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Category: Food

Retail News Asia is committed to providing both local and global retailers with the latest Food and Food & Beverage news throughout the Asian market. This on a daily base.

  • SnackHQ Launches 100-Calorie Pick Me up Snack Bars in New Zealand

    SnackHQ Launches 100-Calorie Pick Me up Snack Bars in New Zealand

    Australian health and sports nutrition company SnackHQ launched its Pick Me Up snack bar range across New Zealand in September 2026. The lineup secured shelf space across New World and Pak’nSave supermarkets.

    Boxes arrive in stores in a 145-gram format containing five individual 100-calorie bars. They target shoppers seeking portion-controlled confectionery alternatives.

    Supermarket distribution across two banners

    Distribution covers selected New World and Pak’nSave outlets nationwide. The initial rollout includes four recipes: Choc Brownie, Choc Berry Burst, Cookies & Cream, and Caramel Fudge.

    SnackHQ built the range around strict 100-calorie portion caps. The strategy targets demand for lower-calorie treats that mimic traditional chocolate without full sugar loads.

    Trans-Tasman health snack competition

    The New Zealand launch pits SnackHQ against established domestic manufacturers and dominant multinational health brands. Shelf allocation in the snack bar category is tightly contested across Foodstuffs co-operatives and Woolworths New Zealand.

    Ranging across full-service New World supermarkets and discount Pak’nSave stores targets two distinct audiences. The company wants premium impulse shoppers and price-conscious families. Success will depend on converting trial purchases into repeat staples against cheaper house-brand muesli and protein bars.

    Following domestic Australian debut

    Australia served as the testing ground last year for the 100-calorie packaging format. SnackHQ built its foundation in sports nutrition products before spinning out dedicated everyday snacking formats.

    Crossing the Tasman serves as the first export step for the Australian business. Shared dietary regulations and retail formats will help scale manufacturing volumes.

    Category performance and shelf space targets

    Supermarkets across the region continue reallocating centre-aisle space away from high-sugar confectionery toward functional alternatives. SnackHQ must now prove sales velocity per linear metre to protect its initial ranging.

    Future growth hinges on whether Foodstuffs expands the four-flavour lineup into network-wide ranging across all North Island and South Island stores.

  • L Catterton Buys $30 Million Minority Stake in Nandhana Foods

    L Catterton Buys $30 Million Minority Stake in Nandhana Foods

    L Catterton has acquired a minority stake in South Indian restaurant chain Nandhana Foods for $30 million this week.

    The cash injection gives the global consumer private equity firm a direct foothold in India’s regional casual dining market. Regional food service businesses across southern India have historically relied on internal cash flows and promoter capital to fund new locations. That pattern is breaking down as institutional investors seek scalable dining concepts with proven local demand.

    Capital deployment in regional dining

    Consumer appetites in tier-1 and tier-2 Indian metros continue to shift toward organized dining formats. Nandhana Foods built its brand identity around regional South Indian cuisine, catering to everyday lunch traffic and family dining. Securing $30 million in equity funding provides the balance sheet capacity required to expand kitchen footprints, secure premium retail real estate, and build out centralized supply chains.

    Institutional backing allows regional operators to compete directly with national multi-brand conglomerates. When well-funded private equity sponsors enter single-concept restaurant groups, the immediate focus turns to margin protection and real estate acquisition. Prime retail frontage across major South Indian commercial corridors commands rising rents, making external capital essential for multi-city expansion.

    Private equity playbook in Indian food service

    L Catterton has targeted consumer-facing food and lifestyle brands across Asia-Pacific to capture rising household discretionary spending. The firm looks for high-repeat transaction models with defensible regional loyalty. Fast-casual and specialized regional dining concepts offer clear unit economics, predictable inventory cycles, and steady cash generation compared to untested Western formats.

    Competition among private capital allocators in India has tightened around profitable consumer businesses. Global funds that previously backed digital consumer platforms are now directing capital into cash-generating physical retail and restaurant chains. Food service operators that control their supply relationships and maintain consistent kitchen standards represent defensive bets against broader market volatility.

    Operating risks and scaling discipline

    Scaling a regional dining chain beyond its home base presents operational friction. Standardizing recipes, managing bulk procurement of specialty ingredients, and maintaining identical service quality across dozens of outlets tests management teams. Expanding too fast across state borders often dilutes the brand equity that made the original footprint successful.

    Labor retention and kitchen staff training create additional cost pressures. As restaurant networks grow, operators must invest in central commissary hubs to keep unit costs manageable. Centralized production cuts kitchen square-footage requirements at retail outlets, lowering rental expenses while stabilizing gross margins.

    Valuation discipline and the road to liquidity

    Private equity investors enter minority positions with clear timetables for liquidity. For Nandhana Foods, bringing in a global investor sets an institutional governance framework and prepares the operating company for larger equity rounds or a public listing once network scale is achieved.

    The benchmark for this investment sits in how effectively the chain uses the $30 million check to open new doors without compressing unit-level operating margins. Industry attention now shifts to the company’s real estate pipeline across key southern metro hubs and the rollout speed of its next batch of restaurant locations.

