Odysea, a premier importer and distributor of authentic Greek foods to the UK, has launched two new cow’s milk Greek yogurt SKUs at Whole Foods, enhancing its existing yogurt portfolio. The new additions include the Organic Real Greek Yogurt 2% and Real Greek Yogurt 10%, both available in 500g and 1kg sizes. These products join Odysea’s current offerings of goat’s and sheep's milk yogurts already stocked by Whole Foods, further solidifying the brand's presence in the premium yogurt market. The Organic Real Greek Yogurt 2% is crafted in Greece using traditional methods and live cultures, resulting in a smooth and creamy texture with a fresh, tangy flavour profile. This yogurt is positioned as a lighter, health-conscious option without sacrificing authenticity. The recommended selling price (RSP) for this product is £4.00 for 500g and £7.00 for 1kg. In contrast, the Real Greek Yogurt 10% offers a richer, full-fat experience, also made from Greek cow’s milk. This indulgent yogurt has been recognised for its thick, creamy consistency and authentic Greek flavor, making it suitable for both culinary applications and standalone enjoyment. It has also received a Great Taste Award in 2025, underscoring its quality. The RSP for this yogurt is £3.00 for 500g and £6.00 for 1kg. The introduction of these new yogurt lines comes as the demand for authentic and premium dairy products continues to rise in the UK market. Consumers are increasingly seeking out products that not only offer superior taste and quality but also align with health-conscious lifestyles. Odysea, established in 1991, has built a reputation for sourcing the finest Mediterranean foods, partnering with local producers to ensure authenticity and quality. With over 30 years in the industry, the company aims to bring the best flavours of the Mediterranean directly to consumers, reinforcing its commitment to quality and tradition.

Organic bone broth producer Borough Broth Company has secured £7.5 million in new funding from consumer brand investor Piper, setting the stage for a major scale-up in production, innovation and retail expansion. The London-based business, founded in 2015 by Ros Heathcote, will use the investment to more than double its manufacturing capacity with a move to a new facility, bolster its senior leadership team and expand into adjacent organic categories, including soups, stocks and gravies. Piper’s backing aims to support Borough Broth in building what both parties describe as a “category-defining brand” in naturally healthy and sustainable convenience foods. Heathcote, who launched the business with just £6,000 borrowed from a friend and no prior experience in food and drink, has grown Borough Broth from a small kitchen start-up into a rapidly expanding brand. Built on a model of regenerative sourcing and circular production, reclaiming high-quality bones that would otherwise be wasted, the company now generates annualised revenue of around £11 million, with projections surpassing £20 million for 2026. Until now, it has raised just £783,000 from angel investors. Borough Broth manufactures all products in-house, employing more than 50 staff and adhering to strict standards around organic certification, traceability and animal welfare. Its broths are positioned at the intersection of health, sustainability and convenience, key consumer drivers that continue to shape UK grocery performance. According to the company, 57% of customers use its broths as a cooking ingredient, 24% drink them as a hot beverage and 19% consume them for functional benefits such as gut health and immune support. Piper partner Rory Gibbs said: “Borough Broth is perfectly positioned at the intersection of taste, health, sustainability and convenience. Ros has built a truly special brand with exceptional products and purpose at its heart.” Heathcote said the partnership reflects the company’s disciplined growth ethos: “We have built Borough Broth with great care, raising just £783,000 to reach this point. Partnering with Piper means we can bring our mission, to make genuinely nourishing food made the right way, to even more people.” The investment follows a year of significant retail gains for the brand. Borough Broth secured national listings in Sainsbury’s and Tesco, complementing existing distribution through Ocado and Waitrose. The brand's Sainsbury’s range was recently expanded with three new SKUs, including Organic Grass-Fed Beef Bone Broth and Sustainably-Caught Wild Fish Bone Broth. For Piper, the deal adds to a portfolio of high-growth consumer brands including Ancient + Brave, Mindful Chef, Bloom & Wild and Flat Iron. The firm has invested £58 million in female-led brands across its last two funds.

