Abasto Magazine - May/June 2026 ENGLISH
This issue of 'abasto' magazine offers strategic insights for Hispanic business leaders, featuring Padilla ISM as a commercial ally to enhance time management and market execution.
Essential Guide for the Hispanic Entrepreneur • MAY | JUNE 2026 • YEAR 18 • ABASTO.COM • LOOK FOR THE SWEETS AND SNACKS INSERT, PAGE 51.
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4 • May | June 2026 • abasto.com Content MAY JUNE 2026 Business Showcase 10. Soft Drinks Consumers seek hydration, and you seek profitability. 14. Ricos Products Concession nachos celebrate 50 years. 46. Grupo AJE Volt, Amayu, and Dilyte accelerate global expansion. 48. INNERCIA Well-designed display solutions. 52. Pasta Soccer La Moderna brings the passion for soccer to the table. 64. Mineragua The best sparkling water with just the right number of bubbles. Agricultural Indus- try 42. Fruit Department Exp. Group begins a new phase of growth. Focus 22. Supermarket Closures Chains scale back operations to protect profitability. Advice 70. Soccer in the Store Ten ideas to turn your store into a tournament venue. Food Industry 54. Masterclass in Longevity Banner Wholesale Grocers celebrates its 100th anniversary. 58. Hispanic Loyalty Build cultural and emotional connections, not just points. 60. Expo ANTAD This trade show is preparing for its 43rd edition in Guadalajara. 68. Local Stores Beat Walmart Consumers trust their local stores more. Cover 26 66 52 54 60 56 62 46 48 14 10
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6 • May | June 2026 • abasto.com • EDITORIAL Executive Director Retail in Transition: Challenges, Closures, and Resilience in the Industry T he U.S. grocery retail sector ente- red 2026 at a critical juncture. At Abasto, we see how supermarket closures, pressure on margins, and rising operating costs are marking a period of adjustment that cannot be ignored. Added to this is more intense competition and a constantly evolving consumer, forcing the entire industry to rethink its strategy. But beyond the economic indicators, there is a reality we must not lose sight of: every store that closes has a direct im- pact on communities, especially the most vulnerable ones. Retail, at the end of the day, is not just a business; it is an essen- tial service. That is why, in this issue, we wanted to delve deeper into this topic with an analysis by Hernando Ramírez Santos on page 22. At the same time, we believe it is im- portant to highlight stories that reflect the strength and resilience of our sector. On our cover, we feature Padilla Imports (page 26), a company that continues to invest in brand development and market growth. We also celebrate Banner Who- lesale’s 100th anniversary in an exclusive report by Violeta Montes de Oca (page 56), a clear example of the key role played by the wholesale channel in the development of independent retail. We also include in this issue the special insert from the Sweets & Snacks Show (page 51), where we present specific opportunities for the point of sale. Among them, Totis banana chips, ready for distri- bution and with attractive profit potential. Additionally, on page 28 of this insert, we analyze how confectionery can become an effective strategy to boost sales. As part of our commitment to the in- dustry, Abasto will be present at some of the year’s most important events, such as Expo ANTAD 2026, the Sweets & Snacks Show, NRA (National Restaurant Asso- ciation), IDDBA (International Dairy, Deli and Bakery Association), and the Summer Fancy Food Show. Through our platforms, both print and digital, we aim to bring you the most relevant insights from each of these events, connecting you with trends, innovations, and new opportunities. In these pages, you’ll also find content on artificial intelligence, practical tools for your business, and diverse perspecti- ves that will help you better understand where the industry is headed. At Abasto, we are convinced that even in times of transformation, retail can adapt, evolve, and emerge stronger. 2026 will be a pivotal year for those who know how to anticipate changes without losing sight of the opportunities offered by a dy- namic market.
