Specialty Food Magazine

FALL 2019

Specialty Food Magazine is the leading publication for retailers, manufacturers and foodservice professionals in the specialty food trade. It provides news, trends and business-building insights that help readers keep their businesses competitive.

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For specialty retail, shopper experience has always been the key point of difference. While the tactics may be chang- ing, the basic premises of service, selection, and engagement remain constant. What feels different today to consumers are the added factors of purpose and belief. Many consumers are inclined to support small busi- nesses. But, as a retailer, how do you earn such belief in your store's success that your consumers will regularly act on that inclination? • We believe in you when you show us—and not just with a friendly message on the register receipt—you care that we came into your store. • We believe in you when good employees choose to work for you. • We believe in you when your staff is motivated to ex- pand our food horizons. • We believe in you when you teach us something about the food you sell. • We believe in you when you adapt your business to mod- ern circumstances. For example: Can we just as easily grab-and-go as we can browse and explore? Can a parent order online and safely pick up without unstrapping a carload of toddlers? FROM THE PUBLISHER Why We Believe in Specialty Retail SPECIALTY FOOD ASSOCIATION MEMBERS: Discuss this topic in the Solution Center on specialtyfood.com Chris Crocker Director, Media Development ccrocker@specialtyfood.com When we learn that you show any purpose that's bigger than your business—and not just because it looks good for your business—we believe in you. When we learn that you support the local food bank, employ the disadvantaged, support small farms, promote fair trade, or otherwise show any purpose that's bigger than your business—and not just because it looks good for your business—we believe in you. What can undermine our belief in you? Food snob- bery ... or any kind of snobbery, for that matter. Disdain for your employees. Enabling disdainful employees. Pre- tending you know something you don't. Expired product. Unsafe food handling. Discovering that we're paying a pre- mium price for substandard product. Satisfying our belief can be costly. It involves invest- ment in people, products, and practice. As a general rule, the prices your customers are willing to pay will be directly proportionate to the experience they have in your store and to their desire for you to succeed. A lot has been said about the brick-and-mortar shopping experience in the face of almost unlimited online access to products. Retailers of all shapes and sizes are focusing on how to better compete by enhancing how they engage consumers both inside and outside of the store. FALL 2019 5

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