  • GS25 Shifts Top-Selling Meal Box Lineup to 6,900 Won Across 18,000 Stores

    GS25 Shifts Top-Selling Meal Box Lineup to 6,900 Won Across 18,000 Stores

    GS Retail has revamped its ready-to-eat dosirak lineup across 18,000 GS25 convenience stores in South Korea, shifting its core recipe strategy to authentic domestic dishes while seeing its most popular price point rise to 6,900 won.

    Min Jung-hwan, a merchandiser with GS Retail’s Fresh Food Team, said in a Sept. 7 interview that the convenience chain launched a renewal of its meal boxes earlier this month to meet shifting consumer tastes across domestic stores and overseas branches in Vietnam and Mongolia.

    Rising dining prices have pushed daily lunch traffic toward convenience chains, where dosirak and fresh food items rarely exceed 7,000 won ($5.21). GS25 features approximately 20 different dosirak varieties each month, moving away from options priced below 6,000 won toward higher-quality banchan combinations and seasonal produce like spring cabbage bibimbap.

    Pricing shift and recipe pipelines

    Development cycles for new boxed meals at GS Retail take roughly 12 weeks from consumer trend analysis to store delivery. Culinary teams develop the banchan combinations, balance the flavor profiles, and run sample batches through lot testing at commercial factories before authorizing mass distribution.

    Rather than developing separate, milder product formulations for foreign tourists or overseas markets, the retailer is keeping core recipes consistent across territories. Outlets in Vietnam and Mongolia stock the same marinated bulgogi, dakgangjeong fried chicken, and japchae glass noodles sold in central Seoul.

    Even at GS25 stores in Vietnam and Mongolia, visitors are interested in authentic Korean-style dosirak. We try to meet such expectations so that they can feel they are inside a Korean convenience store.

    Marketing partnerships have accelerated this product turnover. GS Retail introduced co-branded meal boxes with chef Choi Kang-rok and runs a recurring monthly release schedule alongside its long-running Hyeja Dosirak line, an actress-fronted value brand active since 2010. Customer survey data from an early September brand renewal now dictates recipe adjustments rather than short-lived social media fads.

    Production across nine manufacturing plants

    Supplying daily fresh inventory to 18,000 domestic stores requires an industrial logistics network. GS Retail operates nine dedicated food manufacturing plants nationwide, delivering uniform meal boxes every morning. Consistency across regions remains the operational priority, from rice texture to the moisture absorption of bakery packaging.

    South Korea’s convenience sector now exceeds 53,000 outlets across competing operators, forcing chains to compete heavily on fresh food quality. When Japanese bento concepts first entered the domestic market decades ago, local operators lacked specialized food containers and processing equipment. Korean suppliers have since built proprietary packaging technology, including specialized containers that preserve seaweed crispness on triangular gimbap and trays designed for multi-sauce dishes.

    The regional convenience battle

    For convenience store operators across Asia, GS Retail’s refusal to localize recipes marks a clean departure from standard retail practice. Most regional operators adjust spice, sweetness, and protein ratios when entering Southeast Asian markets. GS25 is betting that global familiarity with Korean pop culture makes authentic recipes a stronger selling point than localized menus.

    This unified product approach gives GS Retail scale advantages in ingredient procurement and packaging development, but it concentrates operational risk. If consumer appetite for Korean food cools in overseas markets, franchisees in cities like Ho Chi Minh City or Ulaanbaatar face direct margin pressure from menus that cannot easily pivot to local staples. Rival chains like CU and 7-Eleven continue to mix regional items with imported lines in competing territories.

    Automation limits on the factory floor

    Factory automation remains the operational bottleneck across GS Retail’s manufacturing footprint. While the retailer has automated ingredient mixing, cooking, and container sealing across its nine plants, banchan packing still requires manual labor on assembly lines.

    Mechanical arms and robotic pickers cannot match the speed or dexterity of human workers when arranging delicate side dishes into compartmentalized trays. High labor dependency keeps factory overhead linked directly to minimum wage increases, capping how far production margins can expand without further packaging redesigns.

    GS Retail plans to maintain its 12-week development pipeline while rolling out faster batch runs for fast-moving social media food trends. The retailer is monitoring sales volumes across its domestic network and its Southeast Asian franchise footprint as the 6,900-won price tier establishes itself as the new commercial standard.

  • Fast-Food Chains Cross Borders as McDonald’s Plans 1,000 New Outlets in China

    Fast-Food Chains Cross Borders as McDonald’s Plans 1,000 New Outlets in China

    American fast-food brands and Chinese restaurant chains are accelerating cross-border expansion, trading burgers and bubble tea across both markets despite trade friction.

    McDonald’s plans to open 1,000 new Chinese restaurants this year on its way to a target of 10,000 locations by 2028. Burger King expects to triple its Chinese footprint to 4,000 stores by 2035, while Wendy’s aims to open 1,000 restaurants in the country over the next decade.

    Church’s Texas Chicken entered the market last month with an opening in Shanghai that drew long queues in the rain, with plans for at least 600 outlets nationwide. At the same time, Chinese beverage and fast-food operators are pushing into North America to build alternative revenue streams away from intense domestic discounting.

