Despite cutting back on grocery spending, Chris Costagli, vp/food insights lead, Nielsen IQ, in his “Mastering Omnichannel Sales in the Coffee Industry” webinar for the National Coffee Association (NCA), said that foodservice excluding alcohol sales are expected to approach USD $1 trillion this year, adding that foodservice and drinking places are recapturing share of U.S. food sales. “The trend change was dramatic in 2020; driven by more frequent at-home cooking and panic-induced stockpiling. Foodservice and drinking place sales are recovering and projected to recapture the lead in 2026,” he said. (Costagli noted that inflation and high menu prices have contributed to large growth in foodservice; however, these macroeconomic conditions are causing the growth rate to slow.)

It seems that in today’s stressful climate, away-from-home consumption plays an important role in consumers’ mental wellbeing. Despite inflation, Costagli said that most consumers are going out to eat/drink as least as often as usual. Only a quarter of those who eat/drink out have scaled back on the frequency of visits. There are more consumers visiting more often than usual than there are scaling back. “They are more than places to eat and drink,” he explained, “they are vital gathering spots that foster friendship and connection.”

Nielsen IQ (NIQ) found that one-in-five consumers said they would be lost without bars or restaurants. As such, going out weekly is the norm. Per NIQ’s CGA May 2024 US On Premise Impact Report:

• 63% restaurant/bar visitors make at least one trip a week
• 77% plan to go out to eat in the next month
• 47% plan to go out for a drink in the next month

According to Costagli, ‘treating’ is the main reason for going out more. Of the 29% going out more often, treating and variety seeking are leading motivators:

• I have been treating myself 44%
• There are new places that I have wanted to try 35%
• There have been more events than usual 25%
• I want to support local business 23%
• I have been able to save money recently 21%
• I am visiting while I have enough disposable income 19%

‘Away-from-home coffee’ is already considered an ‘affordable indulgence’ so these latest dining out trends bode well for coffee shops and cafés. At one of his NCA Convention presentations (it may have been the virtual convention in 2022 or the 2023 one in Tampa) Matthew Barry, senior beverages insights manager, at Euromonitor International, spoke about the emergence of two types of coffee shops following the Covid-19 pandemic: those offering convenience (speed, mobile orders, etc.) and those offering an experience.

If one of the primary reasons consumers are drinking and dining out is because these places help “foster friendship and connection,” then those coffee shops favouring ‘experience’ over ‘convenience’ have a real opportunity to solidify their establishment as a ‘go to gathering place’ and attract more consumers by elevating or enhancing their in-store experience, through ambiance, menu options, and of course, customer service.

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Consumers have been awakened to the potential of beverages and are seeking spaces that can deliver a memorable experience. In a time of global inflation, customisable drinks provide individuals with an opportunity for affordable indulgences. For the cafés and quick service restaurants, it is a delicate balance of meeting consumers’ need for speed while ensuring they receive the customisable experience they desire.

In this highly competitive market, one of challenges for chain restaurants and cafés will be maintaining that consistent experience across the various platforms. The pot with ready-made coffee is becoming a thing of the past with increased awareness of the flavour of freshly brewed coffee. Bean-to-Cup machines, automatic coffee stations, and even robot cafés are expanding into various spaces, from convenience stores to cafés.

The Clover Vertica, an on-demand, single-cup brewer, has been installed in nearly 10 percent of Starbucks Coffee’s company-operated locations throughout the United States, with the goal of having it installed in almost 60 percent of Starbucks-operated US stores in fiscal year 2024. “This will continue to elevate our coffee offering while also making partners more productive by reducing waste and creating efficiencies in-store, allowing them to spend more time doing what they do best: connecting with our customers,” said Laxman Narasimhan, CEO, Starbucks Corp.

According to Research and Markets, the global market for fully automated coffee machines is projected to reach USD $6.2 billion with a projected growth annual growth rate of 4.4 percent from 2022 to 2030. The quick service restaurant (QSR) segment is projected to increase their rate of adoption by 4.3 percent annually, while the full-service restaurant segment is estimated to have an annual growth rate of 4.8 percent.

“There are so many ways to enjoy coffee; personalisation, customisation, and variety are more important than ever,” said Elizabeth Lang, senior director of product marketing and consumer insights at Peet’s Coffee. It is about providing consumers with the ability to customise the entire experience, from the ordering to where the beverage is consumed. One feature Peet’s has introduced into its mobile application is the ability for consumers to select from a plant-based menu, making it easier to find what they are looking for. The demand for plant-based options has remained consistent, evolving from a trend to a permanent fixture on menus to respond to the needs of consumers that are seeking vegan alternatives.

