Pernod Ricard and Brown-Forman are in discussions over a potential merger that could combine a major premium drinks group with a leading American whiskey producer. The companies acknowledged ongoing talks yesterday, Thursday 26 March, following market speculation, describing the potential deal as a “merger of equals” that would leverage the strengths of both organisations. If completed, the transaction would unite Pernod Ricard’s extensive global distribution network and diverse portfolio, including brands such as Absolut and Chivas Regal, with Brown-Forman’s strong position in American whiskey led by Jack Daniel’s. Investor reaction to the news was mixed. Shares of Brown-Forman, which has a market capitalisation of roughly $11 billion, rose nearly 9% following the announcement. Meanwhile, Pernod Ricard, valued at approximately €16 billion, saw its shares fall by nearly 6%. Both companies have recently initiated restructuring efforts to protect margins, including job cuts at Brown-Forman and broader cost-control measures across operations. In their respective statements about the merger, both companies highlighted the potential for “significant” operational synergies. These are expected to stem from combined procurement, production efficiencies and expanded route-to-market capabilities. The merged group would create a formidable portfolio spanning whiskey, vodka, tequila, rum and gin, alongside a strengthened presence in both mature and emerging markets. Executives also emphasised the alignment of corporate cultures, noting that both companies are anchored by long-standing family ownership traditions. The talks come at a challenging time for the spirits industry. Weakening consumer demand, particularly in key markets like the United States, has been compounded by inflationary pressures and shifting drinking habits. Recent tariff increases under the administration of Donald Trump have added further strain. Both Pernod Ricard and Brown-Forman stressed that discussions remain ongoing and that no agreement has been finalised. As with any major cross-border merger, the deal would be subject to regulatory approvals and could face scrutiny in key markets.

A potential bidding war over Jack Daniel's producer Brown-Forman is emerging after Sazerac made a $15 billion offer to acquire Brown-Forman amid negotiations with Pernod Ricard, according to reporting by Reuters. The privately held New Orleans-based group has reportedly offered $32 per share for Brown-Forman, the producer best known for Jack Daniel's whiskey. The move complicates ongoing merger discussions between Brown Forman and French drinks giant Pernod Ricard. The bid underscores mounting pressure across the alcohol sector, with persistent supply chain disruptions, tariff uncertainty and softening demands impacting the market. A tie-up between Pernod Ricard and Brown-Forman had been widely seen by analysts as strategically compelling, combining Pernod’s global distribution network with Brown-Forman’s premium whiskey portfolio. Sazerac’s bid offers deep-rooted ties to Brown-Forman through decades of shared history in Kentucky’s closely connected bourbon industry. Additionally, a combination of Sazerac and Brown-Forman could gain increased bargaining power with major US distributors. Sazerac has steadily expanded its footprint in recent years through acquisitions of established liquor brands, signalling a long-term portfolio diversification and premiumisation strategy. Despite the competing bid, discussions between Pernod Ricard and Brown-Forman remain ongoing. Finance chief Hélène de Tissot confirmed in a recent analyst call that negotiations are continuing, though the company declined to provide further details.

Brown-Forman has announced that president and chief executive officer Lawson Whiting will retire after nearly 30 years with the spirits company. Lawson Whiting Whiting will remain in his position until a successor is appointed. Brown-Forman’s board has begun a search considering both internal and external candidates, led by its Corporate Governance and Nominating Committee. Following the appointment, Whiting will remain available in an advisory capacity for a period to support the leadership transition. Whiting joined Brown-Forman in 1997 and became CEO in 2019. During his tenure, the company expanded the international presence of Jack Daniel’s, while Woodford Reserve and Old Forester recorded significant growth. Marshall B Farrer, chairman of Brown-Forman, said: “Lawson has been a steadfast steward of founder George Garvin Brown’s vision, leading this company through an era of macro challenges and change with a clear and consistent vision for building the most premium portfolio in the industry.” He added that Whiting would continue to oversee the company’s strategic and operational priorities during the search, including expanding its geographic reach, developing its brands and improving operational efficiency. Whiting commented: “It has been the privilege of a lifetime to lead Brown-Forman. From my earliest days with the company to my time as CEO, my tenure has been defined by the extraordinary people I have worked alongside.” "We are entering this transition from a position of strength. Brown-Forman has principled leadership, a foundation of iconic brands and a global team with immense depth and talent. I have every confidence that the succession process will surface the right leader for Brown-Forman’s next generation of growth, and I look forward to supporting a seamless handoff that ensures our momentum never wavers.”