    American giants target lower-tier Chinese cities

    China remains the largest market for Yum China’s KFC, which operates roughly 13,000 outlets in the country compared with 3,750 in the United States. Having entered Beijing in 1987, followed by McDonald’s and Pizza Hut in 1990, western quick-service brands are now looking beyond saturated top-tier cities.

    Growth is shifting into smaller, inland municipalities where lower operational costs and rising disposable incomes support store additions. Even with high consumer familiarity, foreign operators increasingly rely on regional joint ventures to manage site selection and financial commitments. Starbucks restructured its mainland operations earlier this year by selling a 60 per cent stake to Boyu Capital following several years of softer store traffic.

    Menu adjustments remain essential for western chains looking to protect customer volumes. KFC menus across mainland outlets feature localized breakfast congee and egg tarts alongside fried chicken, balancing core imports with domestic dining habits.

    Chinese operators push abroad to escape price wars

    Sluggish domestic consumer spending and a property slump have squeezed margins across China’s 16 million food and beverage outlets, where the average operational lifespan was projected to drop to 15 months last year. After expanding across Southeast Asia, Chinese brands are taking their supply chains directly into the United States.

    Drink and ice cream giant Mixue, which operates more than 53,000 stores globally, entered the US market in December with three locations, including a store in New York’s Herald Square. The chain has outlined plans for at least 24 additional sites across four American states.

    Tea and coffee specialists are scaling alongside them. Heytea now runs 40 US branches, while Luckin Coffee has established 20 locations in New York after overtaking Starbucks by store count in China.

    Value positioning and operational friction

    Chinese entrants rely heavily on aggressive price points to gain market share against entrenched western competitors. At a Mixue store in Hollywood, a medium matcha latte sells for $6.83, undercutting nearby Starbucks pricing by nearly a dollar. Fast-food operator Wallace, which runs over 20,000 hamburger and fried chicken restaurants in China, opened its second California restaurant selling three chicken sandwiches for $10.

    For landlords and retail operators, the influx provides active leasing demand in suburban strip centers and urban transport hubs. However, maintaining aggressive pricing abroad introduces margin pressure, particularly if supply chains rely on imported ingredients exposed to tariff adjustments.

    Data governance and consumer perception present additional operational hurdles for Chinese operators abroad. Wallace does not highlight its Fujian headquarters on its American web pages, reflecting the brand sensitivity required as trade ties face political scrutiny.

    Scale tests across both retail markets

    The cross-border push represents a clear divergence in operational objectives. Western chains need China’s massive consumer base to meet long-term unit growth targets, while Chinese chains need the high-margin dollar revenues of the US market, which accounts for one-third of global restaurant industry sales.

    Luckin Coffee chief executive Jinyi Guo told investors the American market represents an important long-term target that the group will pursue with disciplined capital allocation. Industry attention now turns to Mixue’s next round of store openings across the US West Coast and McDonald’s pace of store rollouts across inland Chinese provinces through the end of the financial year.

  • AB InBev Adds Functional Beers and Smaller Packs to Target Frugal Shoppers

    AB InBev Adds Functional Beers and Smaller Packs to Target Frugal Shoppers

    Anheuser-Busch InBev is rolling out smaller pack sizes and functional drinks with added protein or electrolytes. The brewer wants to win back price-sensitive shoppers and lift global sales volumes.

    The world’s largest brewer by market value also plans to capture more revenue from non-beer categories like energy drinks. Executives value that addressable market at 25 billion dollars.

    Sizing Down for Developing Markets

    Management revealed the strategy to investors at a London event on September 22. The plan targets occasional drinkers who cut back as inflation squeezed household budgets.

    Chief Marketing Officer Marcel Marcondes told investors that reshaping pack architecture offers clear room for growth. In developing markets, the brewer will introduce smaller single-serve containers alongside larger bulk formats that reduce unit costs.

    Data is showing us huge opportunities to make beer more affordable, especially in developing markets.

    Functional Beer and Zero-Alcohol Innovation

    Beyond packaging, the group is reformulating core drinks to meet health trends. Product teams will focus on zero-alcohol beers with distinct flavours, fewer calories and functional ingredients.

    Trials are already under way in Latin America, where the company launched a protein-fortified Spaten beer in Brazil. Electrolyte-infused recipes will follow. Executives want non-alcoholic beer treated as an everyday meal drink rather than an occasional substitute.

    Challenging Beyond Beer Categories

    Growth plans also reach past modified malt drinks. Ready-to-drink canned cocktails, led by Cutwater in the US, and energy drinks now form a central growth pillar.

    Chief Executive Michel Doukeris told shareholders the company acts like an insurgent outside traditional brewing. Strong distribution and retail shelf access give it use against established beverage conglomerates.

    Pressure on Traditional Volumes

    Beer consumption has dropped across mature markets like North America. Younger consumers increasingly turn to spirits, seltzers or sobriety. Rivals face the same headwind, pushing big brewers to diversify away from standard lager.

    Retail buyers and convenience operators will see the resized packs and fortified zero-alcohol lines enter distribution channels ahead of the next financial year.

  • Zuum Adds Strawberry Energy Gum in Ten-Product Expansion Push

    Zuum Adds Strawberry Energy Gum in Ten-Product Expansion Push

    Australian functional consumer brand Zuum launched an extra-strength strawberry energy gum in September 2026. The release kicks off a planned 10-product rollout across domestic and overseas retail networks.