The continued demand for interesting and unique beverages continues to provide an opportunity for restaurants to connect with their consumers. As a direct result the players in the specialty beverage space are expanding beyond the cafés to full-service restaurants and several QSR locations. A&W serves Organic Fairtrade coffee and an entire page of its website tells the story behind the beans that A&W sources, and the beverages created using these beans. Its brew bar, which is available at select locations, provides consumers with several beverage options including espresso-based beverages and cold brew.

Several other chain restaurants are also expanding their coffee menu, including Wendy’s, Burger King, and iHop. Taco Bell is exploring how coffee can become a part of its consumers’ experience. In December 2023, Taco Bell piloted a line of seven frozen coffees and shakes in select California locations. The beverages, which included Mexican chocolate, caramel churro, and spiced vanilla, were inspired by authentic Mexican flavours. The chain has also partnered with Beekeeper Coffee to offer a limited edition Horchata cold brew at select Taco Bell locations.

McDonald’s continues to expand into the coffee space, including a recent McCafé makeover that focused on packaging and product offerings. On 26 March 2024, McDonald’s Canada offered five varieties of cold brew at its Canadian locations.

“Good things take time. Just as the cold-brew process enhances the smooth, delicious flavour of cold brew, we invested time in perfecting our recipe and are confident our guests will love it,” said chef, Jeff Anderson, culinary innovation lead at McDonald’s Canada. “Whether you’re a long-time cold brew lover or trying it for the first time, we’re excited to give our guests a new way to enjoy McCafé coffee.”

Catering to younger consumers

In the US, McDonald’s is testing its new concept restaurant, CosMc’s. The first location opened in Bolingbrook, Illinois, in December 2023; the second location opened in Dallas, Texas, this March, which was quickly followed by two additional locations in North Texas (Watauga and Arlington) in April. A Gen Z-focused format, these beverage-led spaces, which are drive-thru only, are centred on providing consumers with a menu to explore bold and innovative beverage experiences paired with café inspired treats. Consumers can customise their beverage experiences with flavour syrups, wellness shots, and even popping boba.

Customisation remains at the heart of the Starbucks experience. “We share with customers ways to make their beverages uniquely theirs so they find a beverage they cannot get anywhere else,” said Brady Brewer, CEO, Starbucks International. “Whether it’s adding a shot of espresso, a flavour, oat milk or increasingly a cold foam. And we use analytics to discover what’s trending, and then we amplify those ideas with customers.”

The multinational coffee chain is innovating its platform to include lower-calorie, plant-based, wholesome products to respond to consumers’ shifting needs. “With the cold beverages, there are infinite customisations possible on the cold beverage platform,” said Brewer. “And that means it’s increasingly a beverage you can’t get anywhere else.”

On 16 April, Starbucks launched a range of spice-infused beverages, including three spicy lemonade refreshers and a spicy cream cold foam, providing consumers the option of customising a variety of beverages with a bit of spice. “Over the next few months, we will be introducing three new beverage platforms, each of which is squarely aimed at our Gen Z and millennial customers across the range of coffee and cold beverages and compelling for the afternoon,” said Narasimhan.

Historically, coffee shop afternoons were tranquil, allowing staff to rest up after the morning rush. However, this is no longer the case, as there continues to be a shift of consumers seeking out cafés for a moment of afternoon indulgence. “Patterns have changed; Tuesdays through Thursdays are much bigger days for our downtown locations, and our neighbourhood locations are no longer empty during the afternoons,” said Lang. “The coffee shop is now often the person’s second coffee in the day, with consumers continuing to brew their first cup at home, and so that second cup is often a bit more indulgent.”

The influence of healthier lifestyles

Wellness continues to be a priority for consumers actively seeking beverages that can respond to these needs. This includes seeking functional ingredients: turmeric, matcha, Vitamin C shots, and natural ingredients, like fruit inclusions. “Today, our tea business is growing at nearly twice the rate of the global tea market, and we are one of the largest purchases of the world’s ceremonial grade matcha. In Japan for instance, we’ve seen terrific success in tea with our matcha-based products, including through our nascent Starbucks tea stores in that market,” said Narasimhan, adding, “we also see strong momentum for tea in Korea, China, and increasingly in the US.”