Brown-Forman has today (27 July 2026) shared a statement revealing that its board of directors has turned down an unsolicited takeover bid from fellow spirits group Sazerac. Jack Daniel’s whiskey owner Brown-Forman said that the proposal from Sazerac is ‘not actionable.’ Sazerac reportedly submitted a cash offer of $32 per share, valuing Brown-Forman at $15 billion. Wolf Pen Branch, a collection of Brown family members representing the majority of Brown-Forman Class A shares, backed the board’s rejection of the offer. In a statement, they said: “As fourth-, fifth- and sixth-generation shareholders of Brown-Forman, we care deeply about the company – its brands, its people and its culture”. “We are confident in the strength and competitive position of the business, and believe the company is well-positioned to deliver long-term value for all shareholders. We have concluded that Sazerac’s proposal does not align with this vision for Brown-Forman’s future.” The latest development follows months of speculation over a potential takeover of Brown-Forman, with Sazerac reported to have put forward its first offer back in the spring. Sazerac – headquartered in Louisiana, US, with a portfolio of brands that includes Sazerac De Forge, Sazerac Rye, Buffalo Trace and Wheatley Vodka – was not the only interested bidder. In March, Kentucky-headquartered Brown-Forman confirmed it was in talks with premium spirits group Pernod Ricard regarding a potential merger. If a deal went ahead, the Jack Daniel’s and Woodford Reserve whiskey brands would have been brought under the same ownership as Pernod Ricard’s Chivas Regal Scotch whisky and Absolut vodka. While both companies said there was potential for “significant” operational synergies, the discussions ended in late April after the two companies were unable to agree on the terms. According to reporting from Reuters, citing its sources familiar with the discussions, the Brown family – which controls Brown-Forman – favoured Pernod Ricard’s approach over Sazerac’s. Despite this, a deal was not agreed upon. Marshall B Farrer, chairman of Brown-Forman, said: “The company remains focused on executing its strategic plan, including expanding its geographic footprint, building brands that resonate with consumers and enhancing operational efficiency, while continuing to explore additional opportunities to create sustained value for all shareholders. We are excited about what lies ahead, including the next chapter of leadership.”

McCormick has unveiled the planned operating structure, executive team and secondary listing location for its proposed combination with Unilever’s Foods business. The announcement follows Unilever’s confirmation in March that it had received an offer from McCormick. Later that month, the companies agreed a $44.8 billion transaction, which would create a combined business generating approximately $20 billion in annual revenue. The proposed combination remains subject to regulatory approvals, with the UK’s Competition and Markets Authority recently opening an initial review of the deal. Completion is currently expected by mid-2027. Following completion, the combined company will operate through four commercial divisions: Americas Consumer, International Consumer, Global Food Service and Global Flavor. The two consumer divisions will cover the company’s retail portfolio of herbs, spices, seasonings, cooking aids, condiments and sauces. Americas Consumer, spanning North, Central and South America, would have generated approximately $8 billion in sales in 2025. International Consumer, covering markets including EMEA and Asia-Pacific, would have generated $7 billion. Global Food Service will represent around $4 billion in annual sales based on 2025 figures. The division will combine Unilever Foods’ back-of-house and chef-focused capabilities with McCormick’s experience in branded front-of-house products. Meanwhile, the Global Flavor division will have estimated annual sales of $2.5 billion. It will supply customised flavours, seasonings, condiments and coatings to food, beverage and consumer health companies, as well as restaurant chains. McCormick said the structure is intended to improve coordination across markets, strengthen product development and support innovation within the combined business. Brendan Foley, chairman, president and CEO of McCormick, said: “First and foremost, I want to thank the dedicated integration planning teams for their diligent work. Our significant progress to date is a testament to McCormick’s unique track record and learnings from past integrations, the deep expertise from both organisations, and our collective focus on creating a differentiated global flavour leader.” Foley will continue to lead the business following completion of the transaction, while Marcos Gabriel will remain executive vice president and chief financial officer. The company has also named the executives expected to lead its four commercial divisions. Andrew Foust will serve as president of Americas Consumer, Heiko Schipper as president of International Consumer, Nuria Hernandez as president of Global Food Service and Suzanne Roy as president of Global Flavor. The wider executive team will include Tabata Gomez as chief growth and global marketing officer; Jennifer Han as chief supply chain officer; Guy Peri as chief information and digital officer; Sarah Piper as chief human resources officer; Jeff Schwartz as chief legal officer; and Heike Steiling as chief R&D officer. The leaders have been drawn from both McCormick and Unilever Foods and will be based across the company’s global headquarters in Hunt Valley, Maryland, and its planned international headquarters in the Netherlands. McCormick’s Integration Management Office will remain in place after the deal closes, overseeing integration work across each division. Its responsibilities will include managing the exit from transitional service agreements, which are generally expected to remain in place for up to 24 months, as well as delivering anticipated synergies and developing a unified company culture. McCormick said it expects to provide further information about revenue and cost synergies and the scope of the transitional arrangements by the end of the third quarter. Alongside the new operating structure, McCormick intends to seek a secondary listing on the London Stock Exchange when the transaction closes. The company said the move would reflect the international nature of the combined business, support capital flows and improve liquidity for shareholders. Its primary listing will remain on the New York Stock Exchange, while Hunt Valley will continue to serve as its global headquarters. The combined company will also maintain a substantial presence in the Netherlands, including Unilever Foods’ existing research and development capabilities.