    The new variant expands the core Performance Energy Gum line. Zuum is targeting wider shelf space in convenience chains, pharmacies and online direct-to-consumer channels.

    Expanding the functional gum lineup

    Cool Mint, Extra Strength Arctic Mint, Spearmint and Watermelon already sit in the range. The strawberry gum sells through Zuum’s website alongside physical retail stockists.

    Functional chewing gums deliver active ingredients like caffeine and vitamins through oral absorption. That format provides faster uptake without liquid volume, giving shoppers an alternative to ready-to-drink energy beverages and traditional confectionery.

    Convenience and pharmacy distribution

    Convenience stores and pharmacy banners serve as the primary distribution ground for impulse functional products across Australia. Checkout placement captures commuters and workers seeking quick alertness fixes.

    For retailers, high-margin functional confectionery delivers strong sales density per square centimetre at front registers. The products challenge conventional mints and sugary gums, which face steady volume pressure from health-conscious consumers.

    Competitive pressure in energy alternatives

    Energy gum competes directly with canned energy drinks, caffeine pouches and functional tablets. While canned drinks dominate total volume, portable formats win on pocket-sized convenience and zero-sugar recipes.

    Survival in functional confectionery requires steady sales velocity after opening promotional campaigns fade. Retail buyers routinely clear counter space of slow-moving stock keeping units.

    Retail rollout timeline

    Zuum established its mainstream retail footprint in 2024 when convenience operator 7-Eleven introduced the gum line to Australian stores. That partnership gave the brand national visibility across high-traffic urban and roadside locations.

    Nine additional products will arrive before the end of the second half of 2026. The company is now negotiating broader listings in domestic pharmacy chains and selected international markets.

  • PepsiCo Appoints Johnson & Johnson CEO Joaquin Duato to Board

    PepsiCo Appoints Johnson & Johnson CEO Joaquin Duato to Board

    PepsiCo has appointed Johnson & Johnson chairman and CEO Joaquin Duato to its board of directors and as an independent member of its audit committee, effective in December.

    Duato has spent more than three decades at Johnson & Johnson, stepping into the role of chief executive in 2022 before adding the chairmanship in 2023.

    Director Compensation and Audit Role

    Under PepsiCo’s non-employee director compensation program, Duato receives an initial grant of 1,000 shares of common stock upon taking his seat. The company will also award him a prorated annual equity package in phantom stock units valued at $166,667, calculated by dividing that sum by the stock’s closing price on December 1, 2026.

    Each phantom unit represents the economic equivalent of one share of common stock. Duato will also receive cash compensation for his board service, starting with a semi-annual retainer payment of $60,000 scheduled for distribution in June 2027.

    Three Decades of Operational Leadership

    Duato, 64, has spent his career navigating large-scale distribution, consumer health manufacturing and international supply chains. He joined Johnson & Johnson in 1989 and held multiple executive posts before taking the chief executive role in 2022 and adding the chairmanship in 2023.

    His previous responsibilities included serving as vice chairman of the executive committee and worldwide chairman of pharmaceuticals. Across those roles, Duato directed commercial portfolios that spanned consumer health, medical technologies and enterprise software deployment.

    Governance Focus for Packaged Goods

    Consumer goods manufacturers face tighter scrutiny over ingredient sourcing, functional nutrition claims and international compliance standards. Adding seasoned pharmaceutical leadership gives PepsiCo direct access to enterprise-level regulatory risk management as packaged food lines shift toward health-focused formulations.

    RetailNews Asia views the addition of dual-sector executive experience as a defensive step for consumer packaged goods boards. Large food companies are managing stricter packaging directives and retail price pushback across emerging markets, where audit committees must balance heavy capital spending on distribution networks against operating margin targets.

    Timeline and Next Steps

    The regulatory filing under Item 5.02 formalizes board appointments without requiring a shareholder vote prior to the standard annual meeting cycle. Duato joins a board overseeing global operations that generated tens of billions of dollars across beverage bottling and convenience food segments.

    His formal committee duties begin on December 1, 2026, with the initial cash retainer distribution following at the close of the second quarter in June 2027.

  • South Australia Launches $109 Million Wine Sector Rescue Package

    South Australia Launches $109 Million Wine Sector Rescue Package

    South Australia launched a A$109 million ($74 million) support package on September 21. The funding aims to restructure its wine industry and tackle persistent global oversupply.

    The state generates 80 per cent of Australia’s premium wine output and sustains 90,000 regional jobs. It also accounts for A$2.4 billion in annual economic value.

    Capital for Vineyard Transitions and Debt Relief

    At the core of the plan is a A$100 million government-backed loan scheme. It will help grape growers repurpose unviable vineyards into alternative commercial land uses. Eligible growers can apply for concessional loans of up to A$500,000. These facilities include a two-year holiday on both principal and interest repayments to give landholders immediate cash relief.

    Alongside the debt facility, the state allocated A$1 million over two years for independent farm business planning to guide growers through crop diversification. Another A$500,000 will fund industry-led programs to process or clear unsold bulk wine stocks that depress spot grape prices.