Josuke Kimura Suntory Holdings has announced key executive appointments as part of its strategic leadership transition at Suntory Beverage & Food Limited. The changes, confirmed during the recent annual shareholders meeting, are set to take effect in early 2026. Effective 1 January 2026, Josuke Kimura will be appointed as the new director and executive vice president at Suntory Holdings. Following this appointment, he will transition to the role of advisor for business transformation at Suntory Beverage & Food Limited. In a notable shift, Kimura is scheduled to resign from his current position as executive vice president by late March 2026, at which point he will assume the role of representative director, president and chief executive officer of Suntory Beverage & Food Limited. This leadership change comes at a crucial time as the company aims to strengthen its market position and drive innovation within its beverage portfolio. Makiko Ono Meanwhile, Makiko Ono has been appointed as director and senior managing executive officer, effective 1 January 2026. Ono will resign from her current role as representative director, president and chief executive officer of Suntory Beverage & Food Limited at the conclusion of the annual general meeting of shareholders in late March 2026. Her new role is expected to play a pivotal part in steering the company through its next phase of growth and transformation. Suntory Holdings, a prominent player in the beverage industry, continues to focus on innovation and sustainability as it strives to meet the evolving demands of consumers. The upcoming leadership changes are anticipated to bolster the company's strategic initiatives and enhance its competitive edge in the global marketplace.

Discover the next revolution in cheesemaking! Ingredia's new milk protein Promilk Xpress is set to become the ultimate cheesemaker’s ally, boosting quality, speed to market and productivity effortlessly. Validated in over 80 pilot-scale trials, Promilk Xpress delivers outstanding process optimisation: Warm maturation time cut by up to 100%: Experience at least 66% faster results (15 minutes instead of 45), minimising phage risk and production losses. Ripening time reduced by 33%: Achieve ready-to-market cheese 15 days sooner while reducing energy costs, labor, and carbon footprint. By boosting cultures: Protein X accelerates proteolysis, resulting in smoother texture, earlier sliceability and a richer sensory profile, all without compromising quality or stability. Industrial-scale trials with French cheesemakers confirmed these benefits across other cheeses. Depending on the recipe, Promilk Xpress can even refine the final cheese character, with softer and creamier mouthfeel and flavor balance. Shorter maturation and ripening times translate into faster throughput, better use of facilities and stronger profitability within existing equipment capacity. This innovation speeds up time-to-market, increases production volumes and strengthens cash flow through quicker product turnover. More than a technical improvement, Promilk Xpress is a strategic growth driver. It empowers cheese producers to produce faster, better and more sustainably – ensuring a competitive edge in today’s evolving dairy industry. With Promilk Xpress, cut your cheese production time dramatically and enhance your process. Find out more on Ingredia's website.

Tetra Pak has unveiled its latest innovation in sustainable food processing technology: the Integrated Heat Pump system, designed to significantly enhance the energy efficiency of pasteurisation processes. This new system is poised to reduce energy consumption by up to 77%, while also lowering operational costs and carbon dioxide emissions. Pasteurisation is essential for ensuring food safety and quality, but traditional methods are notoriously energy-intensive, typically relying on fossil fuels for heating and electrical chillers for cooling. As the food and beverage industry increasingly prioritises sustainability and cost-effectiveness, Tetra Pak’s Integrated Heat Pump system represents a significant advancement by optimising energy use through innovative heat recovery and reuse techniques. The new system leverages a high-efficiency electric heat pump that can recover and reuse heat generated during the pasteurisation process. For every 1kWh of electricity consumed, the system can recover up to 2kWh of wasted heat, making it up to three times more efficient than conventional boiler systems. This dual functionality not only enhances energy efficiency but also integrates heating and cooling into a single solution, which is particularly beneficial for large-scale pasteurisation operations in sectors such as dairy, fruit juice and chilled foods. According to Tetra Pak, a typical dairy production line could see energy consumption for pasteurisation reduced by 77%, translating to potential operating expense savings of up to €230,000 per year and a decrease in CO2 emissions by approximately 650 tonnes annually. Nicole Uvenbeck, director of factory sustainable solutions and OEM components at Tetra Pak, said: “The new heat pump system delivers up to three times the efficiency of conventional boilers,” highlighting the system's capacity to recover significant amounts of heat. Fiona Liebehenz, vice president of key components, plant solutions and channel management at Tetra Pak, added: “Our long-standing experience in developing processing solutions for the food and beverage industry, combined with a strong focus on innovation, has led to this important advancement. We aim to make one of the most energy-intensive stages of food production more efficient.”

