Tuesday, August 30, 2016

Step by step, physical grocery stores are becoming back ends for online shopping

Walmart, Kroger, ShopRite and other traditional chains are jumping aboard, as physical store-less grocery providers like Amazon are moving in.

online grocery
When I was a kid way back in the last century, I remember that one of my parents’ ideas of a fun Friday night was to go grocery shopping.
Not my cup of tea, and, fortunately, I usually managed to avoid going. But that sense of enjoyable grocery shopping, which was not uncommon among my parents’ generation, is going the way of vinyl records — maybe not completely extinct, but a quaint habit. And grocery stores, like banks and electronics stores, are becoming a blend of online and physical entities.
“People aren’t shopping that way anymore,” e-commerce provider SmartCommerce CEO Jennifer Silverberg told me, referring to the era when customers considered, selected, and bought groceries in a physical store over 30 to 45 minutes or so. Her company connects the makers of consumer packaged goods (CPG) with online customers in settings outside of online stores, such as making a purchase after watching a video.
“We’re seeing a sea change,” she said.
An ocean in that sea change is Walmart, which punctuated its seriousness about becoming digital earlier this month with the $3.3 billion purchase of innovative online shopping startup Jet.com. And the giant retailer recently expanded its initial rollout of its online grocery business to 30 new markets, bringing the total to 60.
Silverberg sees stores that don’t differentiate their physical shopping experiences as increasingly becoming distribution centers for online shopping front ends, either as curbside pickup or shipping centers.
Walmart’s move in online groceries/physical pickup is part of the boom in BOPUS, or “buy online and pick up in stores.”
That trend has already become a major part of non-grocery shopping. Last January, for instance, a International Council of Shopping Centers’ Holiday Consumer Purchasing Trends’ study found that nearly a third (32 percent) of holiday shoppers in the 2015 holiday season used “click and collect,” another term for the same tendency.
According to research firm Field Agent, the most popular click-and-collect retailer was none other than Walmart, with 79 percent of respondents saying they used that service. Although Field Agent queried only about 200 shoppers, and although the most popular BOPUS shopping category was electronics, this kind of online front end/physical back end is clearly becoming a common way of shopping.

‘An inflection point’

Silverberg observed that even six months ago, it was unusual to see customers buying online and picking up curbside, but CVS — whose health products like shampoo or toothpaste are often included in a grocery run — is now doing it at selected stores, as are such major physical grocery chains as Kroger and ShopRite.
Of course, curbside pickup is just one delivery option, next to shipping or delivery by van. Instacart, for instance, specializes in delivering online orders from grocery stores. It’s not clear yet which delivery mode will dominate, but it is clear that online grocery shopping is starting to boom.
Last fall, for instance, management consulting firm ATKearney issued a report that observed:
“Online grocery is finally reaching an inflection point. After years of promise but limited growth, American shoppers are finally warming to buying food and beverages online. According to our latest study of the online grocery market, more than one-third of primary grocery shoppers have purchased groceries online in the past 12 months, a sizeable increase from [2014].”
Investment firm Morgan Stanley reported in January that online grocery sales were about twi percent of the total in the US but had reached about six percent of total sales in the UK and other European markets. For this year, it says 26 percent of US consumers will buy groceries online, a 300-percent jump from last year’s eight percent.
Nielsen report in 2015 similarly found that about a quarter of consumers in 60 surveyed countries now buy grocery products online, and over half are willing to do so.
Silverberg told me the trend toward online grocery shopping began four or so years ago, when Amazon started pushing smaller items and then later offered automatic reordering through its Dash button.

Fresh produce

While packaged goods have spearheaded the online grocery shopping trend — led by health supplements, pet care goods and laundry/dish products, according to research firm 1010data — the remaining holdout of fresh produce is yielding.
AmazonFresh, for instance, delivers grocery and local produce within 24 hours, while Google Express offers same-day delivery of perishables. Morgan Stanley projects that fresh produce will provide the largest increase of any product for online shopping.
Of course, Amazon’s and Google’s growing position in this marketplace, plus pure-play providers like bulk shopping service Boxed.com, raise the question of whether grocery stores themselves are on their last legs.
And if you’re like me and wonder if you could ever buy bananas without seeing them up close beforehand, Silverberg points out that consumers used to say the same thing about, say, shoes.
As it turns out, for the first time ever I’m thinking of buying some new shoes online. Groceries might be next.

