the world, including the US and China.
However, today it looks as though McDonald’s is turning things around — in part because the chain made some reputation-boosting changes like testing healthier options, improving food quality, and increasing employee wages.
India Starbucks visitMatt Rosoff/Business InsiderA barista at a Starbucks in India.
Still, McDonald’s is a brand that has built its reputation on speed and affordability. Starbucks, on the other had, values speed, but has managed to ratchet up prices with elaborate lattes and a growing food menu. Positioning itself as an “affordable luxury,” the coffee chain is selling atmosphere just as much as it is selling beverages.
Spending more than a couple dollars on a cup of coffee is essentially a luxury purchase. Yet it is one that Starbucks convinces millions of people to make a year. If the brand is no longer seen as a reliable and authentic indulgence worth spending money on, this all could come crashing down.
In recent years, Starbucks’ reputation has evolved from premium coffee to super-sugary lattes. In other words, the chain that invented the Pumpkin Spice Latte may be becoming too basic to convince the average customer that beverages are high-quality enough to be worth the extra dollars.
Widespread popularity is the "kiss of death for trendy ... brands, particularly those positioned in the up-market younger consumer sectors," industry expert Robin Lewis writes on his blog.
Starbucks ReserveMarina Nazario/Business Insider
To maintain its modern, authentic reputation, Starbucks needs to maintain at least some degree of hip credibility.
Gaining and retaining coffee snobs’ respect has been a major investment for the company in recent years, especially as it grows Starbucks Reserve.
The coffee chain opened its first Reserve Roastery and Tasting Room in Seattle in late 2014, as a means of showcasing the company’s more gourmet coffee offerings. Now the company is opening 500 Reserve locations around the world, serving a cup of plain, black coffee for $4.
"We continue to elevate and bring premiumization to the entire coffee category with our Starbucks Reserve brand," Starbucks CEO Howard Schultz said in an earnings call last October. "The Starbucks Reserve offers consumers the finest assortment of exclusive micro-lot coffees from around the world and is now available in thousands of Starbucks stores globally, reflecting a diversity of origin and sourcing capability that only Starbucks can deliver."
The quest to maintain a premium reputation also affects what drinks Starbucks introduces to the menu. Since last January, Starbucks has introduced the Flat White and the Latte Macchiato— two espresso-based beverages that provide a more minimalist take on coffee than over-the-top, super-sweet Frappuccinos and lattes.
Hopefully for Starbucks, the premium touch of espresso drinks and the Reserve brand can influence customers' perception of the company as a whole.
If Starbucks becomes a global McCoffee as the chain expands, the company would be unlikely to make a McDonald's-inspired recovery. Instead, it's key that Starbucks continues to highlight its roots and authenticity — even if most customers would rather drink a Pumpkin Spiced Latte than a premium cold brew.

Sunday, February 28, 2016

easyFoodstore’s 25p bargain ends this week

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25p bargain in easyFoodstore, the budget food store started by EasyJet founder Sir Stelios Haji-Ioannou ends this week. Customers have until Tuesday to bag a 25p bargain at the store before it bumps its introductory offer up by 4p. The easyFoodstore in north London offers 76 different items for 25p each. The popular deal ends on Tuesday with the start of March when prices will rise to 29p.
EasyFoodstore’s website says:  ‘From the 1st March 2016 we will be reducing our range of products from approximately 70 down to 40 of the best selling items. ‘Finally the new special promotional price for the months of March and April 2016 will be 29p per item in store, whilst stocks last. Happy shopping.’
Around 80 products were sold for 25 pence (36 cents), including in particular pasta, potatoes, canned goods and spices. Prices could be raised slightly in March, but will still remain very low, said Haji-Ioannou. Haji-Ioannou will generally offer better prices than Aldi and Lidl, which are the best stores in the United Kingdom.

Earlier the grocer had to shut down the store temporary following stock run out. The goods are unbranded and the sales pitch is ‘No expensive brands, just food honestly priced’. Analyst predicted that the store would cause major problems for German stalwarts Aldi and Lidl.  Stelios Haji-Ioannou, the British entrepreneur of Greek-Cypriot origin, opened first store of his supermarket brand Easy Foodstore in the London suburb of Park Royal. According to the early shoppers many of its products were selling even cheaper than the cheapest supplier Lidl and Aldi.