Bonduelle, the French vegetable processing giant, has announced the sale of its sole factory in Brazil to local food group Stella d’Oro. The move comes as part of Bonduelle's broader efforts to streamline operations and focus on its core markets in Europe. The terms of the deal, which involves the factory located in Cristalina, Goiás, have not been disclosed. However, Bonduelle has confirmed its intention to maintain a commercial presence in Brazil, indicating a commitment to serving its customers in the region through other manufacturing sites in Europe. This divestiture is significant as Bonduelle has been operating in Brazil since 1994, initially establishing a sales office before expanding its footprint with a production facility. According to the company’s annual report for the fiscal year ending June 2025, Bonduelle employed 201 staff at the Cristalina site, which specialised in canned and frozen vegetable products. The acquisition by Stella d’Oro Alimentos, a company based in Itápolis, eastern Brazil, is currently pending approval from Brazilian competition authorities. Stella d’Oro is known for its diverse product offerings, which include condiments and canned foods, suggesting that the integration of Bonduelle's facility could enhance its operational capacity and product range. Bonduelle's decision to divest follows a series of strategic sales aimed at refocusing its business. Earlier this year, the company finalised the sale of its packaged salad business in France to LSDH Group and its packaged salad arm in Germany to US-based Taylor Farms. In its latest financial results, Bonduelle reported a 2.1% decline in first-quarter sales, totaling €519.8 million. The company’s overall sales for the fiscal year ending June 2025 reached €2.2 billion, down 0.9% from the previous year. Notably, sales from non-European markets, including North America, grew by 4.4%, while European sales experienced a decline of 3.9%.

Lindt is introducing a new limited-edition product, the Tokyo Style Chocolate Matcha Strawberry bar. The bar features ceremonial grade Chamei Minami matcha, Genmai roasted rice and Swiss white chocolate, along with strawberry pieces. The flavour is inspired by Japanese tea traditions, combining matcha and roasted rice with fruit and white chocolate. According to Lindt, the Chamei Minami matcha provides a bright and balanced flavour to complement the strawberry and white chocolate. Stefan Bruderer, master chocolatier at Lindt & Sprüngli, said:  “After seeing the reaction to our Lindt Dubai Style Chocolate over the past year, we’re excited to continue our culinary journey, this time to Japan, and launch a new innovation that combines the finest Swiss chocolate craftmanship with the secrets of traditional tea ceremonies using Japanese matcha”. The bar will be available exclusively at Lindt’s London Piccadilly flagship store from 6 December, priced at £15. Only 200 bars will be released, each hand-numbered and limited to one per customer.

Imlek’s CEO Bojan Radun is partnering with entrepreneur Andrej Jovanović’s family office, AJFH, to acquire Imlek, Serbia’s market-leading dairy producer, from private equity investor MidEuropa. The deal, expected to close in Q1 2026 pending regulatory approvals, marks AJFH’s first investment as a lead investor. Headquartered in Padinska Skela, Belgrade, Imlek processes nearly 400 million litres of milk annually from over 3,500 farmers across four production facilities. Its portfolio includes popular brands such as Moja Kravica, making it one of the most recognisable dairy names in the region. Jovanović, co-founder of Serbia’s snack leader Marbo Product and CEO of regional food and beverage platform Moji Brendovi, brings extensive experience in scaling consumer brands. Radun has led Imlek since 2018 and previously held executive roles at confectionery firm Bambi, juice producer Nectar, and serves as chairman of Poland-based Hortex. The duo plans to strengthen Imlek’s regional leadership through targeted investment, operational improvements and product innovation. Radun said: “Imlek is a remarkable company with deep roots, strong brands and exceptional people. Together with Andrej Jovanović and the AJFH team, I am confident we can unlock even greater potential and reinforce Imlek’s role as the trusted dairy brand across the region.”

Finsbury Food Group has introduced a new celebration cake inspired by Wicked: For Good, the high anticipated finale from Universal Pictures, which released on 21 November. It marks the company’s first Wicked-themed launch, featuring a dramatic half and half design paying homage to the story’s iconic leads: one side finished in Elphaba’s signature green and the other in Glinda’s pink. The 1.02kg cake also features a split flavour profile, offering both a light vanilla sponge and a rich chocolate cake in one product. Now available in Tesco, Asda and Sainsbury's and priced at £16, the Wicked celebration cake is a natural fit for film-themed gatherings, viewing parties and birthdays. Andrew Scott, brand manager at Finsbury Food Group, said: “It is rare to find a cake that is quite literally two different flavour profiles split right down the middle, but it felt like the perfect way to pay homage to the central themes of Wicked: For Good and its two leading cast members.” The launch extends Finsbury’s long-standing collaboration with Universal Products & Experiences, a 15-year partnership renewed earlier this year.