Chick-fil-A is making an unprecedented move to win over health-conscious eaters

Chick-fil-A Hash Brown Scramble Bowl_resizedThe new hash brown scramble. Chick-fil-A
Chick-fil-A is testing a host of new menu items featuring ingredients like quinoa, farro, roasted butternut squash, and chia seeds in hopes of attracting more health-conscious eaters. 
The chain is testing two grain bowls starting Tuesday: the Harvest Kale & Grain Bowl and the Egg White Grill Grain Bowl. It's also rolling out some new breakfast bowls featuring chicken, eggs, hash browns, and cheese.
The Harvest Kale bowl features red quinoa, white quinoa, farro, roasted butternut squash, diced apples, and kale topped with goat cheese, feta cheese, tart dried cherries, and roasted nuts. It's served with a new light balsamic vinaigrette dressing.
The Egg White Grill Grain Bowl is a new breakfast entrée that includes the same grain blend of red quinoa, white quinoa and farro, along with scrambled egg whites, grilled chicken and a Monterey jack and cheddar cheese blend.
Chick-fil-A is the first major fast-food chain to test quinoa and farro in the US, to our knowledge.
The Harvest Kale bowl can be served with or without grilled, sliced chicken. With chicken, it's 370 calories and costs $8.19.
Chick-fil-A Grain Bowl_resizedThe Harvest Kale bowl. Chick-fil-A
The Egg White Bowl is 220 calories and costs $4.95.
The grain bowls are only being offered at locations in San Francisco, Sacramento, Tampa, and Huntsville, Alabama for now. If the tests are successful, the grain bowls could roll out nationwide, the company said.
"We hope customers in the test markets think they’re delicious," said David Farmer, Chick-fil-A vice president of menu strategy and development. "We can’t wait to find out what they think to help determine if these items should be added to menus nationwide."
Chick-fil-A has been getting some complaints after replacing classic menu items like cole slaw and its spicy chicken biscuit with healthier dishes. The company stressed that the new grain bowls would not be replacing any of its traditional menu items, like the original chicken sandwich and waffle fries.
Chick-fil-A Egg White Grill Grain Bowl_resizedThe Egg White Grill Grain Bowl. Chick-fil-A
In addition to the grain bowls, Chick-fil-A is also rolling out some new breakfast entrees in a few additional test markets: New York, New Jersey, San Diego, Columbia, South Carolina, and Washington, DC. 
The new items include a Hash Brown Scramble that can be served in either a bowl or as a burrito, an Egg White Grill Bowl, and a Berry Protein Blend smoothie. 
The Hash Brown Scramble features Chick-fil-A hash browns, scrambled eggs, a Monterey Jack cheddar cheese blend and a choice of sliced Chick-fil-A Nuggets or sausage. It's served with jalapeño salsa.  
The Egg White Grill Bowl, also served with jalapeño salsa, has scrambled egg whites, a Monterey Jack cheddar cheese blend, sliced grilled chicken. and jalapeño salsa. 
Chick-fil-A Egg White Grill Bowl_resizedThe Egg White Grill bowl. Chick-fil-A
The new Berry Protein Blend is made with with chia seeds, mixed berries and yogurt. "It’s handspun with a small portion of Chick-fil-A’s signature Icedream and topped with honey brown sugar granola for an extra crunch," the company says. 
"More people are eating breakfast away from home, and we want to meet the needs of our guests by providing breakfast options that span a variety of nutritional needs, tastes and ingredients," said Matt Abercrombie, Chick-fil-A's senior consultant of menu development.