There is also an increased awareness of caffeine consumption, with more consumers looking for low caffeine and decaffeinated options. “We are seeing a rise in decaf and half caffeinated, particularly amongst younger consumers who seem increasingly wary about their relationship with caffeine,” said Lang. Decaffeinated is losing its stigma as more consumers become aware of the process involved with removing caffeine.

“There’s an expectation that you come in and you’re going to be able to try something new that drives that credibility and excitement with the brand and the café experience,” said Lang. One of the strategies that Peet’s Coffee utilises is pairing a familiar flavour with something unfamiliar, for example, vanilla lavender, to provide consumers with a familiar path to experience these new flavour experiences. When determining new flavours, Peet’s Coffee focuses on the experiences that will complement the coffee, bringing out the nuances within the roast.

The expansion of players in the specialty beverage market has resulted in a dynamic environment with each company finding innovative ways to differentiate their consumer experience. Although cold is currently driving demand, especially, during those afternoon occasions, there is room to grow in every category. Consumers are thirsty for their next beverage adventure, the challenges for the industry will be responding to their curiosity while ensuring that the offerings in store deliver the positive brand experience so that consumers return for more.

• Anne-Marie Hardie is a freelance writer, professor and speaker based in Barrie, Ontario. She may be reached at: annemariehardie1@gmail.com.

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Under the terms of the agreement, JDE Peet’s will acquire Caribou’s roasting operations in Minneapolis, Minnesota. The two companies have also reached a long-term strategic arrangement under which JDE Peet’s will supply coffee products for sale in Caribou’s coffeehouses. With over 800 coffeehouses in 11 countries, Caribou has made progress in its retail expansion plan through company-owned development as well as its previously announced franchise programme that should double domestic coffeehouses in the coming years. Through an expanded development agreement with current franchisees, Caribou also expects a similar development internationally.

“We are delighted with this partnership, which adds Caribou to our existing portfolio of premium brands which we distribute, including Peet’s, Stumptown, Intelligentsia and L’OR, to serve more coffee lovers in North America. Caribou is an iconic brand with outstanding facilities and we will complement its strong brand equity with JDE Peet’s’ distribution and innovation capabilities to strengthen our presence and serve more coffee lovers in the largest coffee market in the world,” said Fabien Simon, CEO of JDE Peet’s. “We wholeheartedly welcome a new team of talented employees to the JDE Peet’s family and look forward to integrating their expertise and insights into our operations. We will work closely with the Caribou team on the ongoing development of Caribou-branded products, as Caribou continues to expand its operations in the United States and abroad.”

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Aidan Ledger, head of new business OOH at Twinings Foodservice, explained, “For over 300 years Twinings has blended the finest teas. We are master blenders, experts in botanicals and the No.1 tea brand in out of home and retail (per Allegra Tea Out of Home Report 2019). This year we launch the ultimate tea range, a collection of 11 blends that our research tells us will satisfy 97% of consumer needs.”

He noted that Twinings’ customers and the foodservice industry have said they want tea to be more versatile “and more than just water, a bag and milk in a cup. They want tea that is on trend, can be dressed up, works with alternative milks, blends with ice, can be offered across day parts, served as a non-alcoholic drink with meals, and essentially can give them added value and a reason to charge more. And that is exactly what we have just launched.” This range is also exclusive to foodservice and includes six new flavours as well as new display merchandise and recipes.

In addition to the favoured Full English, All Day Decaf, The Earl, Thoroughly Minted and Simply Sencha, Twinings created new flavours: Strawberry Green Tea, Revive Raspberry & Vitamin C (contains 75% of daily vitamin C requirements), Honey & Rooibos, Mango & Pineapple, Unwind Spiced Apple & Camomile and Dark Caramel.

The ‘foodservice exclusive’ collection, which launches this month in the UK, has been designed to be versatile and enables operators to give an enhanced serve experience, hot or cold. Whether it’s iced Honey & Rooibos with frothed oat milk, chilled Strawberry Green with elderflower presse or a warming Unwind (spiced apple & chamomile) almond milk latte, the new range from Twinings provides consumers with guilt free indulgence and allows venues to really dial up the tea experience.

“We know that consumers are looking for new experiences, they want guilt free indulgence as they focus on their health and wellbeing. Experiences are important and they want a drink that they just can’t replicate at home, something really unique, and that is what we are offering,” said Elder. “We have a new and fantastic range of promotional merchandise, including a full complement of digital assets to help operators to create their online menus and apps.”