Keith Anderson From fast-casual favourites like Wingstop and Popeyes to premium newcomers like Black Tap, American brands are making waves on UK soil. But true success requires more than a familiar logo and fanfare – it demands cultural fluency, architectural empathy and a deep understanding of local behaviour. Keith Anderson, CEO at Harrison, explores how thoughtful translation (not replication) is helping US brands to feel right at home in Great Britain. The UK high street has witnessed remarkable success stories of American brands in recent years. The likes of Wingstop, Popeyes and Dave's Hot Chicken have achieved explosive growth in a relatively brief time. Wingstop entered the UK market in 2018 and now boasts around 57 locations, whilst Popeyes launched its first UK restaurant in November 2021 and has rapidly expanded to over 65 sites. Dave's Hot Chicken, the viral Nashville hot chicken brand, successfully made the leap from the US to UK shores at the end of 2024, capitalising on social media momentum to drive demand in previously untapped markets. This surge of American brands raises important questions: what drives this extraordinary success, and how can other businesses replicate these achievements when expanding into new markets? Transportation vs translation The UK has long maintained a cultural fascination with American brands, driven by decades of exposure to US movies, television and music. All of this creates a sense of aspirational familiarity, which has likely paved the way for the cultural exchange. More recently, social media has become a 'discovery' platform where captivating and viral visual concepts create an opportunity for hospitality businesses to begin building a presence and driving demand in previously untapped markets. However, whilst it could be tempting to simply 'copy and paste' a format from one country to another, the brands that truly succeed in cross-country exchanges are those that understand the difference between transplantation and translation, maintaining their core brand identity whilst thoughtfully adapting to British consumer preferences and cultural contexts. Take Wingstop, for example. In the US, Wingstop restaurants use a similar methodology to high-energy retail spaces to draw people in. As the brand continues to grow (they currently have circa. 2,000 restaurants worldwide), like many other US brands, to build at scale in a franchise market, they created a design manual to ensure the essence Wingstop can be maintained, whilst building in adaptations for local market nuances. In the UK specifically, the brand’s bold flavour selection and customisable menu resonates well with their target audience, Gen Zs and younger millennials, as well as working well in a multicultural environment such as London. Their American-style branding is bright and bold, captivating attention, but it does not feel forced or over Americanised – leading instead into cultural touchpoints through music, streetwear and partnerships to add authentic urban credibility. By taking the time to understand the new market, which means audience, yes, but also the competitor and wider dining landscape, the brand has seen incredible success in the UK. They didn’t just localise; Wingstop ensured it was culturally relevant. Authentic connections in authentic locations A particular consideration when bringing a brand to the UK is finding creative ways to harmonise with the local architecture and environment. Often, restaurants are housed in existing buildings rather than purpose-built units. Black Tap’s recently opened flagship London restaurant is a perfect example, finding its home in a Grade II Listed building. This means there are protected elements which had to be preserved, from sculptures flanking the central windows to ornate mirrors and ceiling mouldings. All adding layers of design and architectural considerations, which were new for a US-based client used to less red tape. Rather than concealing these heritage features, they were embraced and creatively embellished. Purposeful contrasts with Black Tap's modern aesthetic celebrated the building's heritage whilst maintaining Black Tap's distinctive identity. For example, a custom steel frame was engineered to form the bar, arching around mouldings in the wall to illuminate the protected elements, while glass panels allow for Black Tap’s signature graffiti artwork to be layered over them. For us, it was all about finding ways to localise design features and strategically collide two different cultures. In this instance, having fun with the building's history has allowed for a uniquely British experience with authentic American roots, merging SoHo New York with Soho London. The heart of the brand and its values shine through, but with locally relevant and culturally appropriate expressions. As American brands continue to succeed in the UK, we're likely to also see British brands making the reverse journey, bringing uniquely British concepts to American consumers hungry for authentic international experiences. Successful brand adaptation requires flexibility in personality to resonate with specific demographics. For example, Gordon Ramsay plays into his Britishness and global persona as the crux of his brand’s personality across his restaurant portfolio. This is translated into key design features, which can be found in his restaurants. For example, in Ramsay’s Kitchen, Union Jack elements are subtle to provoke conversation by creating winks and nods towards its British origins. It is a prime example of a brand succeeding by taking the time to understand the difference between replication and thoughtful cultural adaptation, not simply replicating their home market success but thoughtfully adapting to new cultural contexts. Gordon Ramsay's success demonstrates how building authentic connections with audiences in different markets, understanding their unique expectations and cultural contexts, creates genuine international appeal that goes beyond simple brand recognition. It's all in the marketing Regardless of the demand or hype created ahead of transporting a brand into a new market, if operators only take one piece of advice, it is: don't assume your new audience understands your brand. The work needs to be put into communicating brand values, what they represent, and why people should engage with them – making sure there are multiple and consistent touchpoints for messaging to resonate. The path to success is paved with brands that have failed when they assume without taking the time to review everything from customer journey to service delivery. Something as seemingly simple as where beer taps are placed on a bar – in the UK, these are found at the front of the bar, in the US, typically at the back – can jar with a new audience if not correctly considered.   For example, Chipotle has recently pivoted to ensure its core brand values shine through in every touchpoint of the customer journey in the UK. A British audience might presume that US QSR means fried, unhealthy options – convenience over freshness. However, Chipotle emanates fresh eating and real food. When you eat at Chipotle, everything is prepared there and then, with no artificial colours, no microwaves and no freezers in sight. For Chipotle, a key part of their journey was taking a step back to ensure these values and the essence of what makes Chipotle unique were successfully communicated to the British audience, ultimately leading to a change of direction. For example, we were able to take them on a new design path, updating and evolving the look and feel of the restaurant design to develop environments which better resonated and translated these values, celebrating their sustainable messaging and teaching customers how to navigate their brand properly, all while never assuming market familiarity. Successful international brand expansion requires specialised expertise, experience in translating brand experiences across markets whilst preserving the soul of a brand, and deep-rooted in-market knowledge. It is a nuanced approach requiring careful consideration of each project's unique context, ensuring authenticity is maintained whilst finding resonance in new markets. Success demands thoughtful adaptation to new cultural contexts rather than simply replicating home market approaches, honouring origins whilst embracing local context, maintaining consistent quality whilst adapting to local preferences, and leveraging global recognition whilst creating location-specific connections. The brands that will thrive in our increasingly connected world are those that can tell a compelling story whilst making each customer feel that their local experience is uniquely tailored to them and for them. It's about understanding not just cultural differences, but competitive landscapes, guest expectations and the subtle art of making global brands feel authentically local.