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8 • May | June 2026 • abasto.com Collaborators abastomedia abastomagazine abasto abasto Abasto es una revista bimestral de circulación nacional publicada por Hispanic Marketing Consultants, Inc. P.O. Box 20577 Wins- ton-Salem, NC 27101. Todos los derechos reservados. Prohibida la reproducción parcial o total de su contenido sin previa autori- zación del Editor. Abasto investiga la seriedad de sus anunciantes, pero no se hace responsable del contenido de las ofertas. Las opiniones expresadas por los autores y contribuyentes que colaboran en esta revista no son necesariamente compartidas por los editores o representantes de HMC (Hispanic Marketing Consultants) Abasto Media. • Ana María Triana Psychologist & Business Consultant. She is Marketing Director of AnaBella Dried Food. • Ramón Portilla Founder HumanX Insights. Visionary leader in customer insights. Passionate about CX. Innovator in Insights technology • Julio Ibáñez International Retail Executive and Advisor and President of the Hispanic Retail Chamber of Commerce • Diana Leza Sheehan Founder of PDG Insights with over 25 years of experience, she helps brands and retailers make strategic decisions using data. • Doreen Colondres. Latina chef, tireless traveler, graduate and certified in gastronomy and wines, and owner of the Vitis House school. • Ken Ninomiya Omnichannel marketing and e-commerce ex- pert. Award-winning marketing professional, professor, author, and strategist. • Ramón Portilla Founder HumanX Insights. Visionary leader in customer insights. Passionate about CX. Inno- vator in Insights technology • Ricardo Gaitán Branding specialist. Master in Marketing Mana- gement Universidad San Plablo. Author of the book: “101 useful branding tips” Gerente General / General Manager Gustavo Calabro gcalabro@abasto.com 336.724.9718 x.204 Diseño Gráfico / Graphic Design Orlando Rivera orlando.rivera@abasto.com 336.724.9718 Departamento Editorial / Editorial Department Hernando Ramírez-Santos hramirezsantos@abasto.com 336.724.9718 x.201 Violeta Montes de Oca vmontesdeoca@abasto.com 336.724.9718 x.203 Cuentas Nacionales / National Accounts Eliana Lankerd elankerd@abasto.com 336.724.9718 x.202 Ventas México-Latam / Sales Representative LATAM Marcela Cháves dianac@abasto.com 336.724.9718 x.206 Xóchitl Oliva xoliva@abasto.com 713.363.0385 Juan Pablo Madero jpmadero@abasto.com 52.1.333.167. 8502 Inteligencia Empresarial / Business Intelligence Luke Ostertag luke.osterag@abasto.com Administración & Eventos / Administration & Events Fernanda P. Walker fernanda.pineros@abasto.com 336.724.9718 x.213 Redes Sociales / Social Media Danna Guevara dannag@abasto.com Publicidad / Advertising advertising@abasto.com | 336.486.2424 Suscripciones / Subscriptions info@abasto.com
10 • May | June 2026 • abasto.com BY ABASTO T here’s a window in the retail calendar that opens on its own every year—driven by the heat, thirst, and the spending power of His- panic consumers—and lasts just a few months. High temperatures don’t just increase bevera- ge consumption: they boost purchase frequency, drive impulse buying, and open the door to new habits. For retailers, this translates into a speci- fic strategic need: having a diverse portfolio fea- turing brands that Hispanic consumers already know, love, and seek out. Don’t bet on a single category—bet on the entire spectrum of thirst. Five beverage brands with a rich history, great taste, and strong market presence are waiting for a spot in your fridge. The most profitable season of the year for this category is just around the corner. Central America’s #1 Arrives Thirsty for Market Share: Raptor Energy Drink The Taste of Nostalgia With Vitamins: Natura’s and Del Frutal Two brands, one promise: to bring Hispanic consumers the flavor they grew up drinking. Natura’s , the leading nectar brand in Honduras and backed by Unilever, combines real fruit, vitamins A and C, and low sodium in a product that resonates with families and young adults seeking authenticity. Del Frutal, with over 40 years in the Guatemalan market, offers its orange drink with natural pulp—no refrigeration required, enriched with vitamin C, and sweetened with cane sugar—as the ideal choice for repeat purchases in the juice category. Together, these brands build loyalty and fill the shelves with names that Hispanic customers recognize from home. Raptor isn’t here to introduce itself—it’s already made a name for itself. The leader in energy drinks in five of six Central American countries, this Guatemalan brand enters the U.S. Hispanic market backed by a consumer base that recognizes and demands it. Focused on hardworking individuals—men and women who give their all in the most demanding jobs—Raptor is synonymous with volume, brand recognition, and consistent turnover during peak demand months. Pleasure in a Can: 5 Volcanoes Coffee Not all of summer is about thirst for cold water. 5 Volcanoes Iced Co- ffee Latte —in a 12-oz can, Mocha and Vanilla flavors—captures that moment of practical indulgence for the on-the-go consumer. With na- tural caffeine, reduced-fat milk, and an 18-month shelf life, this ready-to- drink coffee diversifies your offering and opens up consumption occa- sions that go beyond hydration. Summer rewards those who are prepared. Just like at the beginning, the window opens on its own, but it’s the shopkeeper who decides whether they have something to sell when the customer arrives thirsty. Hydration With a Kick: Revive Hydro Energy Sports drink or energy drink? The answer, in this case, is both. Revive Hydro Energy redefines the category with a zero-calorie formula that combines electrolytes, natural caffeine, and vitamins B3, B5, B6, and B12. In flavors like Dragon Fruit, Watermelon, and Coconut Lemonade, this product speaks directly to the active consumer who doesn’t want to choose between performance and refreshment. The shelf represents a differentiated entry into a high-growth subcategory. EMBRACE SUMMER WITH THE MOST REFRESHING BEVERAGES
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12 • May | June 2026 • abasto.com Goya Foods celebrated its 90th anniversary with a purpose. On March 31, 2026, the 90th day of the year, the largest Hispanic-owned food company in the United States launched its annual Goya Gi- ves Day event, donating 1 million pounds of food to families and individuals across the country, in Puerto Rico, and in Spain. Goya Foods Donates 1 million Pounds of Food 90 años de historia celebra Goya March 31 was the 90th day of the 2026 calendar year 1 million pounds of food is what the company collected + 100 community partners and employees joined forces to make the donations 47 millions Americans , approximately, currently live in food-insecure households, according to the U.S. Department of Agriculture 13.5% of households, approximately, in the country face this situation at some point during the year Starter This is where I started my first job, and this company will always hold a special place in my heart. It is an honor to work alongside this great team, and I remain committed to achieving success together during this transition.” From Ahold Delhaize to Dollar General JJ Fleeman will step down as CEO of Ahold Delhaize USA at the end of June 2026 to pursue a new professional opportunity. Unilever and McCormick Create a Flavor Giant Unilever and McCormick have agreed to combine Unile- ver’s food business (“Unilever Foods”) with McCormick. Unilever (with brands such as Knorr, Hellmann’s, and Best Foods, among others) and Mc- Cormick (Cholula, French’s, and Old Bay, among others) are ex- pected to create a food portfolio with annual sales of approxima- tely $20 billion. Grocery Outlet Faces Federal Lawsuit Grocery Outlet is facing a law- suit after its rapid expansion led to a 27.9% drop in its stock price and the closure of 36 sto- res, serving as a warning to the industry.
