Karnail Singh Sandhar: Legacy of resilience, courage and vision [Exclusive]
Late Karnail Singh Sandhar was a visionary entrepreneur who played a key role in the UK wholesale sector and in bringing Asian food to the UK and Canada.
Late Karnail Singh Sandhar: Founder of UK's first biggest Asian-focused cash and carry as well as Warwickshire's first Asian-origin convenience store owner
True entrepreneurs don’t just see opportunities; they seize them, reshape them, and build legacies that outlive their time.
Late Karnail Singh Sandhar was one such visionary, a man whose entrepreneurial zest turned challenges into opportunities and dreams into legacies.
One of the pioneering figures in convenience as well as wholesale world, Karnail sadly passed away a few months ago.
While many of us know him as the force behind yesteryear’s wholesaling giant Sandhar and Kang cash and carry, Karnail is also and forever be the first Asian-origin man to own a convenience store in the entire Warwickshire region.
In a time marked by challenges and racism, Karnail carved out a significant place for himself in the UK’s convenience and wholesale sectors, paving the way for future generations while leaving a lasting impact on the communities he served.
His remarkable journey, as shared by his daughter Harbinder Sandhar in an emotional conversation with Asian Trader, reveals the story of a man who refused to let adversity define him.
Diving into detail about her father’s struggle, precise acumen in business, and risk-taking capability, Harbinder revealed how her father ended up playing an instrumental role in shaping the UK’s wholesale world as we know it today.
Karnail’s journey began with an unforgettable childhood moment that ended up shaping up his life.
As a 12-year-old boy in Punjab in India, he had to watch his father Ujagar Singh Sandhar break down in tears after a relative refused him a small loan that he needed to move to the UK for a better future.
Eventually someone did intervene and help but watching his father crying helplessly implanted a seed in Karnail’s mind—a determination to become abundant with money and never let his family face such a situation ever again.
Following his father's footsteps, Karnail also moved to the UK. Landing here in 1956, he joined the Ford's foundry factory where he went on to work for five years.
However, the grueling hours filled with hard physical labour failed to kill his entrepreneurial spirit and eventually drove him to achieve the impossible.
She said, “While still working at the Ford factory, my father bought a shop which he decided to run as convenience store.
"Back in those days, it was not an easy feat for a brown person to own a commercial property in England, but he still managed to do that. And in this process, he became the first Asian man to own a convenience store in Warwickshire.”
To further expand his income, he and his newly-wedded wife began selling home-stitched clothes door-to-door.
However, he soon realised that the scope for growth and stability lies in food and drinks sector, particularly of Indian spices and ingredients whose demand was rising sharply, Harbinder explained.
At the time, for an Asian origin man, trying to establish his own business was a tricky thing to do. Racism was rife and brown people were not welcome everywhere, Harbinder said.
Karnail’s newly established business and life also came under the radar, making him a victim of racism.
She revealed, “When my father opened his first shop, racism was at its peak. The shop was petrol bombed, and bricks were thrown at our house.”
Despite the hostility, Karnail remained focused and soon his business flourished. He soon bought another bigger shop in Leamington Spa. After a couple of years, he merged this shop with a neighbouring store, owned by Avtar Singh Kang, along with Swarn Singh Kang and Udham Singh Kang.
The merged shops very soon forayed into procuring their own goods directly from India, thus putting the foundation stone of Sandhar and Kang cash and carry.
“In 1960s, my father started importing spices and grocery items in large quantity through telex transfer from Amritsar in India. Nobody taught him how to do telex transfer; he figured out everything on his own,” Harbinder said.
Late Karnail Singh Sandhar with an MP in the inaugural event of a restaurant that the former started.
It was around this time that Karnail quit his job in Ford foundry factory (after an ugly racism incident) and decided to put all his time and energy into growing his business.
“They (my father and Kang brothers) soon bought a couple of lorries to pick up the imported consignment from the port. They used to unload, load, pack them, put labels; they used to do everything on their own for a very long time. They first started supplying door to door and eventually to other stores.”
As the business expanded, Karnail and Kang brothers felt the need of a bigger space, so they bought a huge empty building which was formerly a Jaguar plant, a huge 134,000 square feet space in Birchall Street in Birmingham.
Sandhar and Kand Cash and Carry moved into this space, eventually becoming the biggest cash and carry for Asian foods in the UK of its time.
Apart from Asian food and spices, the massive new space also enabled Karnail to focus on stocking a wider range of alcohol range right from local brown ale to every variety of spirits and wines sourced as far as from France, Germany, Spain, Italy and Yugoslavia.
Owing to the focus on this niche, Sandhar and Kang cash and carry soon came to be known as Midland’s largest and cheapest wine and spirits wholesaler.
Karnail also had an eye for identifying rising stars in the industry, Harbinder said, adding that Sandhar and Kang Cash and Carry also became a lifeline for other emerging food and drink businesses across the Midlands and beyond.
“Some of my father’s earlier clients were East End Foods, Bestway, Imperial Snack Foods, Tilda and Cobra Beer. My father helped Lord Karan Bilimoria when no major wholesaler was ready to stock his beer line. He gave him space to stock his beer, and it soon became a huge hit.
"Sandhar and Kang was among the first wholesalers to pack own-brand products under SK branding.
“My father used to help and uplift whoever sought his advice or help. Sometimes, he also gave credit to Asian entrepreneurs who wanted to open business or shops in Leamington Spa.
“My father achieved so much, and he was just 35 at the time. A very humble man, he stopped eating meat and completely embraced all the aspects of Sikhism, highly influenced by my very religious mother.
"He lived a simple life and the only thing he was fond of was cars. In 1973, he bought a Rolls Royce," she said.
Sandhar and Kang cash and carry grew rapidly in the late 1970s and 1980s, becoming the biggest wholesaler in Midlands.
Retailers and smaller wholesalers as far away as Manchester, Bristol, Liverpool and London used to visit the depot. Another branch was soon opened in Wolverhampton.
By the late 1970s, alongside leading Sandhar and Kang cash and carry, Karnail started exploring Canada’s grocery sector.
Harbinder continued, “My father realised that there is no Indian shops in Canada so once again, he moved places, this time to establish business for my brothers Sukhbinder, Rashpal and Zorawar Sandhar.
"He founded an Indian grocery store called East West Foods and soon started importing Indian line of food items and ingredients. Very soon, the word went round and people from all over Canada started coming to Toronto to visit our store.
"The business soon flourished into chains of stores and forayed into wholesaling as well.
“In a way, it is my father who played a crucial role in introducing Asian food and flavours in Canada.”
Life Rooted in Community
Despite his business successes spanned across two countries, Karnail, along with his wife Surjit Kaur, remained deeply connected to Sikh faith and community, both in the UK and Canada alike.
Harbinder informed Asian Trader how her mother had brought a Guru Granth Sahib (central holy religious text of Sikhism) to the UK with her when she got married.
Soon, the families from the community started gathering at the couple’s house to pay respect and conduct prayer meetings.
She said, “As the community grew, people rented a hall and requested my mother to bring the Guru Granth Sahib there so that more people can get together and pray.
"And that is how, they ended up founding the first Gurdwara in Leamington Spa.”
In 1998, Karnail fell seriously ill after which he retired from business and decided to dedicate his life to community service. He soon became the head of a gurdwara in Toronto and spent most of life there.
“My father was a generous man who was always ever ready to help anyone who is in need (financially or otherwise), be it friends, community people, business acquaintances, his employees or friends and relatives in India,” she said.
In his later years, Karnail also donated three acres of land in Punjab, India to a close friend Balbir Singh Sohi who wanted to open a school in the memory of his late wife.
“When my father came to know about the noble cause, he did not think twice and gave the land absolutely free.”
10 years later, the school, called JK Memorial Global School Bagrian, is a thriving and reputed institute with more than 700 students.
“My father was next to none. It was his sheer hunger for success and fire in his belly, that made him into what he was.
"He was among those extra-ordinary pioneering immigrants of the time who came to the UK with almost nothing yet managed to create not just legacies but also paved the way for future generations to come ,” Harbinder concluded.
Karnail left Sandhar and Kang Cash and Carry in the late 1990s. In 2011, the cash and carry was sold to new owners Gurinder Gill and Ajminder Singh and is now known as SK Food and Drinks.
Karnail’s life story is a testament to resilience, vision, and community impact. From transforming the UK wholesale sector to empowering others through his generosity, his legacy extends far beyond business—a legacy of inspiration, perseverance, and lasting change.
The UK’s dairy sector is undergoing a period of transformation, shaped by shifting consumer habits, economic pressures, and evolving attitudes towards health and sustainability. The cost-of-living crisis, which has dominated retail trends in recent years, has led to significant cutbacks in dairy purchases, with milk and butter among the hardest-hit categories.