Candian plant-based snack company Trubar has entered into an agreement to be acquired by Turkish CPG company ETİ Gıda Sanayi ve Ticaret, for approximately CAD 201 million (approx. $142 million). Trubar, established in Vancouver in 2019 by founder and CEO Erica Groussman, produces a range of plant-based protein snacks made with natural, clean label ingredients. Through the deal, it will be purchased by an affiliate of ETİ Gıda, a privately held food and CPG business headquartered in Eskişehir, Turkey. ETİ Gıda will purchase all the outstanding common shares of Trubar, with each of the snack company’s shareholders receiving CAD 1.64 (approx. $1.16). Kingsley Ward, Trubar’s executive chairman, commented: “This proposed acquisition represents a significant milestone for our company and delivers on our commitment to creating strong value for shareholders. ETİ Gıda is an ideal acquirer for Trubar at this stage in the brand's development, given ETİ Gıda's successful track record of scaling CPG brands over the last six decades.” The deal is expected to be completed during the first quarter of 2026, subject to the required shareholder, court and other approvals and customary closing conditions. Following completion, Trubar’s common shares will be delisted from the TSX Venture Exchange. Trubar founder and CEO Groussman added: “We are very excited about the proposed acquisition of Trubar by ETİ Gıda and beginning a new chapter in our journey. I am incredibly proud of what our team has accomplished in building a strong brand presence in the protein bar market.” Groussman added that ETİ Gıda’s CPG experience and resources will help Trubar to advance its growth across North America and its expansion into international markets. Top image: © Trubar

Haribo has teamed up with Korean pop star Jennie to launch Haribo Ruby Hearts, a limited-edition line of sweet-and-sour strawberry heart-shaped gummies inspired by her debut studio album. The 8oz bags, featuring Jennie's signature ruby-red hue, are available exclusively at Target stores while supplies last. Jennie said: "Creating Ruby Hearts with this iconic global brand felt like a full-circle moment. It's a little piece of joy that I hope fans can share with me." Seth Klugherz, VP of marketing at Haribo America, added: "At Haribo, we're always looking for ways to celebrate creativity and connection with our fans. Partnering with Jennie allows us to share our mission of childlike happiness through a collectible product that reflects Jennie's bold artistry and Haribo's signature fun."