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14 • May | Jun2026 • abasto.com Ricos Nacho Truck To mark the milestone, Ricos is hitting the road in April on a cross-country journey honoring the theatres, retail partners, and communities that hel- ped build this legacy. At the heart of the tour is the Nacho Truck, a rolling tribute to five decades of unforgettable movie nights, Friday night lights, and snack-time traditions. The journey will culminate in a spe- cial visit to Mahoning Drive-In Theatre in Lehighton, Pennsylvania, with ad- ditional stops planned in Bentonville, Arkansas; Knoxville and Nashville, Tennessee; Hagerstown, Maryland; and Roanoke, Virginia. At every stop, the Ricos team will create engaging, high-energy consumer moments de- signed to celebrate the power of snack culture and cinema nostalgia to thank the theatres, retail partners, and loyal communities who have made Ricos a staple of the concession and snacking experience for the past 50 years. “Ricos has always been about shared moments—cheering with friends, cele- brating wins, and enjoying great snacks along the way,” says Megan MacDiar- mid, Vice President of Marketing at Ri- cos. “After 50 years, we are still humbled to be part of the memories that matter most. We can’t wait to surprise and deli- ght cheese lovers all year long and conti- nue creating moments worth savoring. R icos Products, the iconic snack brand that introduced the world to concession na- chos, is celebrating 50 years of deli- vering unforgettable flavor and fun to fans everywhere. First debuting in 1976 at Arlington Stadium in Ar- lington, Texas, Ricos nachos forever changed how spectators and movie- goers enjoy the moments they love, sparking a global snack phenome- non that continues today. What began as a simple concession snack (tortilla chips, cheese, and ja- lapeños) quickly evolved into a cultu- ral staple expanding beyond stadiums and theaters into homes, retail and club stores, and entertainment venues in over 80 countries. Over the past five decades, Rico’s portfolio has expanded to include a variety of canned cheese sauces, flavored ready-to-eat popcorn, nacho chips, jalapenos, nachos on the go, pickles, and sno-ball syrups “Fifty years of Ricos represents the power of innovation and the joy of bringing people together through food. Nachos are part of the moments we look back on,” said Tony Liberto, CEO of Ricos. “And as we look ahead, we’re excited to continue pushing boundaries and creating fun, flavor- ful experiences for the next genera- tion of fans.” Thank you, nacho lovers Being a family-owned and operated company, Ricos has grown alongside generations of fans, becoming a part of their everyday traditions. This miles- tone is a chance to thank nacho lovers for decades of support and to honor the memories and moments made around food. Ricos is committed to innova- ting the snack aisle, creating delicious, high-quality products that bring people together for the next 50 years and beyond. Fans are invited to follow Ri- cos on social media and subscri- be to the e-newsletter for early access to exclusive offers, event announcements, and giveaways. Ricos Products Celebrates 50 Years as the Originator of Concession Nachos A Golden Anniversary Celebrating Five Decades of Fun, Flavor, and Shared Moments
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16 • May | June 2026 • abasto.com • NOTICIAS
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18 • May | June 2026 • abasto.com “Soccer is not just a sport for our fami- lies — it represents memories, iden- tity and pride,” said Oscar González, Co-President of Northgate González Market. “Familia Fútbol celebrates this historic World Cup moment through the food, traditions and values that de- fine our community.” The campaign features a power- ful roster of Mexican cultural icons and sports legends, including boxing champion Julio César Chávez, legen- dary goalkeeper Jorge Campos, lu- chador El Hijo del Santo and beloved entertainer Angélica María. Represen- ting the next generation is Mexican women’s national team star Scarlett Camberos. Additional soccer legends participating include Paco Palencia, Claudio Suárez, Ramón Morales, Brau- lio Luna, Francisco “Maza” Rodríguez and Carlos Hermosillo. The immersive launch event was hosted by former Mexican national team player Mariano Trujillo and sports journalist and digital creator Li- vette Ruvalcaba. Guests experienced curated memorabilia, live entertain- ment featuring soccer freestylers and mariachi, and interactive moments with campaign talent. Northgate Market will bring game-day flavors to life throughout the tournament, offering freshly marinated carne asada, handmade guacamole, aguas frescas, botanas and ready-to-serve party trays designed to help families celebrate matches at home. Upcoming Familia Fútbol activa- tions across Southern California inclu- de fan fests, youth soccer clinics, meet- and-greet events with cultural icons, a Mother’s Day sweepstakes and World Cup Final viewing celebrations. The power of Futbol for Hispanics BY VIOLETA MONTES DE OCA N orthgate González Market launched Familia Fútbol, a sweeping World Cup 2026 campaign celebrating the culture, food, and passion for soccer that unite Latino families across gene- rations. The March 18 launch event at the historic Yost Theater in Santa Ana marked the ceremonial kicko- ff of a community-wide celebration that will continue through the FIFA World Cup Final in June 2026. The “Familia Fútbol” campaign ho- nors both the families we are born into and those we choose—the commu- nities that gather to cheer, celebrate, and share a table. As Mexico kicks off the tournament at the legendary Esta- dio Banorte (formerly Estadio Azteca), Northgate González Market is positio- ning itself as the ultimate cultural hub for World Cup celebrations across Sou- thern California. 18 • May | June 2026 • abasto.com Northgate González Market “Familia Fútbol” for 2026 World Cup • IN THE NEWS