According to NIQ data, published in December, milk sales experienced a substantial drop of £223.3 million over the past 12 months, while butter, spreads, and margarine saw a decrease of £63.7m. These figures position milk as the fastest falling category and butter, spreads, and margarine as the third fastest declining in 2024.
The steep price increases seen across these categories in recent years have taken their toll on household budgets, prompting consumers to seek value-driven alternatives.
However, despite these setbacks, early 2025 has brought a more positive outlook. In the four weeks leading up to 27 January, dairy sales saw a 6.8 per cent increase, with food inflation easing to 1.6 per cent – an encouraging shift from the 6.4 per cent recorded last year. This suggests that while consumers have been forced to make difficult choices, demand for dairy remains strong when pricing pressures lessen.
Photo: iStock
The dairy alternatives market is also experiencing a complex period of change. While inflation led to cutbacks on plant-based dairy substitutes in 2023, slowing price rises and an improving economic landscape are expected to support a return to steady growth. By 2026 and beyond, the category could regain momentum, particularly if younger consumers maintain their purchasing habits as they age, Mintel notes.
The dairy alternatives market in the UK is forecast to grow at a CAGR of 17.57 per cent between 2025 and 2030 [Mordor Intelligence, 2024].
Innovation is playing a crucial role in shaping both dairy and its alternatives. Health-conscious consumers are driving demand for functional products such as high-protein yoghurts and natural dairy options, while convenience remains a key purchase driver, highlights a report from Euromonitor.
At the same time, private label is thriving, the August 2024 report from the market researcher adds, as shoppers continue to seek cost savings in the face of economic uncertainty. Discounters and value-driven retailers are benefiting from this shift, offering competitive pricing without significantly compromising quality.
“Both traditional dairy and plant-based dairy alternatives are set to experience a period of steady yet stabilised growth, with innovation and new developments maintaining a competitive edge in the local market,” the report states.
Milk and shake: strong momentum
The flavoured milk category continues to show strong momentum within the convenience channel, with total sales now reaching an impressive £324 million [IRI, 52 w/e 07.12.24].
Mars Chocolate, Drinks & Treats (MCD&T) has played a pivotal role in this success, achieving an outstanding 34 per cent growth in sales over the past year and surpassing 13.6 million units sold through convenience stores.
“Our growth in the convenience channel highlights the enduring appeal of our trusted brands and the increasing demand for flavoured milk as a convenient, on-the-go refreshment option,” comments Kerry Cavanaugh, general manager at Mars Chocolate, Drinks & Treats.
“With strong branding, quality consumers trust, and a variety of popular flavours, the MCD&T portfolio continues to help convenience retailers unlock the potential of this growing category.”
While many flavoured milk drinks are ambient and aid stock management, chilled presentation remains key to enticing customers looking for ready-to-drink options, Cavanaugh noted, adding that the MCD&T range, featuring favourites like Mars, Mars Caramel, Maltesers, Milky Way, Twix, Snickers, M&M’s Brownie, and Galaxy, offers broad consumer appeal.
“All products are suitable for vegetarians, with no added sugar, ensuring they cater to the evolving preferences of today’s shoppers,” he adds.
The demand for high-protein products is rapidly growing (see the dedicated feature in this issue), driven by a wider shift towards health-conscious consumption. Protein shakes, once seen as niche products for gym-goers and athletes, have now firmly entered the mainstream, appealing to a broad demographic of consumers focused on their health and fitness goals.
Matt Stanton, Head of Insight at DCS Group, highlights the significance of this trend: “It’s important to remember that many shoppers are looking to boost their protein intake, so retailers should include protein shakes alongside their usual flavoured milks range.”
The protein shakes category in the UK is now worth £103 million and growing at a rate of 13 per cent year-on-year. While it is a key segment across all retail formats, it holds particular importance in the Impulse channel, where it is worth £10.6 million – representing a 10 per cent share of total sales [Circana, MAT 24.11.24].
With more than 66 per cent of sports nutrition shoppers consuming these products at least once a week, and 22 per cent consuming them more than four times a week, according to Mintel research, protein shakes have become a staple for many. This demand isn’t confined to a single demographic – consumers range from 18 to 55+ and represent a balanced gender split [Glanbia Brand Health Tracker, March 2024], showing that protein consumption is a growing priority across different lifestyle groups.
Stanton points to Grenade as the No.1 protein shake brand in the Impulse channel, holding a 41 per cent share. The most in-demand SKUs include Grenade Carb Killa Protein Shake 330ml in Fudge Brownie, White Chocolate, and Cookies & Cream.
Additionally, Optimum Nutrition – widely recognised as the world’s No.1 protein powder brand – is making significant strides in the ready-to-drink segment. As the fastest-growing protein shake brand in grocery, its key SKUs include Optimum Nutrition High Protein Shake 330ml in Chocolate, Strawberry, and Vanilla.
“The protein shakes category is expected to grow at CAGR 16.7 per cent, reaching £277m in the total UK by 2026,” Stanton says. “Therefore, the category will continue to grow in importance throughout 2025 and beyond, and retailers should position themselves to capitalise by stocking a range of Optimum Nutrition and Grenade shakes.”
Future of cheese
Despite economic challenges in recent years, cheese remains a household staple in the UK, valued for its taste, versatility, and nutritional benefits. However, inflation, Brexit-related disruptions, and shifting consumer spending patterns have influenced how frequently and which types of cheese shoppers are buying. While private label continues to dominate, accounting for 60 per cent of total cheese sales (worth £1.8 billion and growing at four per cent year-on-year), branded cheese has shown stronger growth, increasing by 6.6 per cent in value to reach £1.2bn. With branded cheese volume sales now rising at 1.9 per cent YOY, outpacing private label at 0.4 per cent, the category is regaining momentum.
Even as consumers manage tighter grocery budgets, premiumisation remains a strong force in the cheese sector, says Heloise Le Norcy-Trott, Group Marketing Director for Lactalis UK & Ireland, as she highlights several key trends shaping the cheese market in 2025.
“Premiumisation still has the potential to drive market growth. This is likely to come from a combination of new and old consumer habits – exploring new ways of enjoying cheese, like enjoying hot and using it in different recipes, and rediscovering varieties they previously enjoyed,” she comments.
“With cheese being a household staple, it’s important that the industry and retailers continue to adapt, expand, and innovate their offering in the coming months, to cater to changing consumer demands as shoppers get back into cheese.”
“Hot eating is currently one of the highest grossing cheese categories, offering quick and tasty hot meal-time solutions, and another area where retailers can encourage premiumisation,” Le Norcy-Trott explains.
The consumer research preceding the Président Extra Creamy Brie launch found that brie shoppers are willing to pay extra for brie made in France (49 per cent) and extra creamy brie (48 per cent).
“This aligns with a broader consumer trend of seeking affordable indulgence, where quality cheese becomes an everyday treat rather than a luxury purchase,” she says.
With growing consumer awareness of nutrition, cheese is increasingly recognised as a valuable source of protein.
“There is a growing interest in how what we eat and drink affects our bodies – with more than half of consumers reading product labels more than last year. Therefore, one trend to look out for is consumers seeking out cheese for its nutritional benefits,” Le Norcy-Trott adds.
Cheese’s natural protein content – providing 15 per cent of the daily recommended intake – positions it as a nutritious choice. Unlike some plant-based alternatives, cheese contains all nine essential amino acids (the building blocks of protein), making it a complete protein source that supports muscle maintenance, bone health, and overall well-being.
The rise of flexitarian and vegetarian diets is further boosting cheese’s appeal. Hot-eating cheese products, such as melted brie, grilled halloumi, and baked camembert, provide a satisfying alternative to meat-based meals. As more consumers look for plant-forward dining options, cheese is playing a key role in meat-free cooking, both as a protein substitute and as an ingredient in popular dishes.
Platforms like TikTok and Instagram are influencing how consumers interact with cheese, inspiring creative ways to incorporate it into meals.
“With the demand for affordable indulgence driving the category, we can expect a blurring of the distinction between speciality, every day, and recipe cheese, and cheese lovers ‘mixing it up’ with treats like brie on toast,” Le Norcy-Trott predicts.
“While it’s unlikely British consumers will forsake cheddar as the nation’s favourite cheese, they will increasingly want to widen their cheese repertoire, and products like Lactalis’s Leerdammer slices, the number #1 cheese slices brand in the UK in value sales, will encourage them to think ‘beyond the block.’”
“Cheese products combined with naturally herbaceous flavours like chive, onion, garlic, truffle and dill are increasing in popularity, and more specific flavours like provolone, Gouda, and cheddar are satisfying consumer demand,” Le Norcy-Trott says,
“The implications for stores and suppliers too are that they should look across the dairy aisle for inspiration for tomorrow’s new products. They should think too about reducing additives and look for new consumer needs around seasonality or flavours.”