For more information about the new ‘foodservice exclusive’ large-leaf pyramid range from Twinings, contact Twinings Food Service on 01264 313444 or visit www.twinings.co.uk/food-service.

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With a full selection of ‘the best of everything tea’, the site offers restaurant quality tea direct, fast and fresh to foodservice operators, retailers and consumers seeking a direct source to purchase tea products. TeaMarketPlace.com gives the company’s three main customer segments direct access to an array of teas, tea products and tea knowledge. The site enables professionals and consumers alike to purchase products, view instructional videos and explore articles on smart merchandising and tea trends.

An alternative to the conventional foodservice distribution model, TeaMarketPlace.com provides direct access to a multitude of on-trend products: hot and iced teas for bulk foodservice brewing, ready-to-drink kombucha and iced tea, as well as an array of tea products under its Tea India line.

Wholesale buyers get access to multi-case pricing and direct to door shipping. No membership or minimum case purchase is required. Blog content changes weekly, and features topics such as tea and dessert pairing, iced tea clouding fixes and more.

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The report says that the level of support available to the ‘squeezed middle’ is currently poorly focused and will not deliver the recovery plan the UK Government is working towards. Maintaining Post-Covid-19 Capacity in Hospitality and Food Service Supply Chain Businesses – ‘The Squeezed Middle’ has been produced by the Food and Drink Federation-convened Food and Drink Industry Roundtable, with input from the BCA.

Paul Rooke, executive director of the BCA, said: “Our primary aim has been to ensure that those businesses who supply the food service and hospitality sectors, the real engine room of the food and drink sector, and who are fundamentally viable businesses, get the targeted support they need to be ready to support their customers as they restart their operations.”

In addition to publishing the findings from the new report, the BCA has co-signed a letter to Rt Hon George Eustice MP, secretary of state for Environment, Food and Rural Affairs to advocate for the new report’s findings to be considered by the government.

Maintaining business liquidity reportedly remains a huge concern for the ‘squeezed middle’. Research undertaken for the report shows that fewer than half of food and drink manufacturers have applied for Coronavirus Business Interruption Loan Scheme (CBILS) or Bounce Back Loan Scheme (BBLS) support. Concerns over incurring additional debt and associated interest payments were cited as the main reason. At the same time, many companies are facing up to 50% of their customer base delaying payment or not paying outstanding invoices.

While the UK Government’s furloughing scheme has been popular and effective amongst the ‘squeezed middle’, there are concerns about whether the hospitality and food service markets will have recovered to viable levels when the scheme ends in October.

The UK government’s decision to underwrite Trade Credit Insurance was widely welcomed across the food and drink industry. However, many businesses continue to report concerns that trade credit insurers are not adjusting their criteria to take into account the pandemic, making unrealistic demands on businesses and their debt management.

The Food and Drink Industry Roundtable report outlines a series of practical steps the government can introduce to ensure the ‘squeezed middle’ are able to play their role in a post-virus recovery:

• Businesses supplying into the hospitality and food service industries should continue to receive furlough support through the UK Government at a rate of 80% of salary contribution until those markets return to commercially viable levels.
• The UK Government should place a requirement on the trade credit insurance industry to develop best practice rules of operation which include greater transparency and formal notification of the reason(s) for refusal or withdrawal of cover.
• Insurers should be required to reinstate reduced or withdrawn cover back dated to 1 March 2020, except where there are clear and identifiable reasons as to why this would no longer be appropriate.
• Governments should provide more targeted support for the ‘squeezed middle’ that does not incur additional business debt e.g. a relaxation of current rules for Apprenticeship Levy funds to allow businesses to maintain existing employment.
• Governments should create schemes for small, medium and micro businesses within the ‘squeezed middle’ that provide initial cashflow injections to businesses requiring support to secure orders for materials and/or build stock in readiness for the recovery of customer demand.

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Many local coffee shops/chains throughout NYC closed when the stay-at-home directive was enacted in March. However, one nearby coffeehouse remained open during the Covid-19 pandemic, with baristas wearing gloves and masks and allowing one to two customers in the store at the same time — credit cards and cash were both accepted. Most Dunkin’ outlets remained open with limited hours. Starbucks Coffee initially reduced store hours but by the end of March, all NYC locations were closed (nationwide, drive-thru locations remained open). By April, several Starbucks located by hospitals within NYC reopened with orders being placed by mobile app only and with limited hours. In May, more Starbucks stores reopened, again mobile orders only and with limited hours.