    Export Funding and Marketing Expansion

    International market recovery receives direct capital through a A$5 million two-year extension of the Global Wine Growth Program. That funding targets overseas distributor networks and retail shelf placement across key export destinations. An additional A$675,000 marketing campaign will promote South Australian wine and culinary tourism to domestic and international visitors.

    To support corporate producers and family operators managing vineyard removals, the government committed A$2 million to solve waste management challenges associated with copper chrome arsenate treated timber posts. The funding establishes regional collection and aggregation hubs across key growing districts.

    Supply Discipline and Export Realities

    For wine exporters and regional beverage conglomerates, the intervention tackles structural volume imbalances rather than offering temporary operating subsidies. Producers in volume-heavy zones like the Riverland have faced low grape prices as red wine inventories backed up. Trade disruptions and shifting global drinking patterns caused the glut. Treasury Wine Estates and rival brand owners have already shifted emphasis toward luxury tiers, leaving commercial-grade growers bearing the cost of excess acreage.

    Distributors across the Asia-Pacific region face risks around execution speed and grower uptake. If commercial growers use concessional loans merely to service existing debt rather than pulling vines, the domestic surplus will continue to weigh on retail margins. Pairing exit loans with planning deregulation offers a path to balance supply against actual export demand.

    Planning Reforms in Key Growing Zones

    Recommendations from an industry forum convened by the South Australian government helped shape the package to address falling farmgate returns. Planning authorities are introducing the Riverland Economic Recovery Joint Code Amendment. The change rezones selected agricultural parcels to unlock new housing and industrial employment uses across the Murray-Darling basin.

    A newly appointed Wine Industry Coordinator will oversee administrative delivery across state departments and industry groups. Regional winemakers also backed the structural focus of the intervention.

    “South Australia’s wine industry is built on generations of investment, innovation and regional expertise, and this support provides important confidence as the sector responds to changing global markets and consumer preferences,” said Kerrin Petty, Chief Supply Sustainability Officer at Treasury Wine Estates.

    State agencies will release operational guidelines and application dates for the A$100 million transition loan facility in the coming weeks.

  • Black Sea Wheat Shipments Drop 50 Percent as Port Strikes Hit Asian Millers

    Black Sea Wheat Shipments Drop 50 Percent as Port Strikes Hit Asian Millers

    Wheat shipments into Southeast Asian mills dropped sharply this quarter after renewed Black Sea port strikes cut Russian and Ukrainian grain exports by roughly half. Global wheat prices climbed to three-year highs, forcing food processors across the region to replace millions of tonnes of contracted grain.

    Together, Russia and Ukraine account for more than a quarter of the global wheat trade, two-thirds of sunflower oil exports, and 10 per cent of corn shipments. Since July, strikes on maritime terminals, storage silos, and transport vessels across the Black Sea basin have halted bulk cargo loadings and stranded grain intended for Asian and Middle Eastern buyers.

    In Vietnam, Ho Chi Minh City-based flour miller Golden Wheat lost four contracted shipments of Black Sea wheat, representing approximately 20 per cent of its total annual raw grain requirement. Chief executive Tue Vuong secured replacement supplies from Bulgaria for two of the four canceled cargoes, leaving the processing business to source the remaining volume across spot markets at higher prices.

    Millers scramble for replacement cargoes

    Processors across Southeast Asia rely heavily on Black Sea grain to feed commercial flour mills, industrial bakeries, and aquaculture feed production lines. When Black Sea export corridors shut down, buyers face immediate freight penalties to divert purchasing to Australia, North America, or secondary European suppliers. The swiftness of the summer port disruptions caught Asian purchasing desks with lean safety stocks after months of stable pricing.

    Disruptions to regional diesel infrastructure inside Russia have compounded the shipping logjam by pushing fuel prices to record levels. Because diesel represents a primary operating cost for farming machinery, harvesting, and port hauling, transport expenses are flowing directly into export offers. Asian procurement managers now face both elevated commodity benchmarks and expanded freight premiums on spot contracts.

    Higher feedstock costs hit livestock and bakery margins

    Food manufacturers across Asia cannot absorb sustained ingredient increases without altering wholesale pricing. For livestock integrators and aquaculture feed producers in Vietnam, Thailand, and Indonesia, wheat and corn form core dietary inputs. A prolonged disruption in Black Sea bulk shipping will compress processing margins or force consumer-facing price revisions across packaged bakery goods, instant noodles, and animal protein.

    Supermarket operators and packaged food brands are monitoring these wholesale increases closely. While large multi-category food manufacturers carry forward hedging books that cover three to six months of production, mid-sized millers and regional livestock feeders buy on shorter cycles. These smaller processors bear immediate cash flow strain when spot replacement cargoes must be settled under tightened trade terms.

    Port strikes follow collapsed transit corridors

    The current shipping breakdown escalated in July when military attacks targeted Black Sea harbor terminals and loading infrastructure. Previous export arrangements brokered by Turkey in 2022 had allowed Ukrainian crops to transit safely through designated maritime corridors, but those agreements have expired without renewal. At the same time, neighboring European states maintained import bans on Ukrainian overland grain, leaving rail and river routes insufficient to handle standard export volumes.