Las month, Leerdammer, the natural cheese slice brand from Lactalis, has launched its new ‘Incognito’ TV advertising campaign – aiming to drive memorability with consumers by tapping into the brand’s ‘Deliciously Different’ positioning and comedic tone of voice.
Reaching over 7.6m ABC1 25-45 consumers, the campaign promotes Leerdammer’s flagship slices range – Leerdammer Original Slices and Leerdammer Light Slices – across BVOD and YouTube advertising.
Yogurt: gut happy
Yogurt experts Yoplait have kicked off the new year with two new reformulated recipes on their leading kid’s brands, Petits Filous and Frubes, to ensure the products are even healthier, yet still retain the same delicious taste.
Since 2015, Yoplait has improved the health credentials of its kids’ portfolio by reducing sugars by 25 per cent. The kids’ yogurt company has been driving the sugar reduction progress within the yogurt category and was applauded by Public Health England by helping the category to reduce overall sugars by 13 per cent.
“Petits Filous and Frubes are well-established and much-loved brands so it’s critical we take a gradual approach to our sugar reduction, and we have done so without resorting to adding thickeners, sweeteners, processed fibres or flavours, but our mission is also to educate about the nutritional value of fortified kids’ yogurts and bring lost consumers back into the category,” said Antoine Hours, General Manager of Yoplait UK.
The yogurts and dairy desserts category contributes a small, 4.5 per cent of the daily free sugar intake of 4-10 year olds and in contrast, more than 50 per cent of free sugars in this age group comes from confectionary, cakes/biscuits and sugar-sweetened drinks, all of which are low in essential nutrients.
Yoplait will continue with its education and awareness campaign into 2025 and its kids’ brands will continue to drive relevance and excitement with consumers. Petits Filous has last month rolled out a fresh new-look which dials up the health credentials of the brand with a focus on bone health and Frubes is running an on-pack promotion offering a once in a lifetime family trip to Japan, a first for the kids’ yogurt category.
“If we are able to re-educate about the positive nutritional benefits, showcase our brands to consumers and encourage them to switch back, we have identified a potential £150m sales opportunity for retailers over the next five years,” added Hours.
Meanwhile, Yoplait has recently launched Yop 500g Strawberry into Booker Cash & Carry, ensuring the availability of the UK’s only drinking yogurt for independent and convenience retailers across the country for the first time.
The flavoured milk category is experiencing huge growth and is expected to be worth £671m by 2028. The total category is currently being driven by the convenience sector, accounting for 44 per cent of total category sales.
In a recent taste test, more consumers preferred the taste of Yop to its flavoured milk competitors.
“Yop is unique,” said Ewa Moxham, Head of Marketing at Yoplait UK. “It offers a delicious flavour and as it is a yogurt drink rather than just flavoured milk, it keeps consumers fuller for longer and our 500g format is perfect for on-the-go consumption”
Yop Strawberry 500g is suitable for adults and children, has a uniquely smooth texture and is a source of Protein, Calcium and Vitamin D, critical to help children and teenagers build healthy bones.
Dairy major Arla Foods has also signalled its ambition to invest and grow its yogurts portfolio by launching three new branded yogurt products in November.
The new products include Arla LactoFREE natural yogurt (400g), Arla Skyr Whipped (128g) – in three flavours – and Arla Protein yogurt, in a larger pot (450g).
Arla LactoFREE natural yogurt offers all the taste of dairy, but with none of the lactose. High in protein and containing added vitamin D, the larger format provides shoppers with the option to enjoy Arla LactoFREE natural yogurt at any time of the day, whether it’s to combine with cereal for the ultimate breakfast, snack on throughout the day, or to add a dollop to cooking for extra creaminess.
Arla Skyr Whipped is a new addition to the Arla Skyr family and comes in three flavours: Strawberries and Cream, Caramelised Orange, and Coconut and White Chocolate. It’s the perfect anytime snack, offering the ultimate blend of feel-good indulgence – protein rich and creamy Icelandic-style skyr, whipped to light and airy perfection, then layered over a fruit compote for a burst of flavour.
Leading dairy protein brand, Arla Protein, has also launched a 450g pot in Vanilla and Strawberry flavours. Containing 45g of protein, the bigger pot is an ideal base for breakfast and snacks.
“It’s been nearly 10 years since we brought our first Arla yogurt to the UK market, and as the UKs largest dairy cooperative, and one of the largest food & drink companies in the country, we are proud to be expanding our yogurts portfolio to offer increased choice for those looking for natural and nutritious food options,” Catriona Mantle, Associate Category Director at Arla Foods, said.
“Health and taste are the biggest reasons that shoppers are generally consuming yogurts, but we also know that shoppers aren’t shopping for ‘yogurts’, they’re shopping for specific occasions. We are therefore offering shoppers a choice; whether they’re looking for a yogurt to meet functional needs, big or small serving sizes, or for a particular level of indulgence. Our Arla yogurts portfolio is growing, but we’re not stopping there, as we have exciting plans to come in 2025!”
Müller Yogurt & Desserts, meanwhile, has stepped up its sustainability credentials, converting its iconic Corner yogurt pots from white to clear plastic, as the business works to halve the environmental impact of its packaging by 2030
The majority of Müller Corner and Müller Bliss Corner yogurt pots have already converted, with the remaining volume taking place by the end of 2024.
Müller said the introduction of fully recyclable clear pots will facilitate the retention of the material for reuse again within the food sector.
Müller UK & Ireland targets on average 30 per cent recycled content in its plastic packaging by 2025, and the business has also confirmed that it is aiming to add recycled content into its clear Corner yogurt pots by the end of 2025.
With Müller Corner seeing 11 per cent value growth year-on-year, and 78 per cent of shoppers preferring a clear Müller Corner pot to a white pot, the move is expected to drive further category growth.
The move follows the launch of Müller’s redesigned branded yogurt and desserts packaging, created to make it more distinctive, cohesive and easy to find and buy.
Cool coffee fix
The ready-to-drink (RTD) chilled coffee category has been one of the strongest performers in the beverages sector, experiencing sustained growth as consumers expand their purchasing habits. Now valued at £316m, RTD coffee continues to thrive, with Starbucks Chilled Coffee leading the market at £157m, holding an impressive 50 per cent category share [Nielsen, w/e 30/11/2024]. Over the past 12 months, the brand has seen an 8.8 per cent increase in value and a 9.2 per cent rise in volume sales, demonstrating the ongoing strength of the category.
“We anticipate that the category will continue to expand in scale for some time yet,” says Adam Hacking, Head of Beverages at Arla, attributing this growth to a shift in consumer preferences, particularly among younger demographics.
“Younger consumers, particularly those engaged with coffee house experiences, are increasingly choosing cold over hot formats. The opportunity exists to enhance this coffee house trend through fulfilling at home and on the go missions across different types of retail and foodservice environments.
While RTD chilled coffee has flourished, there remains untapped potential, he notes. “The hot beverages category is worth in excess of £2bn in retail, and so the cold coffee category has some headroom to go to unlock this opportunity.”
One of the key factors driving RTD coffee sales is taste. Consumers are primarily drawn to the category for flavour, and brands that continuously innovate in this space are seeing the most success. Hacking highlights that sweet flavours, particularly Chocolate and Caramel, are among the fastest-growing trends.
“Consumers are buying into the category primarily for taste and this is reflected in our ethos for flavour quality and innovation. Starbucks chilled coffee inspires consumers to enjoy new on the go beverage moments in a convenient and fresh way,” he says.
At-home consumption is also on the rise, with multiserve formats seeing the fastest growth in the RTD coffee segment. As consumers look for new ways to enjoy coffee beyond the traditional single-serve can or bottle, Starbucks has expanded its Multiserve range (750ml sharing size formats), now offering four core varieties: Skinny Latte, Caramel Macchiato, Caffè Latte, and Cappuccino.
The increasing popularity of larger formats led to Starbucks Chilled Classics Skinny Multiserve being named Product of the Year 2024, further solidifying the demand for take-home chilled coffee solutions.
“Consumers like variety when it comes to chilled coffee, so Starbucks recommends stocking a range of flavours to reach the broadest audience possible,” says Hacking. Must-have lines include Caffè Latte, Skinny Latte and Caramel Macchiato variants in the Starbucks Chilled Classics range, Starbucks Doubleshot Espresso, Caramel and Coffee variants of Starbucks Frappuccino and Starbucks Oat Based Vanilla Macchiato.
Continuous product innovation has played a crucial role in Starbucks Chilled Coffee’s success. Recent launches, including Starbucks Protein Drink with Coffee and Starbucks Frappuccino Caramel No Added Sugar, were named Products of the Year 2025, reflecting consumer demand for new and exciting offerings.