However, beginning the first week of June, Starbucks customers in NYC (and maybe in other US and international cities as well) could order their beverages in person (one customer allowed into the store at a time, but only about three feet into the store as there are barriers preventing full access) and pay via app, credit card or cash. Several of the baristas I spoke with expressed some concerns about handling people’s phones, credit cards and especially cash (all were wearing protective masks and gloves). It is a valid concern, however, grocery stores, pharmacies and many restaurants have been accepting credit cards and cash throughout the entire pandemic.

Within the foodservice channel, sanitation and separation are critical during the Covid-19 and moving forward. Foodservice-focused market researcher Datassential reports that creating a dedicated pick-up area saves customers the stress of having to navigate their biggest worry: other customers. “This has been the one of the most successful strategies for operators.”

In a recent One Table survey, Datassential asked foodservice operators, “During the Covid-19 restrictions, what is working well with your current takeout and delivery system (among restaurants offering takeout or delivery)? Of those polled:

53% — are implementing increased sanitation practices

51% — are creating separate pick-up area

36% — are maintaining social distancing between staff

36% — are setting up a system to create distance between customers

22% — were/are transitioning to online ordering

19% — are adding tamper-proof seals/measures

18% —are transitioning to using third-party apps for ordering

15% — are switching to new packaging that is easier to sanitize/safer and/or reheat

10% — are using tools to make forecasting number and type of orders easier

Gloves, masks, and safety training will be the new normal for the time being. Foodservice operators around the world are adapting to this new normal and are ready to make the changes necessary to keep employees and customers safe. In its survey, Datassential also asked foodservice operators, “Are you planning to implement any of the following safety measures to protect employees?” Per the respondents:

80% — are providing employees gloves

79% — are providing employees masks

56% — are adding additional employee safety training

53% — are instituting social distancing within the workspace

46% — are daily employee temperature checks

39% — are installing clear coverings at registers to provide a barrier

While foodservice operators seem to be more than willing to do what is necessary to protect employees (and customers), some new strategies might be less permanent and more so temporary. For example, although many restaurants, cafés and coffee shops are offering free delivery today, its long-term viability doubtful (per Datassential, this is especially true for full-service restaurants, many of whom didn’t have a strong delivery presence in place before Covid-19):

44% — are offering free delivery

56% — are not offering free delivery

Among those currently offering free delivery:

50% — say free delivery is sustainable

50% — say free delivery is not sustainable

For many foodservice operators, curbside pick-up is new, and according to Datassential, it is here to stay. “Almost all operators had infrastructure for some kind of take-out, but curbside’s safety benefits have made it the hot option for pick-up in the time of social distancing. Most operators who have added it plan to keep the option.”

Datassential’s survey found that 54% are offering order ahead and pick-up curbside as a new service (76% offering as new or existing service) and 66% will continue offering when restrictions are lifted (of those who started offering as a new service). See statistics in the image above.

What strategies are here to stay, and which are temporary, remains to be seen. I am certain though, as more coffee shops, cafés and restaurants reopen with new safety and social distancing measures in place, lines and wait times will be longer, so patience will be key.

• Vanessa L Facenda, editor, Tea & Coffee Trade Journal.
  Keep in touch via email: vanessa@bellpublishing.com
  Twitter: @TCTradeJournal or LinkedIn: Tea & Coffee Trade Journal.

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For example, the Covid-19 epidemic has devastated the foodservice industry. Many foodservice operators like coffeehouses, cafés and restaurants were forced to close completely if they did not have drive-thrus or take out/curbside pick-up or delivery options were not viable. The convenience store channel is an interesting one because although “c-stores” are retailers, many are foodservice operators as well. Many c-stores have altered their business models in light of the Covid-19 outbreak. Convenience stores traditionally sell immediate consumption items – 83% of all products sold at a store are consumed within an hour – but they have pivoted to providing items that can be brought home, according to the National Association of Convenience Stores (NACS).

NACS, the trade association that represents the more than 152,000 convenience and fuel retailers in the United States, reports that as a result of the crisis, convenience retailers (52%) say they have seen an increase in sales of grocery staples as customers are increasingly turning to their local convenience store for pantry items. Findings from a national survey conducted by Alexandria, Virginia-based NACS, released 1 April, revealed that convenience stores are offering more at-home products: 52% are adding more cleaning/toiletry items, 31% are emphasising ready-to-heat meals, 28% are offering more multi-pack/bulk items — which benefits roasters and tea manufacturers as more consumers are now preparing coffee and tea at home rather than purchasing them at coffeehouses and cafés.