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20 • May | June 2026 • abasto.com • CONVENIENCE BRIEFS Pilot Upgrades POS with NCR Voyix Partnership NCR Voyix, a platform-powered lea- der in unified commerce for shop- ping and dining, and Pilot, North America’s largest travel center opera- tor, announced a five-year exclusive platform agreement. Under the ex- panded partnership, Pilot will deploy Voyix point-of-sale for convenience fuel retail—including both retail and commercial fuel solutions—along with a suite of additional platform capabilities. QuikTrip Opens 1,200th Store in Atlanta Metro QuikTrip opened its 1,200th store at 6459 Jonesboro Rd. in Morrow, Georgia, underscoring the company’s long-term com- mitment to metro Atlanta and continued growth across the country. Conveniently located just north of Interstate 75, the Morrow store will be the 181st QuikTrip in Georgia, one of the company’s most important and fastest-growing markets. Love’s opens new travel stop in Louisiana Love’s Travel Stops expanded its foo- tprint in Louisiana, with the ope- ning of a new store in Mandeville. The newest travel stop is Love’s first location on Interstate 12, conve- niently located off exit 68 at 66595 Wadsworth Parkway. The travel stop adds 125 truck parking spaces to Lo- ve’s network and fills a gap in a popu- lar travel route on Interstate 12. Couche-Tard Wins 2026 Gallup Workplace Award Alimentation Couche-Tard has been named a 2026 Gallup Exceptional Workplace Award (GEWA) Winner With Distinction, which recognizes the most engaged workplace cultures in the world. This is the fifth conse- cutive year Couche-Tard has been na- med a GEWA winner.
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22 • May | June 2026 • abasto.com • ECONOMY FOCUS BY HERNANDO RAMÍREZ-SANTOS S upermarket closures in the U.S. will continue throughout 2026 as chains scale back operations to protect pro- fitability. Although analysts expect the pace of closures to slow slightly, closures will still outnumber openings, keeping pressure on low-income neighborhoods and regional access to food. Retail analytics firm Coresight Research forecasts the closure of 7,900 stores in the United States in 2026, across all retail sec- tors, representing a 4.5% decline from 2025. Meanwhile, retailers plan to open about 5,500 stores. The net contraction hi- ghlights a structural shift rather than a tem- porary reduction. Several national media outlets have clo- sely followed this shift. Grocery Dive des- cribed 2025 as another difficult year for brick-and-mortar retail, citing consolida- tion and underperforming locations. Forbes reported that supermarket closures remain historically high, even as digital sales grow- th stabilizes. Supermarket Closures in the U.S. Will Be a Harsh Reality in 2026 Closures Driven by Corporate Restructuring Major supermarket operators continue to adjust their footprint. Kroger confirmed its plans, across multiple markets, to close un- derperforming stores and reinvest in remo- dels and higher-volume locations. Regional media outlets such as the Mi- lwaukee Journal Sentinel and the Houston Chronicle documented closures linked to long-term efficiency goals. The discount supermarket chain Aldi and other operators have also exited certain ur- ban locations where margins had shrunk. At the same time, some experimental for- mats have scaled back. Local media coverage highlighted the abrupt closures of certain Amazon Fresh locations, indicating a realignment rather than unchecked expansion. Executives argue that consolidation strengthens balance sheets. However, the communities left behind face fewer shop- ping options and weaker price competition. 7,900 stores are expected to close in the United States by 2026, across all retail sectors, according to Coresight Research • Continues on page 24
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24 • May | June 2026 • abasto.com The Economic Obstacles Behind the Shift Although inflation has cooled from its 2022–2023 peak, ope- rating costs remain high. Labor costs, insurance premiums, and supply chain volatility continue to squeeze margins. At the same time, consumers are becoming more price-sensitive and are opting for discount formats or private-label brands. Retailers are responding by focu- sing investment on high-performing stores and digital infrastructure. Analysts at Coresight Research note that omnichannel strategies now dominate expansion planning. However, the penetration of online supermarkets continues to vary by income level and geography, limi- ting their ability to replace physical stores in vulnerable communities. Approved Funding President Sh- muel Shayowitz told financial me- dia that reduced competition from physical stores could translate into fewer choices and potentially hi- gher prices for shoppers. • Continuation of page 22 Food Deserts and Rising Inequality The U.S. Department of Agriculture esti- mates that 17.1 million Americans live in