Rob Allen Dynamic QR codes and automated packaging inspection are transforming the UK food and beverage sector. As retailers prepare for the shift beyond traditional barcodes, Rob Allen, divisional manager for packing solutions at Interfood Technology, explores how manufacturers are investing in smarter, data-driven packaging systems that improve traceability, reduce waste, strengthen compliance and turn packaging into a critical part of the digital supply chain. For years, the barcode has been the backbone of food retail and manufacturing. It helped create the supply chains we recognise today. But it’s no longer sufficient. UK food and beverage suppliers need more information, greater traceability, better compliance and less waste, and that’s leading to change. Dynamic QR codes, automated seal inspection and digitally connected packaging have moved from theoretical developments into commercial necessities as the fully digitised food supply chain begins to become a reality. Why traditional labelling is no longer enough Traditional barcoding was revolutionary, but that was 50 years ago. And while they still allow products to be rapidly identified, contemporary retailers and manufacturers need to manage more than stock movement. With compliance standards in a constant state of evolution and pressures over allergens, traceability and food waste growing, labelling needs to keep pace. As yet, it hasn’t. Most labelling and coding processes still rely on manual intervention. Date coding, batch information and packaging verification often happen separately, opening the door to errors that could have disastrous consequences. Dynamic QR codes help to address that. The role of dynamic QR codes Dynamic QR codes hold the potential to become the industry’s next standard. Unlike traditional barcodes, 2D codes can hold significantly more information and update dynamically throughout the supply chain. Printed directly onto packaging during production, these codes aren’t just for tracking stock, but can carry batch-specific data, such as expiry dates, production times, traceability records and ingredient information, holding the potential for them to become a customer resource as well as a trade tool. But perhaps more importantly than all of that, they can also integrate with wider digital systems in real time, which will enable greater visibility. Products can be tracked more accurately by distributors, while retailers can benefit from improved stock rotation, food waste and recall management. UK supermarkets are already investing heavily in this technology. Tesco and M&S are known to be trialling the system across fresh produce and meat categories in a bid to improve traceability and reduce the risk of outdated products reaching customers. And with the GS1 'Sunrise 2027' initiative encouraging adoption globally, major retailers everywhere are preparing for the phased replacement of traditional barcodes, putting pressure on suppliers to make the move to digital packaging. Packaging as data Packaging has generally been a thing of necessity. But with the digital era, it’s also developing a place within the wider data infrastructure. With dynamic QR codes, packaging becomes a live digital footprint capable of providing both retailers and consumers with a stream of up-to-date data. This doesn’t just enhance inventory management and open the potential for waste reduction; it also provides shoppers with the ingredient and allergen information they need, accessible through a smartphone. As the demand for transparency continues to grow, this isn’t just a 'nice to have' but an operational necessity. Embracing automation Of course, the timing of this isn’t accidental. The rise of smart packaging ties in with the rise of automation across manufacturing. And together, they are increasing accuracy and brand security. Manual inspections have always been vulnerable to human error. And as production volumes rise, that can only increase proportionately. Automated inspection systems reduce those risks, verifying seals, labels, print quality and date codes, and identifying faults instantly, creating greater consistency and better compliance throughout. When combined with dynamic coding systems, manufacturers gain a closed-loop packaging process where products are correctly sealed, accurately labelled and digitally traceable from production through to the retail shelves, catching errors before they generate waste and expense. The impact on food waste Food waste has become a growing priority, impacting the environment as much as company overheads, and costing the industry billions annually. And it’s widely known that much of that waste comes down to poor stock visibility, inefficient inventory management and conservative date coding. Dynamic packaging systems work to address that, allowing manufacturers and retailers to manage shelf life more accurately, actively tracking approaching expiry dates, monitoring stock placement, and enabling redistribution and discounting, where necessary. This also helps with better management of product recalls. Rather than withdrawing entire product ranges, businesses can focus on the removal of the affected batches alone, limiting both waste and potential reputational damage. And both of these things enhance the attainability of sustainability targets. Waste matters, and it will continue to do so. With dynamic packaging, it’s becoming possible to take active steps to address it, rather than constantly reacting to seemingly uncontrollable events. A wider change Digital packaging isn’t just about warehouse management. Consumers now expect more, in every way. Transparency is key to fulfilling those expectations. Dynamic QR codes can help to answer those needs, practically and effectively, while helping manufacturers and retailers to regain control of their stock, their compliance, and their service levels. The standard barcode isn’t going to disappear overnight. The entire food and beverage manufacturing and retail sector infrastructure needs to evolve first. But we’re already seeing dynamic QR codes appearing on supermarket shelves. As buy-in picks up momentum across the industry, the more everyone stands to gain.