This year, Starbucks continues to push boundaries with new limited-edition releases such as the Blissful Retreat Chilled Classic and Frappuccino Sip On Sunshine, offering fresh seasonal flavours. Additionally, the brand has expanded its plant-based range with Starbucks Oat Based Cappuccino and Oat Based Caramel Macchiato, catering to the growing demand for dairy-free alternatives.
“These exciting additions to the Starbucks Chilled Classics range mean there are now more ways for coffee-lovers to enjoy their favourite Starbucks drinks than ever before, and with new plant-based recipes, deliver that same iconic Starbucks taste as our core dairy range,” Hacking comments.
Meanwhile, Nescafé has collaborated with the ultimate break-brand, KitKat, to create a delicious chocolate flavour latte. Available from mid-December, the Nescafé KitKat Latte combines the best of both worlds, bringing together the rich flavours of Nescafé coffee with the signature chocolatey-wafer taste of KitKat.
It joins a full line-up of other Nestlé confectionery collaborations, including Aero Peppermint and Quality Street Green Triangle. The brand said the line-up is proving to be popular with consumers as both the Nescafé Peppermint Aero Mocha and Nescafé Quality Street Mocha are the top two best-selling new products across in-home coffee [Circana & Kantar, Average 4w/e 02.11.24].
“We are thrilled to continue our collaborations with iconic Nestlé confectionery brands. The chocolatey-wafer flavour of KitKat perfectly complements the aromas of Nescafé coffee. We’re excited to be bringing more unique and indulgent experiences to coffee lovers in the UK,” Ingrid Hayes, Marketing Director for Nescafé at Nestlé UK & Ireland, has said.
“We’re also proud of the fact that real milk goes into the Nescafé frothy coffee range, produced here in the UK at our Dalston site, with milk sourced from dairy farms across Ayrshire and Cumbria.”
Through Nestlé’s partnership with First Milk, the business works with 85 farmers in a dairy operative across Cumbria and Ayrshire to provide high-quality fresh milk for brands made in the UK, such as KitKat and Nescafé Frothy Coffee.
Embracing change
The dairy and alternatives market is evolving rapidly, driven by shifting consumer preferences, economic pressures, and an increasing focus on health, sustainability, and indulgence. While traditional dairy staples like cheese remain household essentials, innovation in formats, flavours, and nutritional benefits is shaping the future of the category. At the same time, the growing demand for plant-based alternatives continues to reshape the market, offering consumers more choice than ever before.
Premiumisation, functional benefits, and sustainability are key themes influencing purchasing decisions. Consumers are seeking high-quality products that deliver both taste and health benefits, with cheese as a protein source and dairy alternatives offering variety for those looking to reduce their intake of animal-based products. Meanwhile, convenience and versatility remain critical factors, as shoppers look for products that fit seamlessly into their lifestyles, whether for quick meals, on-the-go snacks, or indulgent treats.
For retailers, the challenge – and opportunity – lies in balancing tradition with innovation. By responding to changing dietary habits, offering diverse product ranges, and embracing new trends such as hot-eating cheese, plant-based dairy, and globally-inspired flavours, they can drive growth and maintain consumer engagement.
As the market moves into 2025 and beyond, adaptability and responsiveness will be key. Those who can anticipate consumer needs, deliver on taste and functionality, and stay ahead of emerging trends will be best positioned to thrive in this dynamic and competitive landscape.
Milk ahoy!
SPAR Serwent shakes things up with new milk shed
SPAR Derwent in Keswick has become the latest store to introduce an Ann Forshaw’s Milk Shed, bringing fresh whole milk and delicious flavoured milkshakes to the local community.
The new Milk Shed follows successful launches at Ann Forshaw’s Alston Dairy and SPAR stores in Burnley and Milnthorpe.
The vending machine, open 24/7, dispenses gently pasteurised, non-homogenised milk, available in 500ml (£1) and one-litre (£1.60) servings. Milkshakes, priced at £1.80 for 500ml and £2.80 for one litre, come in Chocolate, Strawberry, Banana, Vanilla, and Salted Caramel, with a rotating Limited Edition flavour—starting with Red Velvet for Valentine’s Day.
To celebrate February half-term, a retro throwback range featuring Cream Soda, Parma Violet, Cola, Lime, Candy Floss, and Mixed Berry will also be available.
Eco-conscious customers can opt for reusable glass bottles for plastic-free refills. Plus, recyclable cups and paper straws are available for a greener experience.
“Wherever we launch an Ann Forshaw’s Milk Shed, our SPAR customers love the concept, and we have high hopes that our latest launch will be lapped up by the community in Keswick,” Fiona Drummond, Company Stores Director at James Hall & Co. Ltd, said.
“There is nothing not to like about the product. The milk is competitively priced, and the milkshakes are a delicious treat and suitable for all ages with the conscious decision to utilise natural flavourings.”
There is more to come for SPAR customers in Cumbria this Spring with rollouts of Milk Sheds taking place soon at SPAR Bowness, SPAR Maryport, and SPAR Whitehaven.
Cheese trends 2025
Lactalis cheese market predictions for 2025 and beyond
Premiumisation and innovation: Despite economic pressures, consumers continue to seek out premium cheese experiences. Whether rediscovering old favourites, exploring new varieties, or embracing hot-eating options, shoppers are willing to pay more for quality and versatility. Président Extra Creamy Brie, launched in 2024, highlights this trend, offering a melt-in-the-mouth indulgence perfect for hot dishes.
Protein-rich appeal: With growing awareness of nutrition, more consumers are recognising cheese as a high-quality protein source. Unlike some plant-based proteins, cheese contains all nine essential amino acids, making it a valuable dietary staple. As label-conscious shoppers look for natural, nutrient-rich foods, cheese’s role in a balanced diet is set to strengthen.
Meat-free meal solutions: As flexitarian and vegetarian diets gain traction, cheese is becoming a go-to alternative to meat protein. From recipe staples to hot-eating cheese options, products that cater to meat reducers are seeing rising demand, with convenience and indulgence remaining key purchase drivers.
Social media influence and personalisation: Platforms like TikTok are reshaping food trends, inspiring consumers to experiment with cheese in new and creative ways. From everyday cooking to viral recipe hacks, digital engagement is driving greater interest in speciality and international cheeses, encouraging shoppers to diversify their cheese choices.
Sustainability and provenance: Environmental concerns continue to shape purchasing decisions, with consumers looking for responsibly sourced and plastic-free options. Regionality is also a growing factor, particularly in Scotland, where local brands such as Orkney and Seriously are gaining traction.
Chilled & Charged
Adam Hacking, Head of Beverages at Arla, shares three top tips for retailers looking to maximise seasonal chilled coffee sales
Stock recognisable brands with demonstrably high cash rates of sales
Offer a range of flavours and pack formats to best meet varying consumer needs
Take advantage of opportunities to highlight the category (e.g. POS, promotions and off shelf features)
Typically, shoppers have an eye on wellness at the start of the year – and 2025 was no exception.
According to the latest Kantar grocery sales data, protein products pulled their weight at the tills in January as demand for bars, bites and drinks boosted spending on sports nutrition products. Sales for this category at stores were 47 per cent higher than last year, with over two million households buying these items during the month.
Once the preserve of bodybuilders and elite athletes, sports and protein products have since surged into the mainstream, with everyday consumers embracing these products as part of their health and wellness routines. The UK’s sports nutrition market has grown beyond all expectations, with protein bars, shakes, and functional foods becoming a staple for shoppers looking to boost their energy, manage their weight, or enhance their fitness regimes.
This shift is reflected in compelling market data. The sports nutrition category is worth £1.1 billion in the UK and has been growing at an impressive 19 per cent year-on-year (YoY). In the grocery retail market, protein bars and shakes are worth a combined total of £230 million, growing at 7.5 per cent YoY, and £29m in the Impulse channel [Circana, MAT 24.11.24].
“Protein bars and shakes over-index in the convenience channel,” Matt Stanton, Head of Insight at DCS Group notes, adding that independent convenience stores take 13 per cent share of the category (£29m vs. £230m in the total UK), significantly higher than in most other grocery categories.
“Protein is on-trend, with new products appearing regularly across the grocery market,” he adds. “Protein is an essential part of a healthy diet, and many people are not consuming enough. High protein snacks and shakes are a convenient way to increase protein intake.”
The evolving profile of sports nutrition consumers means that retailers need to stock a variety of products to cater to different needs. According to the Glanbia Brand Health Tracker [March 2024]. Sports nutrition shoppers are of all ages from 18 through to 55+, of all household incomes, and are split 52 per cent male, 48 per cent female.