low-income, underserved census tracts. When supermarket closures in the United States affect these neighborhoods, the con- sequences extend beyond retail. According to the U.S. Census Bureau, the national poverty rate stood at 10.6% in 2024. In cities like Milwaukee, poverty rates exceeded 22%, which heightened vulnera- bility to store closures. Health researchers at the American Can- cer Society emphasize that greater access to healthy foods is associated with better diet quality and a lower risk of chronic diseases. Furthermore, studies published in Pre- venting Chronic Disease highlight that stronger public transportation systems can help mitigate barriers to food access when supermarkets disappear. In practice, families without reliable transportation must travel farther to shop, pay more at convenience stores, or resort to less nutritious alternatives. • ECONOMY FOCUS Outlook for 2026 The trajectory of super- market closures in the United States suggests stabilization rather than a reversal of the trend. The number of stores may decline at a slower pace, but the rationalization of phy- sical locations is likely to continue through 2026. Municipal leaders in affected cities have explored grant programs, zoning adjustments, and prior notice requirements to soften the impact of closures. Whether offi- cials will expand these initiatives nationwide remains unclear. What is clear is that the food sector is not collapsing, but rather consolidating. For communities already stretched to the limit, the difference between a strategic closure and a full-blown food desert can determine long-term economic and public health out- comes.
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26 • May | June 2026 • abasto.com COURTESY OF PADILLA ISM F or many brands, en- tering the U.S. mar- ket isn’t the challen- ge—it’s executing across it. It requires coordination, infrastructure, and the ability to execute at every stage. Padilla Import Sales & Marketing (Padilla ISM) was built to simplify that process. The company offers a comprehensive solution that supports brands from the moment a product is ready for market through to the point of sale or con- sumption. Acting as a na- tional commercial partner, Padilla ISM takes on the critical functions brands need to grow, managing everything outside of ma- nufacturing. While the strength of Padilla ISM lies in its fully integrated approach, the company also understands that not every brand needs every service. Its capabili- ties can work together as a complete system or be de- ployed individually, giving partners the flexibility to engage where they need the most support. For companies entering the U.S. or looking to scale, that means having a part- ner with over 50 years of experience that can either manage the entire pro- cess or strengthen specific parts of it. formed decisions along the way. At the same time, brands that already have certain pieces in place can tap into Padilla ISM’s servi- ces individually, ensuring support is tailored rather than redundant. From Shelf Placement to Sales Performance Getting products into sto- res is only the beginning. Padilla ISM focuses on what happens next, ma- king sure those products perform. The company’s na- tionwide network con- nects brands with a wide range of retail channels, including national chains, regional grocers, indepen- dent stores, and foodser- vice operators. This reach allows brands to grow their footprint while maintai- ning strong relationships • OUR COVER Powering Brands from Entry to Execution A Simpler Way to Enter and Grow Expanding into the U.S. market can be challenging, especially for brands navi- gating it for the first time. Many rely on a mix of im- porters, logistics providers, sales teams, and marketing agencies, often leading to misalignment and ineffi- ciencies. Padilla ISM removes that fragmentation by bringing these capabilities together into one coordinated sys- tem. Through its integra- ted structure and group of specialized companies, the organization aligns every step of the process, from import support and trans- portation to sales strategy and in store execution. This approach not only simplifies operations, but also helps brands move faster and make more in- at the store level. Dedicated teams support in store execution by mo- nitoring conditions, assis- ting with promotions, and ensuring products are po- sitioned for success. At the same time, customized ac- count planning helps align pricing, promotions, and product assortment with each retailer’s strategy. The result is a more com- plete approach that turns distribution into sustained growth. Infrastructure That Keeps Products Moving Success in retail depends on consistent, reliable exe- cution behind the scenes. Padilla ISM supports its partners with the infras- tructure and operational expertise needed to keep products flowing efficiently at scale. With more than 600,000 square feet of wa- rehouse space and conti- nued expansion underway, the company is equipped to manage inventory across multiple regions. Its facilities are designed to handle everything from initial import staging to order preparation and final distribution. Padilla ISM’s logistics network is built for res- ponsiveness. Whether fulfilling large scale retail orders or supporting on- East Coast sales reps, Sonia Trevino (middle left) and Lizeth Medina (middle right) pose with one of their brokers, Carlos Lozano (right) and a member of his team at the September 2025 SOUTO Foods show.