The survey also found that c-stores have dramatically scaled back self-serve foodservice and restaurant functions but are offering new programs to allow social distancing and to enhance convenience (It’s important to note that many c-stores are open 24/7, 365 days per year in the US, but due to the pandemic, nearly two in three retailers (60%) say they have reduced store operating hours, due to less customer traffic or to deep clean and restock during overnight hours.):

• 66% have closed public seating and dining areas (These percentages reflect retailers who have made changes; many operators do not have dining areas, for instance.);
• 45% have removed customer access to self-serve foodservice like coffee, fountain drinks and bakery items;
• 14% are offering some sort of curbside pickup program;
• 13% have increased a focus on drive-thru, and;
• 11% have added or increased delivery options.

A spokesperson for NACS noted that with regards to c-store members removing the self-service option, for some retailers this means moving the self-serve coffee behind the counter so that an employee can serve the customer. For others with extended prepared foodservice programs, this means continuing barista services via touchscreen ordering. Retailers are taking every precaution to remove the risk of potential contamination.

For example, effective 23 March, Altoona, Pennsylvania-based Sheetz temporarily suspended its self-service coffee offerings. Customers who would like to purchase a cup of coffee are invited to use the touch-screen order points or ask an employee for assistance who can then serve coffee to them. Additionally, Sheetz also temporarily suspended all self-service beverages including fountain beverages, fresh brewed tea, frozen drinks and F’Real milkshakes. They continue to offer a variety of drinks in their coolers.

Convenience stores also are supporting medical/healthcare personnel and first responders: Nearly half (49%) of survey respondents are supporting these heroes in their communities by offering free beverages and steep discounts on food, delivering free meals to local hospitals and firehouses, providing free fuel for critical community groups that provide school lunch deliveries, donating product to food banks and other programs, and supplying masks and other supplies to emergency and healthcare professionals.

“We have always supported first responders with coffee and the like to help them through their shifts,” said Douglas Dean with 76/Circle K (Tamuning, Guam), in a statement provided to NACS.

Wawa, based in Wawa, Pennsylvania began providing all health care workers and first responders with free coffee to “fuel their shifts during this crisis” as of 26th March.

Atlanta, Georgia-based RaceTrac stated on its website: “Because essential businesses and the people who staff them are so critical to our communities, RaceTrac is extending its longstanding policy of free ‘Crazy Good’ coffee and fountain beverages [small size] for First Responders in uniform. Now included are all essential workers from doctors to support staff as well as truck drivers who keep the supply chain operating. Since not all these workers wear a uniform, an ID badge is an acceptable form of identification.”

And, retailers surveyed also stressed the importance of their teams serving customers. Nearly one in three (32%) said that employee conversations, no matter however brief, were the most effective means of communications to tell people about their pandemic response activities.

“It’s critical that we let our employees know we appreciate the fact they helped us hold our company together,” said Kim Robello with Minit Stop Markets (Kahului, Hawaii).

Hopefully, many coffeehouses and cafés can learn from c-stores’ initiatives amid Covid-19 and try to adapt their business to a model that best suits them as well as their consumers during the crisis.

To read the full survey results, visit: convenience.org/NACSQ2RetailerSurvey.

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The Full English and the All Day Decaf teas have been created exclusively to meet the needs of consumers in the out of home market to ensure that operators can deliver a unique and premium experience to their customers.

“Energy management throughout the day is a key consumer need and tea is a beverage which is able to deliver this due to both its refreshing and ‘pick me up’ role and also because of its ability to aid relaxation,” said Jacqui Chapman, shopper marketing manager at Twinings Foodservice.

“We also know that consumers won’t compromise on taste, especially in the out of home market and with this in mind, our two new blends release strong, well rounded and full- bodied flavours which consumers demand. The All Day blend is decaffeinated and this tea style continues to grow in popularity as caffeine conscious consumers want a refreshing drink with the same full bodied taste.”

Twinings The Full English is a robust, bright and strong cup that gives a zealous start to the day ahead or helps to power on through the 3pm slump.  For those looking to refresh and energise with a cup of tea without the caffeine, Twinings All Day Decaf is a balanced, brisk and refreshing tea with a new stronger blend and enhanced bold flavour.

The two teas have been created specifically for the out of home market. They both have a heavier bag weight at 3g, designed for a 12oz/ 330ml serve which is the equivalent of a tea pot of water (whereas most tea bags cater to smaller cups of water and are around 2/2.5g weight). The blends also meet the trend for a stronger taste so they brew with greater strength.