    Researcher SovEcon estimates that combined Russian and Ukrainian wheat shipments for the July to September harvest period will finish at approximately 50 per cent of their prior-year levels. Major global buyers have already felt the pinch: Egypt, the world’s largest individual wheat importer, received no grain from Black Sea ports for nearly a month following the summer port strikes.

    Contract repricing heads into fourth quarter

    Asian food manufacturers are now reviewing import books for the fourth quarter of 2026. Spot cargo purchases from alternative origins like Bulgaria, Romania, and Western Australia will determine mill gate prices across Southeast Asia as existing warehouse inventories run down through October.

  • Treasury Wine Estates Sells Seppelt Winery to Stonier Owners

    Treasury Wine Estates Sells Seppelt Winery to Stonier Owners

    Treasury Wine Estates agreed to sell its Seppelt brand and production assets in Victoria to Stonier Wines co-owner Aaron Drummond and investment partners.

    The deal covers the historic Great Western winery, its cellar door, surrounding vineyards and the Drumborg vineyard near Portland for an undisclosed sum.

    Asset cull targets balance sheet relief

    Removing the assets clears non-core production operations from the winemaker’s balance sheet before the end of the year. Treasury Wine Estates told investors at its June Investor Day that shedding peripheral labels would help deliver $100 million in structural savings. That target follows a full-year loss of nearly $650 million. Chief executive Sam Fischer has directed capital away from commercial-tier regional labels. He is concentrating resources on global luxury lines led by Penfolds.

    Drummond’s consortium takes full control of Seppelt intellectual property and inventory. Drummond serves as chief executive of Mornington Peninsula producer Stonier. Operations at the 160-year-old Great Western site and the cool-climate Drumborg estate will continue under the new ownership group.

    What the transaction shifts for regional producers

    Offloading regional assets eases operational drag for corporate wine giants coping with elevated inventory costs and uneven consumer demand across major Asia-Pacific channels. The exit by Treasury Wine Estates opens direct access to established heritage infrastructure for boutique operators, distributors, and commercial buyers without corporate overheads. Luxury labels command the bulk of group capital expenditure. Historic mid-market estates now shift to private multi-brand operators who run them on leaner cost bases.

    Similar portfolio realignments have occurred across the Australian wine sector as larger listed producers carve out regional production assets to protect earnings. The operational risk lies in vineyard throughput. Shedding crush capacity cuts fixed maintenance costs immediately. Independent buyers must still maintain distribution volume across domestic retail chains to keep the acquired acreage profitable.

    Historic production footprint changes hands

    Seppelt traces its origins to 1851, when founder Joseph Seppelt established Seppeltsfield in South Australia. The business expanded into Victoria through the Great Western property, which was established in 1865 and incorporated into Seppelt in 1918. The site contains The Drives, a network of cellars excavated by gold miners starting in 1868. It forms the largest underground storage cellar system in Australia.

    Drumborg’s vineyards were first planted in 1964 to supply cool-climate sparkling base wine and table fruit from south-western Victoria. Treasury Wine Estates managed the properties under its broad domestic multi-regional supply model. It designated the labels non-core during its 2026 operational review.

    Next steps for the settlement

    Final settlement of the transaction is scheduled for mid-October 2026, subject to standard commercial closing terms. RetailNews Asia will track the progress of Treasury Wine Estates against its $100 million balance sheet reduction target as the group prepares its next investor update.

  • Ferndale Foods Takes Jila into 16,500 South Korean Stores

    Ferndale Foods Takes Jila into 16,500 South Korean Stores

    Ferndale Foods Australia secured its largest international deal in September 2026, launching four Jila confectionery products across 16,500 South Korean retail outlets.

    The Ballarat-based manufacturer rolled out the range across CU convenience stores and Olive Young health and beauty locations nationwide.

    Distribution across CU and Olive Young

    Initial shipments introduce four stock-keeping units from the Jila range, led by sugar-free gum, directly into high-traffic retail points across the peninsula.

    CU operates one of South Korea’s largest convenience store footprints, while CJ Olive Young dominates the domestic health and beauty sector with prime foot-traffic locations in commercial centres and transit hubs.

    Convenience retail dynamics in Seoul

    South Korea represents one of the densest convenience store markets per capita globally, where checkout counter space dictates brand visibility and repeat impulse buying.

    For imported confectionery makers, securing immediate nationwide distribution through established convenience and drugstore chains eliminates the friction of building fragmented regional sales routes.

    Export expansion beyond domestic borders

    The agreement marks a major geographic expansion for Ferndale Foods, which manufactures its sugar-free confectionery and mints out of regional Victoria.

    Ballarat production facilities will supply the South Korean network directly, testing the manufacturer’s export packaging and high-volume supply chain logistics across North Asia.

    Targeting 45,000 doors by June

    Ferndale Foods is targeting 45,000 retail doors in South Korea by June 30 next year.

    Talks are currently under way with additional major Korean convenience store operators to secure the remaining shelf space needed to meet that distribution target.