27 • May | June 2026 • abasto.com OUR COVER • going replenishment, the company can adapt quickly to shifting demand and re- tailer requirements. Coor- dinated transportation, inventory management, and order processing work together to reduce delays and maintain product avai- lability. This level of control and visibility helps ensure con- sistency across accounts, while giving brands confi- dence that their products will arrive where they need to be, when they need to be there. Better Visibility Through Data and Insights Padilla ISM also provides brands with access to va- luable data and insights that can be difficult to ob- tain independently. By combining multiple sources of information, from retailer performance to broader market trends, the company helps brands understand what is wor- king and where to focus next. These insights guide decisions around expan- sion, promotions, and ove- rall strategy. Because this infor- mation is continuously analyzed, brands can adapt quickly to changes in the market, improving both efficiency and long-term results. Opening Doors Across Channels One of Padilla ISM’s grea- test strengths is its ability to create opportunities across multiple channels. The company provi- des access to more than 100,000 retail locations, along with a wide network of foodservice distribution points. It also supports ecommerce growth and manages specialized chan- nels such as government programs, including mili- tary commissaries. This broad reach allows brands to connect with consumers in a variety of settings, expanding visi- bility while maintaining consistency in execution. Expanding into a Global Future While Padilla ISM has long been known for its success in developing Hispanic brands like El Yucateco® and La Morena®, the com- pany is evolving alongside today’s increasingly global consumer. As demand grows for products from around the world, Padilla ISM is expan- ding its partnerships be- yond traditional categories. Collaborations with interna- tional companies, including Korea based ZIO Corpora- tion, reflect this shift toward a more diverse and globally driven portfolio. By applying its proven model to new markets, the company is creating oppor- tunities for brands from di- fferent regions to succeed in the United States. CEO Victor Padilla (Back Right), poses with members of his sales team and affiliates at the Padilla ISM annual National Networking Event held at their ranch. CEO Victor Padilla Jr. (back right) and Victor Padilla Sr. (back left) entertain multiple clients and affiliates at the PADILLA ISM annual National Networking Event held at their ranch. Everything Brands Need, Delivered Your Way At its core, Padilla ISM is designed to make grow- th more accessible. By handling imports, logistics, sales, marke- ting, and distribution within one coordinated system, the company removes the need for multiple partners and simplifies a complex process. At the same time, its flexible struc- ture allows brands to plug into only the servi- ces they need, whether that is a single function or a fully integrated so- lution. Brands gain a clearer path to market, stronger execution, and the ability to scale with confidence, supported in the way that works best for them. With more than five decades of experience and a continued focus on innovation and glo- bal expansion, Padilla ISM remains commit- ted to one goal: helping brands succeed by pro- viding the right support at every stage of their growth. Victor Kim and Ingra Moon of ZIO Corporation (Left & Center) with Victor Padilla, CEO of Padilla ISM, at the 2025 ANTAD show.
28 • May | June 2026 • abasto.com Colombians in the united states Data from the Migration Policy Institute (MPI) reveals the profile of Colombians living in the United States. In 2021, approximately 855,000 Colombian immigrants resided in the U.S. , representing about 2% of the overall 45.3 million U.S. immigrants and making them the largest group from South America. Nearly one in four South American immigrants in the United States is from Colombia. Location Lengauge As of the 2017–21 period, nearly six out of ten Colombian immigrants lived in one of three states: F lorida (35%), New York (13%), and New Jersey (11%). The highest concentrations of Colombian immigrants are found in the New York, Miami, Orlando, Houston, and Tampa metropolitan areas. Almost all Colombian immigrants speak a language other than English as their primary tongue. 8% of Colombian immigrants over the age of 5 speak only English at home. 53% reported speaking English less than “very well,” compared to 46% of the overall foreign-born population. Age, Education, and Employment 49 is the median age for Colombians, compared to 47 for all immigrants and 37 for the U.S.-born population. 35% reported holding a bachelor’s degree or higher. 77% f Colombian immigrants are of working age, compared to 59% of the U.S.-born population. Management, business, science, and arts are the most common occupations among Colombians. Useful data
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AUTHENTIC FLAVORS WITH A PERSONAL TOUCH This summer, luxury lies in the details that make us feel at home. We present key products that combine premium quality with authentic flavor. These essentials are designed to let you enjoy the best of our culture, creating vibrant moments filled with style. sigma food • SHOWCASE TOLUC a FO od S L a MODERNA sEñ OR ial L A p RE fe R ida LISTTO pepito sa L sa ch A pa LA LOS COYOT e S sa L sa huicho L jum E x L a BOT a N e R a