The pyramid bags use large leaf tea so they retain the intensity of flavour resulting in a bold drink without bitterness. The bags are also plastic free and biodegradable.

Enhancing out of home tea

Lucy Chappell, managing director & head of training at The London School of Tea reinforces the importance of the foodservice sector offering a unique proposition for its customers.

“Tea is changing and moving into a world of experience. Operators need to create an amazing tea event for customers, with adventurous serving styles, encouraging them to try new blends. We’ve seen such a huge increase in competition in the tea space and caterers must stay ahead of beverage trends and differentiate themselves from competitors. These two new tea blends look good, taste good and can change a customer’s drinking habits from everyday to exceptional. “

With 43% of consumers stating that they would pay more if a premium quality tea were offered and 22% of consumers preferring loose leaf tea or loose leaf pyramids, the two new blends from Twinings help foodservice operators to overcome the hurdle of charging more for tea by delivering a truly unique tea experience.

“Tea is best served in porcelain”, said Lucy, “and a tea cup is ideal as it is light and works with the tea to give an enhanced aroma.  Water should be freshly drawn and the tea added when it’s just below boiling, about 95 degrees.  We need to explain to customers how their tea is being prepared and train our staff in the art of tea premiumisation.”

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Heritage is at the very core of the brand, as White Ox takes its name from a literal translation of De Witte Os, the Dutch coffee shop first opened by Egbert Douwes and his wife in 1753.

The first variant released from White Ox is Blend No.1, which features the familiar Douwe Egberts seal of quality on its craft pack design, ensuring consumers are reassured about their coffee before they even taste it. This distinctively bold and dark roasted debut coffee variant, made using only UTZ certified beans, has been blended to display notes of dark chocolate and crisp red berries.

Charlea Samuel, category marketing manager at Jacobs Douwe Egberts, said: “Premium brand, Douwe Egberts’ White Ox, has been developed in response to the demands of today’s coffee drinkers, who, in line with the explosion of today’s coffee culture, have become increasingly discerning about the coffee they drink.

“Actively seeking to experiment more with new ingredients and brews, in addition to quality and flavour, consumers also want a story behind their brands that they can relate to and be proud to support. Furthermore, consumers’ desire to know more about the environmental and socio-economic impact of the products they buy, remains key when making purchases and building loyalty.

“Supported with barista training, branded front of house materials and on-trend recipes for menu development, caterers choosing Douwe Egberts’ White Ox – Blend No.1 can confidently serve a great tasting coffee knowing that it has been developed by one of the most recognised global coffee companies drawing upon 265 years of knowledge and heritage.”

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The new machines use touchscreen technology, enabling consumers to quickly and easily choose from a wide range of coffee-shop style drinks, and also adapt the strength and volume of their chosen coffees to match their tastes, with the swipe of a finger.

Cafitesse Exellence Touch and Cafitesse Exellence Compact Touch offer the same operational performance benefits of the existing Cafitese range. Designed specifically for use by professional caterers, Cafitesse has always been first and foremost about delivering exceptional coffee experiences with a range of great tasting coffees for consumers, and the benefit of speed and efficiency for operators.

The Cafitesse Exellence system delivers a full range of coffee-shop style drinks, quickly and efficiently. The touchscreen interface can be personalised with messages from the operator and can even leave a message for customers when dispensing the coffee, adding a personal touch to their coffee experience.

The option to personalise coffee can be turned on or off by operators to maintain control and limit choice where this is appropriate. Operators could even simply offer black or white coffee, for a truly focussed operation.

The overall look of the machine has also been greatly improved with a new contemporary matte finish, ideal for use in front of house locations.

With the creation of a cup of black coffee taking from only 6 seconds, and a cappuccino from just 12 seconds, both machines are suitable for any operators including hotels, conferencing, large workplace and self-serve canteen environments who need both quality and volume. The larger machine can brew up to 600 cups per hour, and the Compact machine up to 140 cups per hour.

Martyn Bell, category marketing manager at Jacobs Douwe Egberts, said: “We are extremely proud to launch two new evolutions in our range of coffee machines.

“The new developments have been driven by consumer insights which brought to life just how important personalisation and engagement at the point of serve is – our new touchscreen technology will redefine the coffee experience in high quality canteens workplaces and hotels around the country.