  • Tim Ho Wan Opens First Global Dim Sum Innovation Lab in Hong Kong

    Tim Ho Wan Opens First Global Dim Sum Innovation Lab in Hong Kong

    Tim Ho Wan opened its first Global Dim Sum Innovation Lab at Lee Garden Two in Hong Kong in September 2026. The site serves as the central development kitchen for its worldwide restaurant network.

    The facility centralises recipe testing and chef training to standardise food quality across international branches. Glass walls separate the test kitchen from the dining room. Diners in Causeway Bay can watch staff test ingredients, adjust steamer temperatures, and refine techniques.

    Developing Standardised Dim Sum Menus

    Culinary teams at the site test recipe tolerances and intentional errors. This work establishes baseline operating procedures before dishes roll out overseas. Global creative director Chef Cheung Yat Sing leads menu development inside the Causeway Bay kitchen, focusing on consistency across varied kitchen setups.

    Global chief executive Sheng Lee said the objective is converting high-end dim sum craft into replicable commercial formats across all markets.

    “Our ultimate goal is to translate our best recipes into standardised processes,” Lee said.

    Operational Impact on Global Franchises

    Centralised recipe development addresses quality control challenges during rapid cross-border expansion. Dim sum relies heavily on skilled pastry folding, precise steaming moisture, and fresh filling preparation. These factors often vary widely between franchise operators in different countries.

    By turning the kitchen into an operational testing hub, the group aims to lock down ingredient specifications and cooking parameters before overseas branches introduce new items. Success depends on whether strict procedural standards can maintain texture and flavour when local franchisees substitute regional flour grades and fresh proteins.

    Menu Engineering and Causeway Bay Exclusives

    Causeway Bay is also using the facility to test consumer demand directly through exclusive trial dishes. The company introduced three launch items for the site: a Chef’s Special Siu Mai Trio, a Roasted Tea and Fig Steamed Pudding, and an Iced Apple Lychee Lu’an Tea.

    Dishes that perform well with local diners and meet production efficiency benchmarks will join the master menu distributed to overseas franchisees and joint-venture partners.

    Regional Expansion and Concept Testing

    The lab opening follows recent operational adjustments across the chain’s regional footprint, including trials of a dedicated takeaway format in Taiwan. That trial examined throughput speed and packaging durability for off-premise sales in dense urban transit corridors.

    Staff at the Lee Garden Two innovation lab are now preparing the first batch of seasonal recipes for rollout across Asian outlets later this year.

  • Asian Fast Food Chains Accelerate Australian Expansion Beyond 10 Outposts

    Asian Fast Food Chains Accelerate Australian Expansion Beyond 10 Outposts

    Asian quick-service restaurant operators are accelerating their Australian rollouts. Chinese beverage group Mixue leads the charge. It has expanded beyond 10 locations across the country since entering Sydney in 2023.

    The push targets Australia’s youth demographic. Consumers aged 15 to 24 represent the largest single group buying takeaway food, according to IbisWorld data.

    New entrants target metropolitan centres

    Arrivals across Sydney and Melbourne picked up sharply after 2023. Malaysian halal fried chicken chain Marrybrown, Japanese cafe brand Nana’s Green Tea, Philippine soft-serve seller Miguelitos and Chinese tea group Molly Tea have all opened corporate or franchised doors.

    Indonesian restaurant operator Sederhana opened in Melbourne to serve West Sumatran Minang dishes. In Sydney, Chinese tong sui specialist Makkee Dessert launched its first storefront with street-level queues on opening day. Korean fried chicken franchisor NeNe Chicken laid early groundwork for Asian QSR formats when it entered Melbourne in 2015.

    Operational shifts favour grazing and small transactions

    These incoming concepts rely on high-turnover, small-ticket sales rather than traditional full-meal sittings. Menus built around single-portion fried chicken, sweet soups, soft-serve ice cream and brewed teas match changing routines geared toward all-day snacking.

    Store footprints are configured around digital ordering infrastructure. Outlets deploy self-service touchscreen kiosks, QR-code ordering tables and flexible modular seating. This setup cuts labour overheads and handles heavy foot traffic during afternoon and late-evening peaks.

    Merchandising drives youth brand loyalty

    Visual branding and proprietary merchandise drive customer retention across these chains. Operators sell accessories including cooler bags, character magnets and toy outfits alongside drinks and meals. Collectable goods anchor repeat business.

    Mascots give these brands instant visibility. Mixue uses its Snow King snowman across store facades and packaging, while Marrybrown deploys Brownie the chipmunk. Both characters provide social media cut-through in prime urban retail strips that carry high commercial rents.

    Pipeline builds for late 2026 rollouts

    Japanese curry specialist Coco Ichibanya is preparing its first Melbourne opening before the end of the year, introducing its spoon-wielding cat mascot to the local market. Philippine fast-food giant Jollibee is also tracking Australian real estate after signaling entry plans for several years.

    Industry attention now turns to execution. Rivals are watching how fast Coco Ichibanya scales its initial Melbourne footprint and whether Jollibee secures its first Australian flagship site.

  • Coca-Cola Commits P157 Million to Aid 15,000 Philippine Micro-Retailers

    Coca-Cola Commits P157 Million to Aid 15,000 Philippine Micro-Retailers

    Coca-Cola Philippines launched a 157 million peso support fund in 2020 to help more than 15,000 sari-sari store operators resume trading safely across the country. The capital injection targets micro-retailers hit by extended pandemic lockdowns and economic disruptions.