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AUTHENTIC TASTE IN EVERY DROP Jumex Aguas Frescas combine the freshness of water with iconic Hispanic flavors like Hibiscus (Jamaica). Designed for today’s consumer, they are the perfect companion for your favorite snacks and sweets while celebrating our heritage. Discover the full line of delicious products by visiting jumexus.com. vilore.com sales@vilore.com (210) 509-9496 Salsa Huichol Hot Sauce is the perfect pairing for your favorite foods. We have a wide variety with the ideal profile to enhance and season your favorite dishes. Follow and tag us on our social media. #SalsaHuichol #ÉchaleHuichol #SalsaHuicholHotSauce. Seeking Distributors: +1 (210) 907 9415. Salsa Huichol Hot Sauce ADD SOME HUICHOL TO YOUR SUMMER WHICH IS YOUR FAVORITE FLAVOR? PEPITO USA The flavor revolution has arrived! Introducing the new Pepe Charro Long Corn Sticks from Pepito USA. Crunchy, delicious, and perfect for sharing at gatherings or satisfying that special daily craving. Don’t miss out on the snack everyone has been waiting for. pepito.global sales@pepito.global STAND 2675 LAGO DE CHAPALA The 5oz sauce display comes ready-to- go with three authentic flavors: Chile de Árbol, Red Habanero, and Poblano & Habanero. Practical and ready to display and sell. sanefoods.com.mx federico.wong@sane.com.mx TOLUCA FOODS Discover a world of intense flavors with our authentic spices, seasonings, and dried chiles sourced globally. Each product is carefully selected and inspected to guarantee quality, bringing flavor and inspiration to your kitchen and transforming your daily meals into unforgettable culinary experiences. tolucafoods.com (404) 766-5434 SEÑORIAL POPCORN: THREE IRRESISTIBLE FLAVORS Señorial presents its new popcorn in three delicious flavors: Butter, Cheese, and Original. Perfect for any occasion. Crunchy, delicious, and ready to enjoy at home or on the go. An ideal choice for the retail sector and snack lovers who always seek the best quality and flavor. Analuisaperez@chfoodsllc.com 32 • May | June 2026 • abasto.com • SHOWCASE
LISTTO+ Prepare dishes full of flavor and tradition in minutes with Flor de Izote, Pacaya, and Squash Blossom from LISTTO+. Transform your recipes and surprise your entire family with authentic products that preserve the flavors of your homeland. Try the full variety of canned, frozen, and dried products offered by LISTTO+. alimentoslistto 33 • May | June 2026 • abasto.com SHOWCASE • DISCOVER THE MOST MEXICAN SNACK THIS SUMMER For your summer gatherings and events, Botanas Rancho Los Coyotes are your best choice. Add the authentic taste of the most Mexican snack to all your moments and occasions. Seeking distributors. loscoyotes.mx Botanas Rancho Los Coyotes SIGMA FUD This season we celebrate passion, flavor, and shared moments. With FUD, every gathering becomes an opportunity to enjoy, support, and celebrate as a team. Let’s keep creating unforgettable experiences on and off the field, because 1-800-699-4115 fudusa.com SALSA LA BOTANERA Made with 100% natural chiles and no artificial colors. It is the reliable choice for any host, ideal for snacks like chips, pork rinds (chicharrones), corn on the cob, and popcorn. It offers a balanced flavor and that authentic Mexican street-style taste that everyone can enjoy with their favorite everyday dishes. mega-foods.com (972) 482-7708 LA MODERNA In every family in the U.S., soccer is experienced at the table. Introducing Pasta Soccer: a special edition that unites flavor, energy, and the World Cup spirit. Every match is better enjoyed together... and every bite is celebrated like a goal. lamodernausa.com 817 -506- 3535 OAXACAN-STYLE MOLE CRAFTED BY CHEFS Discover the intense flavors of Oaxacan-style mole, made with a rich blend of chiles, spices, seeds, dried fruits, and a touch of chocolate. This authentic sauce offers a smoky, earthy-sweet flavor that brings gourmet tradition directly to your kitchen. 1-800-621-5422 sales@lapreferida.com Visítanos en el Stand #4863
34 • May | June 2026 • abasto.com • ADVICE From Creative Advertising to Algorithmic Advertising POR RICARDO GAITÁN ABRAND ANALYST D uring much of the 20th cen- tury, advertising focused on persuading the consumer through creative ideas and innovati- ve messaging. Representative figures of the era, such as Rosser Reeves and David Ogilvy, drove this approach, championing the importance of di- fferentiating propositions and the value of consumer research. The goal was to convey a clear and unique product promise to the pu- blic, using creativity as a strategic tool to stand out in a competitive market. Reeves introduced the concept of the Unique Selling Proposition (USP), which advocated for communicating a product or service’s differentiating promise to the public. Meanwhile, Ogilvy bet on consumer research and elegant creativity, viewing adverti- sing as well-told information. The Digital Transformation With the arrival of the internet and the advancement of digital techno- logies, the advertising paradigm shifted. The focus moved from mere persuasion to consumer retention. Artificial Intelligence (AI) and the use of algorithms have transformed marketing logic, prioritizing optimi- zation and the analysis of browsing data to keep people “plugged in” for as long as possible. In this way, ad- vertising has evolved from creativity used to sell toward algorithmic re- tention, redefining the purpose and methods of commercial communica- tion. Algorithms Take Charge This paradigm shift has given rise to the algorithmic advertising model, characterized by the intensive use of technology and the analysis of vast amounts of browsing data. Algorithmic optimization based on AI has established