“Whilst the stereotypical idea of a sports nutrition consumer is a regular gym-goer or fitness fanatic, the market is actually a lot broader than people assume,” Stanton says. “It’s important that retailers stock a range of products to suit the needs of different shoppers.”
Powering up
In the UK, 88 per cent of all adults have a health goal and 30 million people exercise regularly, with 20 million using sports nutrition products. Of shoppers who use sports nutrition products, 66 per cent consume them at least once a week, and more than one in five (22 per cent) consume them more than four times a week [Levercliff Consumer Tracking Research, May 2024].
Stanton says protein bars and protein shakes should be the key focus for convenience retailers, as these make up almost 100 per cent of the category in the Impulse channel.
“The sports nutrition market is worth £29m in the Impulse channel, of which £19m is protein bars and £10m is protein shakes,” he notes, citing Circana research. “The protein powder market is huge, but the majority of this is purchased online or through specialist retailers or supermarkets.”
Grenade is the leading protein bar brand in the UK, commanding a 57 per cent share of the total market and an impressive 73 per cent in the Impulse channel.
UFIT holds the top position in the UK protein shake market with a 31 per cent share, followed by For Goodness Shakes at 19 per cent and Grenade at 10 per cent. However, in the Impulse channel, Grenade outperforms its competitors, securing the number-one spot with a 41 per cent share [Circana].
In January, UFIT entered into the protein bar segment with the launch of UFIT Loaded Protein Bars.
Packed with 15g of protein and low sugar, UFIT Loaded intends to reenergise consumer interest in the category with popular flavours: Caramelised Biscuit and White Chocolate Cookie. Made with natural flavours and real chocolate, they offer a delicious option for health-conscious consumers looking for on-the-go snacking.
Protein bars are typically seen as expensive and still have negative taste connotations by consumers. This has made the category highly competitive, with value-based bars tending to be small and lacking in shelf presence. UFIT Loaded is designed to work against this trend, offering shoppers a tasty and HFSS-compliant choice with the attractive price point of only £1.29 per bar.
“Launching UFIT Loaded is an obvious next step for us, bringing a new and complementary dimension to our leading protein product range,” says Richard Northridge, Sales Director at UFIT.
“Our loyal shoppers expect quality and value, and that’s exactly what our new bars offer: a great-tasting snack with high protein and low sugar that are accessibly priced, reengaging with consumers who may have moved away from the category previously.”
New UFIT 'Loaded' bars set to reenergise protein category
The launch of UFIT Loaded Protein Bars is supported by a £10,000 marketing investment across influencer social media channels and digital advertising.
As the UK’s leading ready-to-drink protein brand, UFIT is at the forefront of the category. Its core range of protein shakes also boast the highest product loyalty among all other RTD protein brands, including retailer own-labels.
Last October, the brand launched a new range of price-marked-packs into key wholesale and convenience channels. Available across all core flavour shakes, the range entices new shoppers with an attractive £1.79 fixed price point, replacing its current duo impulse packs.
The updated packaging featured across all UFIT 22g Protein 310ml bottles with an initial launch in Spar, Nisa, and Filshill, and wider distribution from January 2025.
With the ready-to-drink protein category demonstrating strong growth potential in the impulse channel, the refreshed packs and price point are expected to serve as an excellent introduction for new shoppers who have not yet tried a protein milkshake.
“This is a big moment for UFIT. Competitively priced, our new packs create an attractive entry point for new consumers who have never tried a protein drink before – as well as a great deal for our fans,” Northridge commented.
“Tapping into the shift in consumer behaviour towards single-price options, this PMP launch not only meets the demand for attractive pricing but also gives us a great opportunity to expand our reach into convenience sector, which has so much potential for the category.”
UFIT unveiled a SPAR TV campaign last month to support the launch, alongside in-store retailer advertising and digital banners.
“Our goal is to help people get the most out of every day by bringing protein to the masses, with a range of convenient drinks that ‘fit around you’. Whether you’re on the move, busy at work or looking for something to keep you fuller for longer, UFIT makes it simple and enjoyable to stay on top,” Northridge added.
Meanwhile, Optimum Nutrition, one of leading global protein powder brands, is leveraging its strong reputation to expand into the protein bar and shake markets. Optimum Nutrition shakes have experienced remarkable growth of 400 per cent YoY, reaching £2.5m in sales, while its protein bars, now valued at £1.5m, are also gaining momentum.
“Convenience retailers should also consider stocking Optimum Nutrition pre-workout shots, especially stores located near to gyms and sports facilities,” Stanton suggests. “These are taken just before a work-out or other sports activity and are best located at till point in their shelf-ready packaging to maximise visibility and drive impulse purchases.”
The pre-workout shot category is expanding rapidly, with a 176 per cent growth rate in the UK. Optimum Nutrition leads this segment with a commanding 66 per cent market share (rising to 80 per cent in the Impulse channel) and an exceptional 530 per cent YoY growth rate [Circana].
Bearing in mind the wide range of different sports nutrition shoppers, Stanton advises retailers to cater to multiple different shopper missions including impulse, planned and food-to-go.
“Protein bars, protein shakes, and pre-workout shots are essential for stores located near gyms or other sports facilities, as shoppers will plan to visit either before or after their training session,” he says.
“High-protein foods are trending. Retailers with a food-to-go offering should include protein bars and shakes as part of their meal deals; to give options to the shoppers looking to ensure they eat enough protein.”
Kerry Cavanaugh, General Manager for Mars Chocolate Drinks and Treats (MCD&T), emphasises the brand’s commitment to making protein products more accessible.
“Our mission has always been to simplify a complex market, and bring new users to the category through the familiarity of our brands and trusted taste,” he comments.
“In terms of growth, protein supplements remain the fastest growing segment of the protein market with a projected CAGR of seven per cent between 2024-2029 in the UK [Mordor Intelligence], and this is where our focus remains for Mars-branded protein products.”
“As the market grows, the consumer is increasingly looking for increased quality and innovative flavours,” Cavanaugh says. “Snickers Low Sugar Dark and Snickers Low Sugar Hazelnut officially launched in at the end of 2024, appealing to both core Snickers fans and regular protein bar users attracted to range with a range of innovative flavours.”
Snickers Hi Protein Low Sugar Dark offers 20g of protein while retaining the classic combination of caramel, nougat, and peanut flavours, all wrapped in a rich dark chocolate coating. At just 215 calories per bar, it delivers indulgence without excess sugar. (RSP: £2.79)
For those looking for a nutty twist, Snickers Hi Protein Low Sugar Hazelnut provides the familiar caramel, nougat, and peanut flavours with a hazelnut infusion. Packed with 20g of protein and just 221 calories per bar, it offers a satisfying and nutritious snack. (RSP: £2.79)
Rise of protein snacks
The demand for high-protein and functional snacks is surging year-on-year as consumers seek healthier, convenient options to fuel their busy lifestyles. Protein-focused snacks have become a staple for health-conscious consumers looking for nutritious options that don’t compromise on taste. The trend shows no signs of slowing, with forecasts predicting steady expansion over the next five years.
Matt Hunt, founder of The Protein Ball Co., notes that consumers are “leaning toward clean-label, minimally processed options” that deliver both nutrition and taste.
“Plant-based proteins and sustainable packaging are gaining traction, alongside functional benefits like gut health and energy-boosting ingredients. Over the next year, we expect these trends to deepen, with continued emphasis on transparency, innovative formats, and products that cater to diverse dietary needs,” Hunt adds.
He credits all-natural recipes and accessible formats for their brand’s strong performance. “We’re proud to say that our sales continue to outpace category averages, driven by strong customer loyalty and our commitment to quality,” he says.
The Protein Ball Co multipacks
As more consumers start to look for protein snacks that don't contain unnecessary ingredients, Protein Ball Co looks to expand their presence in the convenience channel with tailored POS materials, exclusive product bundles, and flexible order quantities for independent retailers as well as strong relationships with wholesalers.
“Our goal is to make it easy for smaller outlets to showcase our products and drive repeat purchases,” Hunt says.
“Our advice: position high-protein snacks prominently near checkouts or in health-focused sections, and leverage our marketing materials to tell the brand story and highlight the nutritional benefits that resonate most with your customers.”
The brand is set to launch its new product lines later this year, including their highest protein packed snack to date along with a wellness range. These additions will be supported by a comprehensive marketing campaign, spanning social media, in-store promotions, and sampling programs.
TREK, the UK’s number two protein bar [Circana, 52w/e 07.09.24] and one of the fastest-growing brands in cereal and sports nutrition bars, is shaking up the snacking market once again with the TREK Biscoff Protein Flapjack – a bold and irresistible new launch that’s set to dominate shelves in 2025.