How The American Supermarket Can Best Serve Hispanic And Asian Customers

new-Hispanic-Family-Eating
by Harry Blazer/Food industry consultant and former grocer
The Shelby Report asked me to provide some advice to supermarkets regarding how to best serve Asian and Hispanic customers.
First of all, there is a distinction to be made between ethnicity and race. Currently, the United States Census Bureau defines six race categories:
• White or Caucasian
• Black or African American
• American Indian or Alaska Native
• Asian
• Native Hawaiian or Other Pacific Islander
• Some Other Race
Harry Blazer
Harry Blazer
So we see right away that while Asian is considered a race, Hispanic is not. Therefore, a person of Hispanic descent is typically defined using both race and ethnicity as an identifier—i.e., Black-Hispanic, White-Hispanic, Asian-Hispanic, Amerindian-Hispanic or “other race” Hispanic. The United States Census uses the ethnonym Hispanic or Latino to refer to “a person of Cuban, Mexican, Puerto Rican, South or Central American, or other Hispanic culture or origin regardless of race.”
Asian can include anyone from Iran to the Philippines. But these categorizations of ethnicity and race, which have found their way into popular language, were designed primarily to track compliance with civil rights laws or for analysis by statisticians at the Census Bureau; they are not necessarily the best ways to categorize and think of your customers.
Naming right
Secondly, I think conventional supermarket operators would benefit by thinking of what has been traditionally referred to as “Ethnic Foods” as “World Foods” (or “Foods of the World” or “Foods from Around the World”)—focusing on the culinary traditions that are associated with specific cultures within nations or regions. So, for example, rather than referring to Latino or Hispanic foods, it would be preferable—and I believe appreciated more—if reference were made to The Foods of Latin America. So even though “Hispanic” broadly refers to the people, nations and cultures that have a historical link to Spain and commonly applies to countries once colonized by Spain in the Americas, today, Latin American cuisines are very different than Spanish and Portuguese cuisines. All “Hispanics” are not created equal when it comes to food traditions—even when it comes to rice and beans. A traditional home-cooked dinner in West Asian Saudi Arabia is quite different than one in East Asian Malaysia.
Latin America consists of 20 sovereign states and several territories and dependencies, which cover an area that stretches from the northern border of Mexico to the southern tip of South America, including the Caribbean. The most commonly accepted boundaries place Asia to the east of the Suez Canal, the Ural River and the Ural Mountains, and south of the Caucasus Mountains and the Caspian and Black Seas. It is bounded on the east by the Pacific Ocean, on the south by the Indian Ocean and on the north by the Arctic Ocean.
Understanding cuisine distinctions
Just imagine the diversity in cuisine between Mexico and Peru, Cuba and Brazil, Jamaica and Argentina. But the differences between Asian cuisines are more dramatic yet. There are six major Asian cuisine categories. For example, the Central Asian cuisine of Afghanistan or Uzbekistan; the East Asian cuisine of China, with its own four major culinary traditions (Cantonese, Sichuan, Shandong, Jiangsu) and its 20-plus major regional cuisines; the South Asian cuisines of India and Pakistan with their own plethora of regional cuisines in addition; and the cuisine of the Middle East (West Asian) to include Lebanese, Israeli, Persian and Turkish, to name a few. Just think about the various styles of barbecue in this country. Or take a minute and look at Wikipedia’s listing of the different kinds of empanadas. Or search for images of Sancocho—a traditional Latin American stew—and see how many different preparations there are.
So, dealing with the diversity and complexity of World Foods in an authentic and convincing manner is beyond the capability of any U.S. conventional supermarket operator. The industry just doesn’t have the food culture, the expertise, the intentionality—or the shelf space.
So what is the plan?
A) Realize that as a rule you will never be able to outdo the well-run local “ethnic” store. They speak the language and in turn have a different relationship with their vendors and their customers. They also know the products firsthand and often buy cheaper and sell cheaper because the store is often a family affair—they don’t follow the same rulebook as conventional supermarkets.
B) Yeah, you can carry some products from Goya, JFC or Patel Brothers. But that won’t get ethnic consumers excited, and maybe not even Anglo-Foodies who want a real and complete cultural shopping experience—at a better price. At least you can carry the 15 or 20 essential grocery items that each major food culture in your marketing area needs. But make sure you have the right brands, at the right price, even if you have to sell them at cost.
C) What unites all food cultures? A love and respect for fresh at a great value—where value is the nexus of price, quality and experience. So get as good as you can at providing the best value in fresh—with particular focus on produce.
D) Great fresh offerings cut across all demographics and ethnicity. And the Latin Americans and Asians, as with all folks with strong food cultures, tend to do much more cooking at home, where eating together as a family is still an important tradition. The “ethnic” customers are potentially your best customers for fresh.
E) Everyone loves a delicious, tree-ripened, sweet, juicy, succulent peach. Or just-picked sweet corn at a great price. So if you are the best value provider at those basics, you will be way ahead of the game (and here Costco comes to mind). But then in addition, you need a good variety of high-quality fruit and vegetables at great prices that make up the food culture’s diet that you are trying to appeal to.
F) At Harry’s Farmers Market in Georgia (which I founded in 1988 and then sold to Whole Foods in 2001), we had 1,200 SKUs of produce. If it grew, we wanted it, and we attracted shoppers from other states because of our quality and selection in fresh. And more than 20 languages were spoken by staff. Dekalb Farmers Market in Decatur Georgia, owned by my brother Robert Blazer, is one of the most successful independents in the country and is a direct importer of all the major Latin American fruits and vegetables. And, in fact, it is a major wholesaler to other stores for these items. Also, Dekalb carries every oriental vegetable that grows in North America and sports the largest seafood department in North America. The store sells no commercial groceries yet is a major attraction for shoppers from food cultures from around the world because of the diversity and value of their fresh offering.
G) Ask the Latin American and Asian folks who work for you where they shop, then go there and look—with them. And while you’re at it, you will learn why they don’t shop with you and perhaps what it would take so they would.
Which of the major conventional operators have been successful at serving certain non-American food cultures?
• H-E-B has learned how to sell to the Mexican customer, in particular, and Latin American customers by extension. But it made a big commitment and investment to acquire that expertise. Years ago H-E-B started a separate Mexican-based division in partnership with a Mexican retailer and then brought those learnings back to Texas, which they integrated into their existing estate and then went on to develop a separate format called Mi Tienda.
• Publix has targeted the second generation and aspirational “Hispanic” shopper and the non-Hispanic foodie in its Sabor stores, where signs and staff are bilingual and Latin American products coexist with traditional conventional offerings. The shopping experience is a major step up from the bodega in the barrio.
• Loblaw wanted to become better at serving the fastest growing ethnic group in Canada— Asians (in particular South and East Asians). When it came to East Asians (Orientals), Loblaw figured out that the quickest and simplest way to get up to speed was to acquire the expertise rather than try to grow it internally. Thus, they bought the best oriental store operator in Canada—T&T Supermarkets.
Whether you decide to partner, acquire or grow the capability internally, having the intention and the expertise to get the ethnic shopper in your market area to take you seriously is now a must. Yes, you will get your share of those shoppers by being the best conventional operator in the area. But if you can raise your game on the fresh side of the store—especially in the quality, price and diversity of your produce offering—you could end up becoming the primary shop for the Latin American, Asian or whichever food culture is in your “’hood”—for produce and then perhaps, beyond.

