CATEGORY MANAGEMENT | PRODUCE
Many convenience-oriented shoppers are willing to pay more for pre-cut selections.
–Andrew Kerr “Consumers are continually looking for discovery and inspiration . Produce departments that provide both are more likely to become preferred shopping destinations.”
into fruit and vegetable destinations, Costa- gli said. “Produce is one of the most visible departments and shoppers immediately notice quality issues, empty shelves and limited assortments,” he said. “It can quickly undermine confidence in the entire depart- ment if shoppers don’t find the products they are looking for, or if freshness falls short of expectations.” Moving forward, retailers will need to balance affordability with time-saving solutions as consumers become increas- ingly value-conscious and price sensitive while prioritizing convenience, Kerr said. In addition, the perception of wellness will be a stronger produce lure, he said. “Fresh fruits and vegetables align well with evolving consumer health goals, including eating patterns associated with GLP-1 usage,” Kerr said. “As these medications become more accessible, consumers are likely to place even greater emphasis on nutrient-dense foods and portion-conscious eating.” It also is important for operators to remain aggressive in their merchandising and minimize defensive behaviors, he said. “While controlling shrink and expenses is important, retail success ultimately comes from creating demand and delivering an exceptional shopping experience,” Kerr said. “Retailers that overly focus on cost containment often sacrifice the factors that generate sustainable sales growth.”
In response, PCC collaborates with local growers and suppliers in developing operational plans and navigating seasonal transitions, he said. That includes identi- fying the freshest in-season varieties and adjusting strategies as availability changes, Lamoureux said. COLLABORATION IS KEY Operators that maintain strong supplier partnerships can better ensure that selections remain in-stock and are supe- rior quality, which helps create trust and loyalty with shoppers, said Andrew Kerr, vice president of category and growth, for Golden Sun Insights Inc., a Cincinnati-based fresh produce marketing and strategies firm. “Collaborating with industry-leading growers and shippers also often creates access to unique products, innovative mer- chandising opportunities and differentiated customer experiences,” he said. In addition, strong partnerships can help
stores be first or fast to market with sea- sonal varieties and new innovations, Kerr said. “Consumers are continually looking for discovery and inspiration,” he said. “Produce departments that provide both are more likely to become preferred shop- ping destinations.” Younger consumers who are generating an increasingly larger share of produce activity have an especially strong interest in newer options, Sherrod said. “Retailers that quickly merchandise selections in accordance with emerging trends and showcase fresh discoveries create excite- ment,” he said. But it is important that retailers develop and follow long-term strategies and not just pursue short-term gains in their merchan- dising, Kerr said. “Reducing assortments, compromising on quality or chasing tem- porary margin opportunities can weaken consumer trust over time,” he said. Consistency also is key for turning stores
54 SUPERMARKETNEWS.COM SUMMER 2026
Powered by FlippingBook