Launching hot on the heels of TREK Power Biscoff, which has so far achieved more than £3.9m in sales, TREK is turning proven momentum into further brand and category growth. TREK Power Biscoff became the number one launch in the Cereal and Sports Nutrition Bars category for 2024 [Circana, YTD 30.11.24]. Now, the brand has big ambitions to once again deliver the best-selling bar launch with TREK Biscoff Protein Flapjack.
The new launch brings the iconic taste of Biscoff to the Protein Flapjacks range that TREK is famous for, accounting for 77 per cent of its total brand sales.
TREK unveils new Biscoff Protein Flapjack
TREK Biscoff Protein Flapjack sees the classic TREK oat flapjack with 9g of plant-protein that shoppers know and love, smothered with a generous thick and creamy layer of unique Biscoff topping. All this is wrapped up in a convenient on-the-go bar for natural energy that keeps you going.
“This is THE launch that everyone’s been waiting for. TREK and Biscoff are an unstoppable combination that shoppers just can’t get enough of. With over 1.7 million TREK Power Biscoff bars already sold – that’s every minute – we knew extending Biscoff to our iconic Protein Flapjacks was the next big move,” Alice Boardman, Marketing Manager at TREK, says.
“Our Power range, which provides shoppers with 15g of protein per bar, is incredibly popular, but even more so are our Flapjacks – which remain our core sales driver, delivering strong growth of nearly +£1m YoY.”
To cater to at home and on-the-go occasions, the new launch will be available as a 50g single bar, as well as a 3x50g multipack. Plus, to maximise visibility, the launch will be supported by a high-impact multi-channel campaign across in-store, PR, digital, social, out of home, and influencer marketing, with hotly anticipated sampling stock drops in various locations.
TREK will also be amplifying the launch across key brand partners over the coming months to drum-up visibility even more, including its ongoing partnership with Saracens.
TREK Biscoff Protein Flapjack launches on the back of TREK achieving £30m in retail sales value for the first time – a milestone driven by double-digit growth of 12 per cent [Circana] and the success of TREK Power Biscoff. The brand is expecting an even better year of growth with its newest addition.
TREK Biscoff Protein Flapjack will roll out grocery-wide from April. The new product will also be available in the wholesale and convenience channels.
Meanwhile, meat-based protein snacks like jerky and biltong are among the fastest-growing snack categories in total grocery, now worth over £40 million in retail sales value. Shaun Whelan, Convenience/Wholesale and OOH Controller at Jack Link’s, highlights that this segment has doubled in value over the past five years, yet still holds significant growth potential as fewer than 10 per cent of households currently purchase these products.
Jack Link’s has positioned itself as the category leader, tripling its retail sales value over the last five years. Jack Link’s Beef Jerky Original 25g has the highest unit rate of sale in the category, offering a smaller, entry-level product to attract new buyers.
“In the last year Jack Link’s has grown its sales in value and volume making Jack Link’s a high growth opportunity retailers cannot afford to miss,” Whelan notes, adding that the brand’s growth is fuelled by increasing consumer awareness of high-protein snacking and a commitment to quality.
“More shoppers are searching out high protein, tasty meat snacks as healthier alternatives to traditional crisps and confectionery for their lunches and to enjoy across the afternoon. Many shoppers see meat protein snacks as the best source of protein to give them energy,” he explains.
Jack Link’s products, made from 100 per cent lean beef, offer a naturally lean, high-protein, low-fat and low-calorie snack, making them ideal for on-the-go snacking across various occasions, such as at home, at work, or post-gym.
“We believe the on-the-go market is increasingly important to time-poor shoppers,” Whelan says. “The nature of Jack Link’s makes it ideal to be consumed across the day, and is especially popular in the afternoon, as people enjoy the several pieces of meat in each pack that provide a tasty chew between meal times and give them energy.”
Retailer Paul Stone of SPAR Oxford Road in Manchester says Jack Link’s range has driven incremental sales and profit
Jack Link’s range includes classic options like Beef Jerky Original and innovative flavours like Sweet & Hot and Teriyaki, catering to diverse tastes. The former delivers an irresistible combination of sweet and spicy, while the latter has savoury soy sauce and a touch of ginger to give the meat a fruity Asian flavour. Other offerings include Biltong and Ham Snack, made with premium meats and no added sugar.
Their products cater to a predominantly male audience aged 16–45 with active lifestyles, making them a perfect fit for gym-goers, sports enthusiasts, and gamers.
“These shoppers value high protein snacks for energy and are willing to pay a premium for quality products,” Whelan notes.
Jack Link’s invests £1.5 million annually in media campaigns, including sampling at festivals, social media promotions, and esports sponsorships (e.g., Fnatic). The brand connects with influencers and targets millennials and Gen Z through platforms they frequently use, like social media.
Jack Link’s recently redesigned its packaging following extensive research and feedback from customers. The new design created for both the Beef Jerky and Biltong promotes the high-quality aspect of the product, reflecting category trends in craftmanship and functional nutrition benefits in a contemporary and appetising way.
“The redesign reflects our commitment to providing our customers with exceptional products, increasing standout on shelf so shoppers can find them easily in store, therefore driving sales for retailers,” Whelan says.
Hydration boom
The energy and sports drinks market in the UK is experiencing unprecedented growth, with brands capitalising on shifting consumer preferences and increased demand for functional beverages. From AG Barr’s Rubicon RAW and Boost’s expanding portfolio to the high-profile UK launch of Celsius, the category is more competitive and innovative than ever.
Energy drinks now constitute the second-largest and fastest-growing category in soft drinks, contributing nearly half of all drink-now soft drinks growth. Fruit-flavoured energy drinks, in particular, are outperforming non-fruit varieties, growing at twice the rate [Circana].
“Summer is a key period for the category, as we see an influx of energy switches come from fruit juices throughout the summer months,” notes Adrian Hipkiss, Head of Energy Brands at AG Barr.
Rubicon RAW has emerged as a standout performer in the category, growing five times faster than the total energy drinks market and three times faster than its nearest competitors. With 20 per cent fruit juice, natural caffeine, and B-vitamins, it caters to consumer demand for more natural and functional options.
In response to the ongoing trend of mixed flavours, Rubicon RAW recently launched a 12-month limited edition range of 500ml Big Can drinks, featuring two new variants: Berry & Grape and Peach & Apricot.
“Both new flavours performed exceptionally well in consumer research with 85 per cent of shoppers saying they would buy the range,” Hipkiss says.
The launch will be supported by the brand’s biggest ever marketing investment of £1.5 million throughout 2025. Influencer activity, mass sampling and heavyweight social media will see it reach two-thirds of Big Can energy drinkers.
Despite its remarkable performance, Hipkiss notes that the energy category still has significant untapped potential, as 60 per cent of shoppers have yet to engage with energy drinks and traditional energy drinks aren’t always seen as appealing for new shoppers.
“We’re proud to be one of the best-performing ranges in energy, recruiting more shoppers than competitor brands and delivering a 75 per cent repeat purchase rate,” he comments. “Our two new flavours, alongside our core five, offer something truly different as we appeal to a much broader base of consumers with different energy needs.”
Retailers can make use of the brand’s vibrant, eye-catching point of sale material to create in-store theatre and attract shoppers to the fixture and drive their sales.
One of the most significant recent developments in the UK energy drinks landscape is the arrival of Celsius, the fastest-growing energy drink brand in the US, with sales exceeding $2.7 billion. Celsius has now set its sights on the UK market, and this month marks the beginning of the brand’s wider launch across major grocers, independents, and convenience stores, taking the brand’s high-performance energy nationwide.
“We’re thrilled to see Celsius expanding across the UK. The response has been incredible, and we’re just getting warmed up. With over 50,000 points of distribution, this nationwide presence puts Celsius in front of even more customers. Watch this space as we continue to grow and redefine the energy drink market,” said Carlotta Cattelani, Head of Marketing, UK & Ireland at Celsius.
CELSIUS heats up energy drink market
Celsius positions itself as more than just an energy drink – it promotes a “Live Fit” lifestyle, aligning with the growing consumer focus on wellness. The brand’s success stems from its functional benefits, featuring key vitamins such as Vitamin C, B12, B6, and B5 to support immune health, reduce fatigue, and provide sustained energy. Importantly, Celsius contains zero sugar, making it an appealing choice for health-conscious shoppers.
The brand’s launch in the UK includes four vibrant, fruit-forward flavours: Peach Vibe – a sweet and refreshing peach flavour, Fantasy Vibe – a tangy and citrusy, orange-based drink, Cosmic Vibe – an out of this world flavour with exotic, sweet notes, and Sunset Vibe – a combination of tropical mango and passionfruit flavours.
“Celsius is already generating huge momentum in the health and fitness channel and we’re ready to take that momentum with this exciting brand to even more customers and consumers across the UK,” Alpesh Mistry, Sales Director at Suntory Beverage & Food GB&I, which distributes the brand in the UK, comments.