Celsius has launched a limited-edition summer edition of its Spritz Vibe energy drink range, introducing a new Sparkling Limoncello Twist flavour. The seasonal release delivers a bubbly lemon flavour inspired by the taste of a limoncello spritz, with the brand positioning the drink as a refreshing energy option for summer occasions. The launch marks the second seasonal release under the Celsius Spritz Vibe platform. Following last year’s après-ski-inspired flavour, the latest edition shifts the focus to summer, drawing on the popularity of lemon as a bright and refreshing seasonal flavour. The new flavour is part of the Celsius Vibe line, which aims to develop limited-edition products inspired by emerging cultural and flavour trends. Kyle Watson, chief brand officer at Celsius, said: "Spritz Vibe Summer Edition is designed to capture the energy, escape and vibrancy of summer while delivering the fresh and functional formula Celsius fans know and love. This limited-edition drop brings together refreshing flavour and cultural relevance, while drawing inspiration from the active rituals that define the season." Celsius Spritz Vibe Summer Edition is available across US retailers nationwide for a limited time.

UK oat milk delivery company Oato has responded to the rising popularity of matcha by adding an Oat Matcha Latte product to its portfolio for a limited time. The product offers a fresh take on the matcha trend, which has been gaining traction in the plant-based category and beyond over the past couple of years. This fresh nature enables the product to meet demand for minimally processed options and offers a ‘cleaner taste,’ the Lancashire-based company said. From July, the product will be available exclusively via the Modern Milkman delivery service, priced at £2.50 per bottle. Carl Hopwood, founder of Oato, said: “We are so excited about this latest launch, not least because it offers an exciting addition to the range, but also because it is the very essence of what Oato is: creamy, fresh, delicious and of course British made”. Oato has reported strong sales growth (a 34% increase year-on-year) and is now widely available through listings with Sainsbury’s, Tesco, Waitrose and Ocado as well as through British milk rounds. The company, founded in 2019, manufactures its drinks in the UK using 100% British oats, with its bottling site in Lancashire powered by solar energy to further reduce carbon footprint.

Better-for-you food brand Sola has introduced Sola Bites, a range of bite-sized bagels filled with peanut butter, exclusively at Walmart stores across the US. The ready-to-eat snacks are available in two varieties: Grape & Peanut Butter and Strawberry & Peanut Butter. Each serving of three bites contains 11g of complete protein, 17g of fibre, 4g of net carbohydrates and 150 calories, with no added sugar. The non-GMO Project Verified products are also made without artificial preservatives, colours or flavours. Sola said the launch builds on the growth of its existing bagel range. According to the company’s internal data, more than half of Sola Bagel purchasers had not bought products from the bagel category during the previous year. Kevin Brouillette, president of Spring Foods, said: "Shoppers today want more protein, more fibre and more nutrition in every bite. It's part of a broader shift in how people eat and think about wellness - and younger shoppers especially are snacking instead of sitting down to three square meals to reach their health goals." The brand plans to expand the new snacking platform with additional flavours and formats. The products are available in Walmart stores nationwide and online, priced at $6.48 per pack.