“Whilst the consumer experience has been dramatically improved, we haven’t lost focus on the needs of the caterer, we’ve kept all the benefits Cafitesse is famous for: fresh coffee, no mess, no waste, no hassle.”

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The concentrated coffee base, which comes from beans sourced from Esquipulas Co-operative in Guatemala, is steeped for 24 hours in cold water to maximise the flavour.

Unlike iced coffee made using espresso, Union’s Cold Brew is simple to use and doesn’t compromise on flavour.

Dave Law, head of innovation at Union Hand-Roasted Coffee said: “Iced coffee is usually made by pouring espresso over ice and mixing with milk or water – a time-consuming process that doesn’t result in the best taste. After experimenting with cold brew, we realised using a strong brew could make a far superior iced coffee, and our Double Strength Cold Brew was born.”

Currently many cafes produce cold brew in-house but this can lead to issues with consistency and hygiene. Union’s three litre bag-in-box format is designed to overcome these issues and fits neatly into an under-counter milk fridge, on a back bar, or can be decanted into a speed-pour. The bag-in-box concentrate would also be ideal for offices and co-working spaces as it can be slotted into fridges making it a simple way to offer cold brew on tap.

Iced drinks have risen sharply in popularity in recent years and according to The Grocer, sales of chilled tea and coffee in food to go rose 39.6%, contributing a total of £54.3m to the cold drinks to-go category. Added to this, iced beverage sales in specialty coffee shops hit £421m in 2018, an increase of 14%, according to Allegra.

Union’s Cold Brew Concentrate can be diluted with water, milk, over ice, in iced lattes and cappuccinos, in nitro coffee, and even as an ingredient in cocktails and mocktails.

A 3litre carton, which makes 40 servings, can be bought for £31.00 from Union’s website.

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Back by popular demand are the Caramel Coconut Macadamia Nut Chiller, Latte and Iced Latte, and now also as a Cold Brew. Also available for home brewing: Caramel Coconut Macadamia Whole Beans, made with real coconut inclusions; as well as this season’s “Gloria’s Vault” selection, Apricot Crème Whole Beans, to purchase in stores or online.

The new flavors are described as:

• Caramel Coconut Macadamia – A signature blend of sweet caramel and buttery macadamia nut flavors infused with real shredded coconut for an added burst of flavor.
• Apricot Crème (Gloria’s Vault) –These 100% Arabica beans have the zingy sweetness of apricot with a rich, creamy finish.

“We decided on a tropical theme for our Spring menu offerings to get guests excited for the warmer weather on the horizon, and no flavor does that better than our fan-favorite Caramel Coconut Macadamia Nut, which can best be described as paradise in a cup,” said Sam Ferreira, president of Gloria Jean’s Coffees, US. “Our fulltime master roaster loves to experiment with unique flavor combinations at our roasting facility and is particularly proud of our new cold brews where our flavored whole beans are the star.”

Gloria Jean’s sources 100 percent of its coffees directly from locations across the globe, with every bean roasted in its Southern California headquarters which includes a test kitchen for ongoing R&D and a full roasting and processing facility managed by the company’s fulltime master roaster.

Available through June 2, the Caramel Coconut Macadamia Nut Chiller, Latte, Iced Latte and Cold Brew, along with this season’s flavorful whole bean offerings, will be featured along with the White Chocolate Caramel Cookie Chiller on Gloria Jean’s menu at the brand’s nearly 60 locations in the US.

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Developed to meet the increasing demand for fresh beverage choices, particularly in corporate spaces, Friia can deliver hot/cold or hot/cold/sparkling water through a single tap.

The compact, modular undercounter system incorporates a water chiller and water boiler. The chiller incorporates aluminium block technology to chill incoming water by an average of 10˚ and the boiler contains a vacuum insulated tank to ensure temperature accuracy and energy-efficiency. Friia is reportedly 23% more energy-efficient than leading competitors.

In keeping with Marco’s established position as a leader in design, the Friia system has a sleek, brushed metal finish and LED features. In response to the growing trend for clean, uncluttered counters, the system also has a minimal on-counter footprint.

Friia is the latest development for Marco since the launch of its award-winning Mix range, which delivers hot water at three exact temperatures from a single tap. Since launching in 2017 Mix has been a key driver of beverage excellence and has played a part in spreading an understanding of the importance of temperature accuracy in premium tea brewing.

Friia is available in two sizes, Friia and Friia Plus, and also comes in Hot/Cold (HC) or Hot/Cold/Sparkling (HCS) variants. for more information, visit Marco Beverage Systems.

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