“Stimulation continues to grow rapidly and we have huge ambition to make the USA’s fastest growing energy brand the UK’s fastest too.”
Celsius’ entry into the UK market is backed by a strong marketing push, including collaborations with high-profile ambassadors, F1 partnerships, and immersive brand activations.
Sports drinks win
The sports drinks category has rebounded strongly post-pandemic, growing by an impressive 74 per cent over the last three years in the convenience channel [Circana], with a rapid rate of sales. Boost Sport has solidified its position as a leading player, achieving 36 per cent YoY value growth and ranking as the number two sports drink brand in volume sales.
Consumer purchasing decisions in this segment are driven primarily by taste and value, Hipkiss notes, making these critical considerations for retailers.
“Taste is the most important factor for consumers when choosing sports drinks. It’s essential that retailers stock a sports drink offering that takes the ‘taste’ and ‘value’ drivers into account to effectively maximise sales from impulse shoppers,” he says.
“This also offers retailers a chance to connect with their core audiences, thereby enhancing sales rates to their maximum potential.”
Hipkiss expects a continued surge in popularity for drinks that offer more than just hydration this year.
“Functional drinks, beverages that offer additional health benefits from gut-healthy kombucha to CBD-infused sodas, is a market trend that is rapidly expanding and diversifying. However, the claimed benefits of these drinks can be broad and varied, leading to a wide range of consumer preferences,” he notes.
While the variety of functional claims can be broad, the underlying trend is clear: consumers want drinks that support their active lifestyles.
Boost has been at the forefront of this evolution, continuously innovating within the category. In 2023, the brand launched a limited-edition Raspberry & Mango isotonic sports drink, which has since been permanently incorporated into its core range after outperforming expectations with 170 per cent above forecasted sales.
“With Mixed Fruits and Tropical flavour profiles accounting for over 60 per cent of category growth the combination provided a guaranteed way for Boost to shake up the Sports category in an exciting and unique way,” Hipkiss comments.
Building on this momentum, Boost recently introduced another limited-edition sport variant: Watermelon & Lime. The flavour fusion trend continues to gain traction, and limited-edition releases generate excitement among consumers while encouraging trial and repeat purchases.
Health-conscious consumers are increasingly opting for sugar-free alternatives, driving significant growth in this subcategory. Sugar-free energy drinks have seen a 23 per cent YoY increase in sales, with one in three shoppers now choosing these lower-calorie options [Circana; Cousins Davis U&A Research].
Recognising this shift, Boost expanded its Sugar-Free Energy range with two new flavours: Tropical Blitz and Apple & Raspberry. These additions complement Boost’s existing Original Sugar-Free Energy SKU and reinforce the brand’s commitment to offering innovative, great-tasting products with reduced sugar content.
The broader energy drink segment has also seen flavour-based innovation play a key role in growth. Flavoured energy drinks now account for 32 per cent of total energy stimulation sales, representing a 28 per cent year-on-year increase.
“Boost aims to fulfil this increasing consumer preference with the launch of these unique flavours that offer variety and innovation to its Sugar Free Energy range,” Hipkiss says.
“These ranges underscore Boost's continual dedication to offer retailers the opportunity to communicate great value on fixture vs. the major multiples, in line with its Honest Broker approach that underpins Boost’s commitment to being a transparent and collaborative partner to wholesalers and retailers.”
With the arrival of spring and a collective focus on fitness, the demand for protein-rich foods and drinks is set to spike even further. Retailers who strategically stock and position these products stand to gain significantly from this trend.
From mini-cab driver to award-winning retailer, Amarjit Singh Rakhra's journey epitomises the entrepreneurial spirit that defines Britain's independent retail sector. But what sets him apart isn't just his business acumen – it's his unwavering commitment to community service, deeply rooted in his Sikh faith and values.
Rakhra, who won the Spirit of the Community Award at the 2024 Asian Trader Awards, operates eight stores across London and surrounding areas through his family business. His latest venture, the Budgens Pomeroy Street store in Peckham, opened in November 2023, exemplifies his innovative approach to community engagement.
Serving more than customers
The store's unique feature is its upstairs space – approximately 900 to 1,000 square feet dedicated entirely to community use. The facility includes modern amenities such as air conditioning, free wi-fi, desks, and comfortable seating, along with a lift and a toilet.
“I felt the need that the Afro-Caribbean origin families do not have that much support from this community, and generally, and I wanted to keep some space for them to come and work here,” Rakhra explains, describing the cramped living conditions of many local families, who live in small flats.
“They have got five, six people living in those one-bedroom, two-bedroom flats. People don't have enough space to sit and study, to sit and do work. This is a space for them to come out and have a break from siblings or somebody else and do what they need to do in peace and quiet.”
Community space above the Budgens Pomeroy Street store in Peckham
Upstairs is open to all from 7am until 5pm, operating as a community workspace, and in the evening, it transforms into a well-being centre, hosting various community activities.
“Lots of young kids come to study there,” he says. “After five o'clock, we use upstairs area again for the community, for yoga, for music classes, tutorials. So, people come and use that space till nine, ten o'clock.”
Most remarkably, Rakhra offers this facility without seeking profit, despite the costs involved.
“If you're a yoga instructor, you bring in 10 of your clients, and you charge them £10 for one hour. As a business, I'm saying you keep all £100. We don't want you to share that £100 with us, because we have got almost 3000 square feet downstairs to do our business,” he says, explaining his philosophy of community support.
“The reason we are doing all of that for the local community is that my needs are financially a little less now, because my kids are educated. They are professionals, my daughter is a dentist, and my son is a pharmacist. So, we thought this will be the right time to do something for the community.”
Humble beginnings
Born and brought up in Delhi, Rakhra came to the UK in 1985, starting as a mini-cab driver before finding his feet in retail. Together with his wife, Pritpal, he opened his first store in Covent Garden on 4 August 1992, a date etched in his memory not only for business but for personal reasons too – his daughter was just seven days old!
Pritpal, born and raised in the UK, was a banker until she gave up her job after their son’s birth in 1990. The couple’s strong partnership in business has helped shape their success. “She is equal partner in the business,” Rakhra says.
Budgens Pomeroy Street store in Peckham, London
Their first store in Covent Garden was a stepping stone, and over the years, the portfolio expanded to ten stores at its peak. While some leases were not renewed, they now manage eight stores, six in London, and one each in Rickmansworth and Hemel Hempstead, employing over 60 people.
The decision to operate multiple stores was driven by Rakhra’s desire for growth and employment generation. “The best way to help the community is by promoting employment as well,” he says. His Sikh faith plays a central role in this ideology. “We believe in sharing. But if we are only sharing food, like we do from our Gurdwaras, after four hours, you're hungry again. The best thing is to provide employment, so people can buy their own food.”
Supporting local producers
A firm advocate for local businesses, Rakhra prioritises working with small, family-run suppliers. He sees this as a crucial alliance between independent retailers and local producers.
“If they go to the big supermarkets, they squeeze their margins to that limit, they can't survive,” he explains. “With us, they can supply us small quantities, and they don't need to store big, they don't need to have big storage.”
This mutually beneficial relationship is central to his business ethos: “We should tell all small retailers to support the small producers and small suppliers. I think this is a must have, because if we are looking for help, similarly, they need some help as well.”
This support for local producers is evident in his supplier selection process. “The first thing I look for is if it is a family business,” he says. “If it is a family business, a small husband and wife team, I'm 50 per cent inclined towards them anyway.”
His stores stock specialist products, ranging from juices to nuggets to chocolates, from small-scale suppliers.
Inside the Budgens Pomeroy Street store in Peckham
“The business is not as great as it used to be because of the competition from the big boys, Tesco, Sainsbury's, they are coming into the local community now, opening up small stores. They are making our life very difficult,” he admits, but remains optimistic about overcoming the challenge.
“We have to come up with different ideas,” he says. “And we have survived so far, and we will carry on fighting our grounds.”
He believes that initiatives like his could help generate customer loyalty across the sector. “If other retailers join in with the same mindset, we can create that. They should support small businesses in the local communities rather than big businesses.”
Navigating economic pressures
Financial struggles have also led to a rise in shoplifting, which blights stores across the country. “Shoplifting is a big deal right now. We are suffering in our stores with the shoplifting a lot,” he says
While some incidents may be examples of organised crime, he believes it often stems from financial hardship. “If you're in a housing estate, the social security money hasn't gone up as much as the prices have gone up. So, when you're short of cash, of course, that brings the worst out of us,” he notes. “People are feeling that.”
The economic pressure is also affecting consumer behaviour in unexpected ways. At his Organic Village Market store in Dulwich, south London, which houses a refill station, Rakhra has noticed a shift in customer priorities.