The US Senate Committee on Health, Education, Labor and Pensions (HELP) has advanced legislation that would require ‘warning’ labels on ‘ultra-processed’ packaged foods (UPFs) in a bid to improve children’s health across the nation. The ‘Childhood Diabetes Reduction Act of 2026,’ introduced by Senator Bernie Sanders, would see the introduction of mandatory warning labels on a wide range of packaged foods deemed as UPFs. These would include foods and beverages that are high in sugar, saturated fat and sodium, as well as those that contain various synthetic additives such as ‘high-intensity’ artificial sweeteners. The legislation would also include a federal ban on ‘junk food’ advertising targeting children, similar to legislation recently introduced in the UK – a first-of-its-kind policy for the US. Under the ban, the Food and Drug Administration (FDA) would be required to implement ‘strong’ health and nutrient warning labelling on foods, as well as directing the National Institutes of Health to investigate the health impacts of UPFs and develop a national education campaign for families through the Centers for Disease Control and Prevention. The food industry has faced mounting calls for tighter regulation on the sale and production of UPFs – particularly in the US, as the Make America Healthy Again (MAHA) Commission continues to push forward its strategy to end chronic childhood disease through targeted dietary measures. These include federal bans on certain artificial ingredients such as multiple synthetic food dyes, with many major manufacturers including Kraft Heinz, General Mills and Nestlé having committed to removing artificial colours from their US portfolios in the coming years. The HELP committee cleared the bill on 22 July 2026 in a 12-10 vote, advancing the legislation to the full Senate. Senator Sanders said the move marks a stand against “greedy corporations” putting “profit over health and wellbeing of our kids”. “For decades, the food and beverage industry has made massive profits by enticing children to consume unhealthy products purposely designed to be overeaten – fuelling the twin crises of type 2 diabetes and obesity in America,” he commented. “Nearly 30 years ago, Congress had the courage to take on the tobacco industry, whose products killed more than 400,000 Americans every year. Today, on a bipartisan basis, the Senate HELP Committee finally stood up to the greed of the food and beverage industry.” The bill has drawn mixed responses and significant pushback from food industry organisations, with critics arguing that current broad categorising of UPFs lacks scientific evidence for association between level of industrial food processing and negative health outcomes. Erin Streeter, executive vice president of the US’ National Association of Manufacturers, said: “Manufacturers support efforts to protect public health and give consumers clearer information, but legislation linking specific ingredients and food processing methods to health risks, without the rigorous evidence such claims require, risks unfairly targeting nutritious products, creating confusion and raising costs at a time when affordability matters most.” Scott Faber, senior vice president for government affairs at advocacy organisation the Environmental Working Group, said defining UPFs and requiring front-of-package disclosure is “long overdue”. “Diets high in UPF are a driver of chronic disease, linked to everything from diabetes to depression to dementia,” he said. “The United States leads the world in UPF consumption, and kids now get more than 60% of their calories from these foods. We applaud senators for advancing legislation to help consumers identify and avoid UPF.”