Costco shifts again on sourcing olive oil


After little more than a year of using olive oil from Greece for its Kirkland Siganture extra virgin olive oil, warehouse giant Costco has apparently switched back to Italy as the source for its green-gold elixir.
Costco switched to using extra-virgin olive oil (EVOO) from Greece for its private-label 2-liter bottles last year after the disastrous 2014-2015 harvest — plagued by bad weather, pests and wasting diseases — that saw Italy’s production plummet and prices soar.
But after a better 2015-2016 worldwide harvest, and with Italian EVOO production bouncing back and prices going down, Costco reportedy made the switch back to Italian, according to Olive Oil Times.
“It was what members wanted. They’re used to what they’re used to and there’s a perception that Italian EVOO is top-of-the-line. The Greek oil did OK — I myself preferred it in a blind tasting — but it was not quite as strong a seller,” Olive Oil Times quotes Chad Sokol, commodity and dry grocery buyer for Costco’s Northern California and Nevada stores, as saying. “And pulling our buy out of Italy was significant. Their pricing came down as a reaction, and that was our hope as well.”
It’s debatable whether the Italian olive oil price drop was in reaction to Costco’s earlier pullout or due to a better harvest. Costcodid not respond to a request for comment on the switch back to Italian EVOO for its private label bottle.
The 2015-2016 worldwide harvest is far better than the dismal 2014-2015 one, and production in Italy is up 112 percent, according to Olive Oil Times.Producer prices for Italian EVOO were down 35 percent from the same period a year ago, according to a June newsletter from the International Olive Council.
But David Neuman, CEO of the North American unit of Greek olive oil company Gaea, still sees opportunity for Greek EVOO.Neuman’s company, whose oil is still carried by Costco, has predicted the supply of Italy’s EVOO will drop drastically in the upcoming 2016-2017 harvest. Factoring in everything from the flowering of the trees to the weather, it forecasts that Italy’s production will be down 40 percent, while Greece’s will be down 35 percent.Since Greece, the world’s third largest producer of olive oil after Spain and Italy, uses less EVOO domestically than Italy does, it will have more to sell, Neuman believes.
Plus, Italy has been plagued by reports of less expensive oils labled as EVOO. (Costco, in its recent newsletter, says it has “worked diligently to ensure its Kirkland Signature EVOO is authentic and traceable.)If the upcoming harvest is as bad as it was two seasons ago, asked Neuman, “will Costco go back to Greece or somewhere else?”

