Many retailers have recognised that consumers are increasingly interested in buying food that comes from local producers. So what makes the Waitrose Locally Produced initiative stand out?
Well, for starters, the chain's attention to detail was particularly impressive. Waitrose set about trying to develop a range of distinctive foods with local provenance, integrity and tradition. Its aim was "to offer customers the highest quality food, made in their areas and delivered direct to stores wherever possible".
Significantly, the chain also began trying to define local-ness with products only available in branches within a 30-mile radius of where they were made. The 30-mile figure is significant because Waitrose believes that a product ceases to be local in the minds of consumers beyond that distance.
Achieving all of that was only possible by working in close partnership with small producers, providing help and guidance when needed. If producers could only supply one store, that was fine by Waitrose. And in many cases, products from the Locally Produced range are only available in a handful of shops. Much of the range was sourced after an epic journey across the UK by Waitrose's Jocelyn Clarke and well-known foodie Henrietta Green.
The retailer was able to source 330 Locally Produced lines, which fulfilled a number of strict criteria ranging from the size of supplier to the sort of ingredients that should be in the finished products. Each product is identified in store with a special shelf-edge barker. Consumer leaflets were also created about the range.
Underpinning all of this work is Waitrose's groundbreaking Small Producers Charter which was launched to reassure suppliers that they could get trust, commitment and support from a supermarket chain. In short, this was designed to remove any lingering suspicion among suppliers that big retailers do not have their best interests at heart.
At the same time, Waitrose has developed a guide to encourage small producers, or those thinking of starting production, to contact the chain.
It has also developed a series of workshops to help producers that have no experience of supplying a multiple and, underpinning its commitment to British local foods, the chain worked in partnership with The Times newspaper to create the small producers awards.
The judges were looking for ideas that created commercial benefit through either generating new sources of revenue or a reduction in costs. A key issue was financial evidence that the initiative was driving the business forward.
Our panel of experts was especially keen to see ideas that truly differentiated the business. The three shortlisted entrants had developed strategies that tackled major issues in an innovative and scaleable way.
But Waitrose finally walked off with the honours because the judges felt the initiative was a true point of differentiation, showing real commitment to small suppliers.
They were impressed by evidence that showed how the scheme had been communicated to customers, and by the response from government departments, food groups and suppliers.
{{ANALYSIS }}
Well, for starters, the chain's attention to detail was particularly impressive. Waitrose set about trying to develop a range of distinctive foods with local provenance, integrity and tradition. Its aim was "to offer customers the highest quality food, made in their areas and delivered direct to stores wherever possible".
Significantly, the chain also began trying to define local-ness with products only available in branches within a 30-mile radius of where they were made. The 30-mile figure is significant because Waitrose believes that a product ceases to be local in the minds of consumers beyond that distance.
Achieving all of that was only possible by working in close partnership with small producers, providing help and guidance when needed. If producers could only supply one store, that was fine by Waitrose. And in many cases, products from the Locally Produced range are only available in a handful of shops. Much of the range was sourced after an epic journey across the UK by Waitrose's Jocelyn Clarke and well-known foodie Henrietta Green.
The retailer was able to source 330 Locally Produced lines, which fulfilled a number of strict criteria ranging from the size of supplier to the sort of ingredients that should be in the finished products. Each product is identified in store with a special shelf-edge barker. Consumer leaflets were also created about the range.
Underpinning all of this work is Waitrose's groundbreaking Small Producers Charter which was launched to reassure suppliers that they could get trust, commitment and support from a supermarket chain. In short, this was designed to remove any lingering suspicion among suppliers that big retailers do not have their best interests at heart.
At the same time, Waitrose has developed a guide to encourage small producers, or those thinking of starting production, to contact the chain.
It has also developed a series of workshops to help producers that have no experience of supplying a multiple and, underpinning its commitment to British local foods, the chain worked in partnership with The Times newspaper to create the small producers awards.
The judges were looking for ideas that created commercial benefit through either generating new sources of revenue or a reduction in costs. A key issue was financial evidence that the initiative was driving the business forward.
Our panel of experts was especially keen to see ideas that truly differentiated the business. The three shortlisted entrants had developed strategies that tackled major issues in an innovative and scaleable way.
But Waitrose finally walked off with the honours because the judges felt the initiative was a true point of differentiation, showing real commitment to small suppliers.
They were impressed by evidence that showed how the scheme had been communicated to customers, and by the response from government departments, food groups and suppliers.
{{ANALYSIS }}
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