A mass extinction of bees and butterflies could threaten world food crops, UN report finds

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In this July 8, 2015 file photo a bumblebee gathers nectar on a wildflower in Appleton, Maine.
IMAGE: ASSOCIATED PRESS / ROBERT F. BUKATY
Many species of wild bees, butterflies and other critters that pollinate plants are shrinking toward extinction, and the world needs to do something about it before our food supply suffers, a new United Nations scientific mega-report warns.
The 20,000 or so species of pollinators are key to hundreds of billions of dollars' worth of crops each year — from fruits and vegetables to coffee and chocolate. Yet 2 out of 5 species of invertebrate pollinators, such as bees and butterflies, are on the path toward extinction, said the first-of-its-kind report. Pollinators with backbones, such as hummingbirds and bats, are only slightly better off, with 1 in 6 species facing extinction.
"We are in a period of decline and there are going to be increasing consequences," said report lead author Simon Potts, director of the Centre for Agri-Environmental Research at the University of Reading in England.
And it's not just honeybees. In some aspects they're doing better than many of their wild counterparts, like the bumblebee, despite dramatic long-term declines in the United States and a mysterious disorder that has waned.
The trouble is the report can't point to a single villain. Among the culprits: the way farming has changed so there's not enough diversity and wild flowers for pollinators to use as food; pesticide use, including a controversial one, neonicotinoid, that attacks the nervous system; habitat loss to cities; disease, parasites and pathogens; and global warming.
The report is the result of more than two years of work by scientists across the globe who got together under several different U.N. agencies to come up with an assessment of Earth's biodiversity, starting with the pollinators. It's an effort similar to what the United Nations has done with global warming, putting together an encyclopedic report to tell world leaders what's happening and give them options for what can be done.
The report, which draws from many scientific studies but no new research, was approved by a congress of 124 nations meeting in Kuala Lumpur on Friday.
"The variety and multiplicity of threats to pollinators and pollination generate risks to people and livelihoods," the report stated. "These risks are largely driven by changes in land cover and agricultural management systems, including pesticide use."
But these are problems that can be fixed, and unlike global warming, the solutions don't require countries to agree on global action — they can act locally, said Robert Watson, a top British ecological scientist and vice chairman of the scientific panel. The solutions offered mostly involve changing the way land and farming is managed.
"There are relatively simple, relatively inexpensive mechanisms for turning the trend around for native pollinators," said David Inouye of the University of Maryland, a co-author of a couple chapters in the report.
One of the biggest problems, especially in the United States, is that giant swaths of farmland are devoted to just one crop, and wildflowers are disappearing, Potts and others said. Wild pollinators especially do well on grasslands, which are usually more than just grass, and 97% of Europe's grasslands have disappeared since World War II, Potts said.
England now pays farmers to plant wildflowers for bees in hedge rows, Watson said.
There are both general and specific problems with some pesticide use, according to the report.
"Pesticides, particularly insecticides, have been demonstrated to have a broad range of lethal and sub-lethal effects on pollinators in controlled experimental conditions," the report said. But it noted more study is needed on the effects on pollinators in the wild. Herbicides kill off weeds, which are useful for wild pollinators, the report added.
The report highlighted recent research that said the widely used insecticide neonicotinoid reduces wild bees' chances for survival and reproduction, but the evidence of effects on honeybees is conflicting.
In a statement, Christian Maus, global pollinator safety manager for Bayer, which makes neonicotinoids, said: "The report confirms the overwhelming majority of the scientific opinion regarding pollinator health — that this is a complex issue affected by many factors. Protecting pollinators and providing a growing population with safe, abundant food will require collaboration."
Potts said global warming is "very clearly a real future risk" because pollinators and their plants may not be at the same place at the same time. England has seen one-quarter of its bumblebee species threatened, and those are the type of bees most sensitive to climate change, he said.
England has lost two species of wild bumblebees to extinction and the U.S. has lost one, Inouye said.
The story of honeybees is a bit mixed. Globally over the last 50 years, the number of managed honeybee hives — ones where humans keep them either as a hobbyists or as professional pollinators — has increased, but it has dropped in North America and Europe, where there is the most data, the report said.
Potts said the number of managed hives in the United States was 5.5 million in 1961 and dropped to a low of 2.5 million in 2012, when colony collapse disorder was causing increased worries. The number of hives is now back up slightly, to 2.7 million.
Dennis vanEngelsdorp, a University of Maryland bee expert who wasn't part of the report, praised it for looking at the big picture beyond honeybees.
Doing something is crucial, he said.
"Everything falls apart if you take pollinators out of the game," vanEngelsdorp said. "If we want to say we can feed the world in 2050, pollinators are going to be part of that."