The Trump administration has imposed new tariffs of 10% and 12.5% on goods from 60 of the US’s largest trading partners, covering 99.4% of US imports, after the Office of the US Trade Representative (USTR) concluded that each had failed to impose or effectively enforce a prohibition on imports produced with forced labour. The action, which takes effect from today (24 July 2026), will have implications for food and beverage companies operating across global supply chains, with tariffs covering products from major agricultural and manufacturing economies including China, India, the European Union, the UK, Canada, Mexico, Thailand, Vietnam, Brazil and Australia. The new tariffs, imposed under Section 301 of the Trade Act of 1974, replace a temporary 10% global tariff that expired at the same time after 150 days. Under the final action, the US will impose a 10% tariff on goods from Argentina, Bangladesh, Cambodia, Canada, Ecuador, El Salvador, Guatemala, Honduras, India, Indonesia, Jordan, Malaysia, Mexico, Pakistan, Sri Lanka, Trinidad and Tobago and the UK, unless specifically exempted. Goods from the European Union and Taiwan will be subject to a combined tariff rate of 10%, including existing most-favoured-nation (MFN) duties. For Japan, South Korea and Switzerland, the combined MFN and Section 301 tariff rate will be capped at 12.5%. A 12.5% tariff will apply to goods from the other economies covered by the investigations, including China, Brazil, Australia, Thailand, Vietnam, South Africa and New Zealand. The tariffs mark the White House’s latest move to restore President Donald Trump’s near-global tariff regime after the US Supreme Court struck down his ‘Liberation Day’ tariffs earlier this year. The court ruled in February that the administration had exceeded its authority when it imposed tariffs of between 10% and 50% under a national emergencies law. The ruling prompted tens of billions of dollars in potential refunds and forced the White House to seek alternative legal mechanisms for imposing broad import duties. Supply chain challenges grow For food and beverage manufacturers, the move adds another layer of complexity to already pressured global supply chains, with companies facing uncertainty over the cost and availability of imported ingredients, agricultural products, packaging and other production inputs. The final action includes exemptions for products where tariffs could create domestic shortages, cause wider economic disruption or where sufficient alternative supply is not available. The exemption list includes certain animal products, seeds, vegetable products, sugar and sugar-containing products, unflavoured instant coffee, fertiliser and pesticide inputs, among other categories. The exemptions reflect the global nature of food production. The USTR acknowledged that some imported products are difficult to replace with domestic supply and that additional duties could increase costs for US consumers and businesses. Certain animal products used in livestock, poultry, aquaculture and pet food production were exempted after industry comments highlighted the limited opportunities for import substitution. The decision to exempt certain sugar imports is also significant. The US does not produce enough sugar to meet domestic demand, meaning imported supplies remain an important part of the food manufacturing system. Unflavoured instant coffee has also been exempted because it is not available from US sources in sufficient quantities for consumers and value-added manufacturers. The final action includes an additional 471 product exemptions, but companies will need to assess products at the individual tariff classification level rather than assume that an entire ingredient or product category is excluded. Implications for food and beverage This new tariff regime could accelerate a shift towards more diversified sourcing strategies. US manufacturers importing ingredients, agricultural commodities and packaging from affected countries could face higher landed costs, while suppliers may pass additional duties through the supply chain. Although many essential food products have been exempted, the industry remains highly dependent on global trade. Products such as coffee, sugar, fruit, seafood, spices, oils, grains and speciality ingredients often rely on international production networks that cannot be quickly replicated domestically. Moving supply chains is not straightforward, with agricultural production shaped by climate, soil, water availability and existing infrastructure, while food manufacturing often relies on specialised processing capabilities concentrated in regions. The result could be greater pressure on manufacturers to balance tariff exposure against supply continuity, product quality and cost. The new duties also highlight the growing importance of supply chain traceability and forced labour compliance. Rather than targeting only individual products directly linked to forced labour, the Section 301 action applies broadly to goods from economies investigated by the US Trade Representative. This could increase pressure on food and beverage companies to understand conditions further upstream in their supply chains. For businesses sourcing commodities through multiple tiers of suppliers, greater visibility over the origin of raw materials and the labour practices involved in their production could become increasingly important. The wider tariff environment has also highlighted the significance of specific trade agreements and exemptions for the drinks industry. Nodjame Fouad, CEO of Pernod Ricard’s aged spirits and champagne division, welcomed the return to tariff-free trade for Scotch whisky between the UK and US. She said: “The return to tariff-free trade for Scotch whisky between the UK and US – the world's most valuable Scotch whisky market – is very welcome news for our industry. This move will improve access for American consumers to iconic Scotch whiskies such as The Glenlivet, while supporting businesses at home, and strengthening the long-standing trading relationship between the UK and US spirits industries.” Fouad called for further progress on tariffs affecting other spirits and wine categories, including Irish whiskey, Champagne and Cognac.

McVitie’s is bringing together two of its best-known biscuit and chocolate brands with the launch of limited-edition McVitie’s Mint Club Digestives. The new product combines the brand’s Milk Chocolate Digestive biscuit with the mint flavour associated with Club Mint bars, creating a chocolate and mint-flavoured variant of the classic crunchy golden Digestives biscuit. The launch forms part of McVitie’s strategy of combining familiar products and flavours to create new occasions for consumers, while building on the strong brand equity of its established ranges. Eleonore de Saint Perier, brand manager at pladis UK&I, said: “Both McVitie's Chocolate Digestives and Club Mint have very loyal fans, so we’re excited to see them unite for the first time in this special limited edition." The new biscuits are positioned as an indulgent treat for a range of occasions, including after-dinner consumption, social occasions and everyday snacking. Limited-edition McVitie’s Mint Club Digestives are available in a 250g pack with an RRP of £2.35. The product is rolling out across the Tesco estate, as well as wholesale and convenience channels.