    Micro-retailers represent the commercial backbone of Philippine fast-moving consumer goods distribution, accounting for more than one million outlets nationwide. Industry survey data from the Philippine Association of Sari-Sari Store and Carinderia Owners showed that 42 per cent of sari-sari stores and 75 per cent of small eateries shut during peak lockdown periods, while surviving outlets scaled back inventory and operating capacity by up to 90 per cent.

    Restoring neighborhood retail channels

    The company rolled out the initiative, titled the Rebuilding Sari-Sari Stores Through Access to Resources and Trade (ReSTART) program, alongside the Department of Trade and Industry. Participating vendors receive cash assistance, digital training modules, and retail guidance designed to meet national health and safety compliance rules.

    Bottling arm Coca-Cola Beverages Philippines, Inc. Paired the state-backed scheme with direct balance-sheet relief for distributors. The bottler revised credit terms and payment schedules for route partners while working with the Philippine Disaster Resilience Foundation to deliver 10,000-peso starter inventory packs, including 3,000 pesos of beverage stock, to 400 vulnerable store owners.

    Distribution push for returning workers

    Beyond existing store networks, the group is recruiting displaced overseas workers into its wholesale logistics chain. More than 285,000 overseas Filipino workers faced sudden repatriation during global travel halts and regional economic contractions.

    Through the OFW RISE program, run with the Department of Labor and Employment and technical training body TESDA, the beverage maker offers business coaching and exclusive wholesale rights. The companion Balik Pinas initiative expands that commercial pipeline nationwide, establishing family-run beverage distributorships backed by brand credit lines.

    “This is why we have continued and intensified investments in the country and have launched initiatives like Balik Pinas for returning OFWs,” said Gareth McGeown, President and Chief Executive Officer of Coca-Cola Beverages Philippines, Inc.

    Supply chain defense in traditional trade

    Fast-moving consumer goods manufacturers in Southeast Asia face immediate revenue loss when informal retail stalls. Unlike modern supermarket chains with centralized warehouses, traditional trade in the Philippines relies on daily cash turns and high-frequency neighbourhood purchases. When micro-retailers lack working capital to restock beverage coolers, beverage volume drops instantly at the factory gate.

    Direct financial intervention protects downstream volume more effectively than conventional consumer marketing during a retail slump. Competitors in the packaged food and beverage categories face identical route bottlenecks, but deploying balance-sheet liquidity directly into vendor restock programs locks in shelf space before independent retailers switch working capital to dry goods or alternative suppliers. The credit risk sits with repayment rates among cash-strapped micro-entrepreneurs, yet writing off trade support costs less than rebuilding lost distribution reach.

    Targets for the nationwide network

    The micro-retail recovery packages build on continuous capital deployment across the bottler’s domestic infrastructure. CCBPI maintains 19 operational manufacturing plants across Luzon, the Visayas, and Mindanao, supported by a proprietary fleet logistics footprint.

    Execution milestones now rest on onboarding the targeted 15,000 micro-retailers into the ReSTART network while scaling wholesale recruitment for returning workers across provincial distribution hubs.

  • Mr Chen’s Launches Three Multi-Serve Frozen Meal Kits

    Mr Chen’s Launches Three Multi-Serve Frozen Meal Kits

    Mr Chen’s expanded its frozen grocery lineup with the launch of three multi-serve meal kits in September 2026. The brand designed each pack to cook in 15 minutes and serve two people.

    The rollout targets dinner occasions with three takeaway-style recipes: Chicken Chow Mein Noodles, Korean Style Beef Noodles, and Chinese Chicken Fried Rice. The format shifts the brand beyond single-serve snacks and dumplings into complete dinner solutions.

    Component packaging for frozen dinner kits

    Each kit uses segregated interior packaging to keep proteins, carbohydrates, vegetables, and sauces separate until cooking. This structure avoids the texture degradation common in pre-mixed frozen ready meals during pan preparation.

    The supplier aims to capture consumers seeking quick evening meals without ordering restaurant delivery. Supermarket freezer space in Australia has historically concentrated multi-serve meal kits in Western and Italian categories such as pasta and bakes, leaving Asian recipes under-represented in larger formats.

    Shifting space in supermarket freezers

    For supermarket buyers at Coles and Woolworths, multi-serve Asian meals offer a higher register ring than traditional individual dumplings. Frozen grocery categories have seen steady volume gains as shoppers manage household food budgets against rising dining-out costs.

    Suppliers face execution hurdles in maintaining vegetable crispness and protein tenderness across commercial cold chains. Maintaining ingredient integrity across frozen distribution networks remains the primary barrier to repeated customer purchases in premium frozen food.

    Evolution from dim sum specialist

    Mr Chen’s built its retail distribution across Australian grocers by establishing a foothold in frozen yum cha items, gyoza, and steamed buns. Expanding into centre-of-plate meal kits represents an effort to command broader shelf space within the frozen aisle.

    Retail buyers will track initial sell-through rates across metropolitan stores over the coming quarter to determine whether the two-serve meal format justifies dedicated permanent shelf allocation.