Fewer cigarettes, more fruits, veggies at tobacco stores

A Wisconsin-based convenience store chain is de-emphasizing cigarette sales and instead focusing on fresh and prepared foods at its tobacco shops in the Des Moines metro and across Iowa.
Kwik Trip Inc. has started transforming its Tobacco Outlet Plus stores into Kwik Star Express markets that will feature fresh fruits and vegetables, baked goods, fresh meat, sandwiches and entrees. The transition will take a couple of years, as the company looks for new locations for its express markets, with room to add fuel pumps.
The Tobacco Outlet at 3019 SE 14th St. in Des Moines has added some of the new products — bread, milk, bananas, potatoes, eggs and onions — grocery basics, said Robert Nichols, store manager. The store still sells tobacco and offers cigars in the walk-in humidor, but the cigarettes are behind the counter, making the store accessible to under-18 customers, he said.
Kwik Trip is joining the convenience store industry trend of relying less on cigarette sales, once a top seller. Locally based chains such as Casey’s General Stores Inc. and Kum & Go are building bigger stores and carving out more space for pizza, sandwiches, doughnuts, breakfast sandwiches, salads, fresh fruit and more.
Kwik Trip — which goes by Kwik Star in Iowa so it isn't confused with convenience store chain QuikTrip — is finding success with groceries.
“Tobacco products are not part of the future,” said Hans Zietlow, director of real estate for the family owned business based in La Crosse. “Beer, tobacco, potato chips, that’s the old concept of convenience stores. We’ve become more of a fresh market.”
Following 11 years of declines, overall cigarette sales in the United States were static in 2015, according to Euromonitor International, a global market research firm. At convenience stores, cigarette and tobacco sales account for about 36 percent of sales, excluding fuel, industry associations report.
Kwik Trip operates 18 Tobacco Outlet Plus stores in Iowa, including five in the metro that will be converted to Kwik Star Express markets in the next four years, he said. Most will be moved from strip malls to stand-alone buildings that will each include a handful of gas pumps.
Zietlow said the company also is planning to build full-sized convenience stores in the metro and is close to sealing a deal on an existing convenience store near U.S. Interstate 35/80 that it will convert to a Kwik Star.
The larger, newer Kwik Trip/Star stores top 7,000-square feet, at least 2,000-square feet larger than the most spacious Kum & Go or Casey’s. The grocery and prepared food sections have more expanded offerings than the express markets.
The company is looking to bring about six full-size convenience stores to the Des Moines area, in addition to the converted tobacco stores.
Kwik Trip's aggressive growth plan is to open 50 stores in the next five years, adding to its stable of 532 stores, Zietlow said. That will be a combination of convenience stores and market express stores.
Kwik Trip is looking to tap into a customer base that is seeking food staples, prepared foods and quick in-and-out service to accommodate their busy lives. Bananas, potatoes and onions each cost 38 cents a pound, all 20 cents a pound or more below grocery store prices.
The company can keep prices low because it bottles, bakes and ships products daily from its 120,000-acre campus in west-central Wisconsin, Zietlow said.
Kwik Trip processes its own milk and other dairy products like yogurt, ice cream and orange juice in 150,000-square-foot dairy under the brand name Nature’s Touch. Bread, doughnuts, cookies, muffins and bagels are made in 212,000 bakery under the Kwikery Bake Shop brand.
And all of the Kwik Trip/Star Kitchen Cravings sandwiches, salads, wraps, pizza and other prepared foods are made fresh daily in the company’s 65,000-square-foot commissary. The warehouse covers about 360,000 square feet, which includes a temperature-controlled room that ripens bananas and other fruits before being sent to stores.
“We sell tons of bananas. They come in green, and we put them in the ripening room so they can go out to the stores just at the right ripeness,” he said.
Zietlow, 56, said plans are in the works to build a $120 million bakery to expand offerings and accommodate new stores. Kwik Trip uses a fleet of about 300 semis to make daily deliveries to all of its stores in Wisconsin, Iowa and Minnesota, he said.
Having its own production facilities also allows Kwik Trip to sell groceries and prepared foods at cheaper prices, eliminating the middle man, Zietlow said. "Milk for example, we say goes from cow to store in 24 hours."
Casey's General Store executives came to see the Kwik Trip operation, which has been in place for decades, Zietlow said. The vertical integration system is a key to the company's success, he said.
“Kwik Trip is extremely competitive,” said David Livingston, a Waukesha, Wis.-based grocery store analyst. “They sell bananas for 38 cents a pound, potatoes for 38 cents a pound, onions for 38 cents a pound. They also are getting into high quality meats, not a lot of them, but a good selection.”
The company also offers promotions for gas discounts and other coupons to lure customers to the store, Livingston said. “They are knocking the crap out of the competition,” he said.
Company president Don Zietlow, who is Hans Zietlow’s uncle, said employee benefits include 40 percent pretax profit-sharing, and employees who work 20 years with Kwik Trip get four weeks off with pay, on top of their normal vacation, Don Zietlow said.
“Either part-time or full-time, clerk or store leader, they deserve the time off,” he said.