“When we started the refill station, it was doing very well. People are looking for cheaper options now. People are not really as much as bothered as they were bothered three, four years ago, about the plastic use,” he explains.
The demand for refill products has declined by 15-20 per cent, as customers prioritise value for money over environmental concerns. “Right now, people are looking for anything and everything cheaper, value for money, that's what they're looking for,” he notes.
Despite these challenges, Rakhra maintains his commitment to community service, drawing inspiration from his Sikh faith.
The Budgens Pomeroy Street store hosts various community activities
“It is in our religion, it is in our DNA, in a Sikh community that we have to help the community,” he explains. “This is what my son sees. This is what my grandson sees. My grandson is two and a half years old, and he goes to the local temple every Sunday, and he washes dishes there for one hour in the community kitchen. So, this is what we do.”
His commitment to community service extends beyond providing space. Rakhra has set himself an ambitious goal: “I will feel very happy if I can help five families to send their children to top universities, from the Budgens store in Lewisham area where the Afro Caribbean community is,” he shares.
“If I can achieve that, I will feel so much satisfied, because nobody in the history of their families has ever been to university.”
To achieve this, he and his children are helping students with university applications, personal statements, and interview skills.
“My kids have been to top universities in the country. They know the system, how it works, and they will support them with their personal statements and with their interview skills,” he explains.
Looking ahead
The immediate future for Rakhra is about resilience. “Next is just carry on doing what we are doing and just try to get through this difficult time.” He remains hopeful that an economic recovery will allow for future expansion.
“If this new government does something differently and the economy bounces back and people start feeling better, then we will look at the extension plans,” he says.
The workspace includes modern amenities such as air conditioning, free wi-fi, desks, and comfortable seating, along with a lift and a toilet
His highest achievement, he says, is not just business success, but what it has enabled him to do. “I was able to educate my two children, and they are not burden on the society now. They are self-sufficient. They can help the community. They can help society.”
For other independent retailers, his advice is simple yet profound: “Work with the community, not against the community.”
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Usdaw report highlights rising retail crime and violence
Shocking details of racial and sexual abuse have emerged in retail trade union Usdaw's annual crime survey, which also reports increasing number of shop thefts. The report also shows that violence continues to remain at "double the pre-pandemic levels".
Based on the survey of nearly 10,000 retail staff, Usdaw's report released today (5) shows that shoplifting has nearly doubled since the pandemic and rose by 23 per cent last year.
The survey also found that while the situation has improved since the exceptionally high levels during the pandemic, abuse, threats and assaults remain higher than pre-Covid levels in 2019.
Usdaw’s survey of 9,481 retail staff found that in the last twelve months, most retail workers (77 per cent) experienced verbal abuse, while half (53 per cent) reported to have been threatened by a customer. About one in ten were assaulted.
Some of the incident mentioned in the report highlights the kind of abuse that retail workers have to face at their work place.
The report notes that the leading cause of customer frustration is short-staffing.
Shoplifting increased significantly during 2024, with the police and employers both recording higher levels of incidents, and this is reflected in it being a major flashpoint for abuse of retail staff.
Enforcement of the law remains a considerable issue for retail staff, particularly alcohol sales and other age-restricted products. A key argument for a protection of retail workers law is that legislators passing laws should offer suitable protection for those who are enforcing them, states the report.
Harassment is relatively low among the whole sample, but the survey found that racial harassment among all non-white workers is 48 per cent and is slightly higher at 52 per cent for non-white women. One-third of women under 27 suffered sexism.
The report mentions some of the comments shop workers shared when responding to Usdaw’s survey.
"Homophobic comments, threats to hurt me because I refused a sale, mocking me when asked for ID. I was once held up at knifepoint. Often told to f**k off," stated one worker.
“Sworn at regularly, particularly by young customers when asked for ID for cigarettes and energy drinks. Had bottles of medicine thrown at me.”
"Daily personal insults. Swearing because I can’t sell them alcohol because they’re drunk. One squared up to me and threatened me with physical violence," states the report citing a statement from a retail staff.
Commenting on the survey's findings, Paddy Lillis – Usdaw General Secretary, says that no-one should feel afraid to go to work, but our evidence shows that too many retail workers are.
"It is shocking that over three-quarters of our members working in retail are being abused, threatened and assaulted for simply doing their job and serving the community. They provide an essential service and deserve our respect and the protection of the law.
"Our members have reported that they are often faced with hardened career criminals and we know that retail workers are much more likely to be abused by those who are stealing to sell goods on.
"Theft from shops and armed robbery were triggers for 66 per cent of these incidents. Violence and abuse are not an acceptable part of the job and much more needs to be done to protect shop workers. So, we are delighted that the Government has listened and last week introduced the Crime and Policing Bill in to the House of Commons, with measures to address these significant issues.
“We now look forward to a much-needed protection of retail workers’ law; ending the indefensible £200 threshold for prosecuting shoplifters, which has effectively become an open invitation to retail criminals; and funding for more uniformed officer patrols in shopping areas, along with Respect Orders for offenders.
"We will review the details for the provisions and look forward to engaging with the Government as the Bill goes through Parliament, with the first debate and vote due to take place on Monday.
“Scotland has had a protection of shop workers law in place since 2021, after Labour’s Daniel Johnson MSP promoted the legislation, and it has already been used in around 10,000 incidents. The Northern Ireland Executive has agreed to introduce similar measures in due course.
"After many years of campaigning alongside retail employers, it really now feels like governments are listening and taking action to give all retail workers across the UK the protections and respect they deserve.”
These findings follow similar trends to recent reports from British Retail Consortium, which found significant increases in violence and abuse against shop workers alongside much higher levels of shoplifting, which are costing the industry £4 billion in lost stock and security measures.
Helen Dickinson, Chief Executive of the British Retail Consortium, stated that Usdaw’s findings are another appalling reminder of what so many people working in our industry can face.
"No one should go to work fearing for their safety, and yet our most recent crime survey showed incidents of violence and abuse soaring to record levels. A confrontation may be over in minutes, but for many victims, their families and colleagues, the physical and emotional impact can last a lifetime.
"We owe it to the three million hardworking people working in retail to bring the epidemic of crime to heel, and we look forward to seeing the crucial legislation to protect retail workers enacted as soon as possible.”
All British workers, including nearly a million agency workers, will be entitled to a contract which reflects the hours they regularly work, according to amendments tabled by the government to its flagship employment legislation.
The Employment Rights Bill, which the government says is the biggest upgrade to UK workers' rights in a generation, was set out in October.
Having consulted with business groups and unions, who traditionally fund the Labour Party, the government on Tuesday published amendments to the bill ahead of the next stage of the parliamentary process.
It said one of these will ensure that agency work does not become a loophole in its plans to end exploitative zero hours contracts, which do not give workers' guaranteed hours.
Some business groups oppose guaranteed hours, arguing it will make part-time jobs less viable and businesses less competitive as they pay for hours they don't need.
Government said the amendments will offer increased security for working people to receive reasonable notice of shifts and proportionate pay when shifts are cancelled, curtailed or moved at short notice – whilst retaining the necessary flexibility for employers in how they manage their workforces.
Other amendments to the legislation will make statutory sick pay a legal right for all workers, strengthen remedies against employer abuse of rules on redundancies and create a modern industrial relations framework.
“For too long millions of workers have been forced to face insecure, low paid and irregular work, while our economy is blighted by low growth and low productivity,” deputy prime minister Angela Rayner said.
“We are turning the tide – with the biggest upgrade to workers’ rights in a generation, boosting living standards and bringing with it an upgrade to our growth prospects and the reforms our economy so desperately needs.”
The substance of the reforms proposed in October remains intact, including plans to end fire-and-rehire practices and granting new rights on parental leave.
The legislation will be one of prime minister Keir Starmer's biggest reforms since Labour's election victory in July. The government has framed the plans as the best way to avoid the industrial action that has disrupted services over recent years.
Business lobby group, the Confederation of British Industry, welcomed the government's engagement but said it remained concerned.
"There is a real risk that this legislation imposes a thicket of regulation across all businesses which prevents them from creating the high-quality, secure jobs which we all want to achieve," CBI chief executive Rain Newton-Smith said.
The government will increase the maximum period of the protective award from 90 days to 180 days and issue further guidance for employers on consultation processes for collective redundancies.
Increasing the maximum value of the award means an employment tribunal will be able to grant larger awards to employees for an employer’s failure to meet consultation requirements.
Up to 1.3 million employees on low wages who find themselves unable to work due to sickness will either receive 80 per cent of their average weekly earnings or the current rate of Statutory Sick Pay – whichever is lower.
The government will act to ensure that workers can access comparable rights and protections when working through a so-called umbrella company as they would when taken on directly by a recruitment agency. Enforcement action can be taken against any umbrella companies that do not comply.