itself as the do- minant strategy: the focus is no lon- ger on convincing, but on retaining users. Today, companies like Google, Facebook, and TikTok base their ad- vertising on massive behavioral data. Advertising has moved from selling through creativity to algorithmic re- tention, redefining the logic of con- temporary marketing. “Advertising is undergoing the greatest transformation in its history due to the impact of technology—an impact never seen before,” says Al- berto Pardo, an expert in Ad Tech and e-commerce and founder of Ads- movil. Algorithms play a central role by analyzing millions of data points ge- nerated by users during their online activity. Thanks to AI, platforms can predict which ads are more likely to generate interaction and capture at- tention for longer periods. The Current Model In this model, the optimization process becomes continuous, as platforms adjust and refine their strategies in real time to maximize retention. The fundamental difference can be summarized as follows: from traditional advertising to algorithmic advertising; from creative messaging to automa- tic personalization; from mass campaigns to micro-segmenta- tion; and from persuasion via an idea to retention through al- gorithmic stimuli. As a result, the consumer ceases to be a recipient of mes- sages and becomes a source of data that feeds the system. In summary, advertising stra- tegy has transitioned from a sta- ge of persuasion through creative messages to the current model, where algorithmic retention do- minates the landscape.
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36 • May | June 2026 • abasto.com • ADVICE POR JULIO IBÁÑEZ JULIO@JULIOIBANEZ.NET Multicultural Retail as the New Business Foundation I ndependent retail is facing a shift that many are still misinterpreting. This is not just a trend, nor is it an optional opportunity. Multicultural re- tail is no longer a choice; it is the opera- tional reality of the business. For months, I have watched operators debate whether they should “convert” into multicultural stores, create specific sections, or adapt their format. That is the wrong question. The real question is whether your store remains relevant to the customer you already have—becau- se the customer has already changed. The customer no longer buys by ca- tegory; they buy solutions. One of the most significant shifts we see in-store isn’t in the marketing speech, but in the shopping cart. Customers no longer divide their purchases between “Ame- rican” and “Hispanic.” This division, which structured many supermarkets for years, has simply disappeared. Purchasing Decisions Today, we see carts where tortillas, pas- ta, private labels, fresh produce, and international SKUs coexist in the same transaction. Why is this happening? Because the customer’s purchase is dri- ven by three very clear factors: • Familiarity: Products that are part of their daily routine and culture. • Price: Constant comparison be- tween options. •Availability: If it’s in the store, it sells. The customer isn’t thinking in ca- tegories; they are solving their daily shopping needs. When a retailer fails to understand this, they begin to lose relevance without even realizing it. Retail Academy How to transform your store to meet the needs of increasingly diverse consumers The problem isn’t the format; it’s the merchandising and execution. • What is failing in many stores is not the intention, but the implementation: • Assortments that do not reflect ac- tual customer demand. • Inconsistent execution on the shelves. • Lack of visibility for key products. • Poorly prioritized categories. Choose Your Own Model It’s not a lack of customers; it’s that the store isn’t organized to serve them correctly. Models already exist, but not all of them apply to every sto- re. The sector is moving forward un- der three clear frameworks: 1. Traditional model with a mul- ticultural layer. 2. Hybrid model. 3. Fully integrated format. The mistake is trying to copy models without understanding your own cus- tomer. It’s not about replicating what works in another market; it’s about de- fining what your store needs based on its area of influence. It all starts with a decision many avoid. Most indepen- dent supermarkets don’t fail due to a lack of knowledge; they fail because they don’t make the decision to change how they operate. The starting point is clearly defining who we are serving— not in general terms or by intuition, but with operational clarity. Transformation Must Be Strategic Supermarkets that are successfu- lly adapting aren’t making mas- sive overhauls. Instead, they are focusing on execution in three specific areas: Private Label as a Strategic Tool: Not just for margin, but to build a value proposition and consistency. Fresh as a Traffic Driver: Produce, meat, and bakery remain the categories that generate real repeat business. Community Relevance: Not as a talking point, but as a direct reflection in the assortment and the store layout. Independent retailers have an advantage, but they aren’t fully leveraging it: • Real proximity to the customer. • Ability to adapt quickly. • Direct knowledge of the market. The biggest mistake is thinking that adapting to multicultural re- tail means losing your identity. It’s not about becoming something else; it’s about better reflecting the customer who is already walking through your door. The customer has already changed, the market has already moved, and the compe- tition is already acting. The only pending decision is whe- ther your store will remain relevant.
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38 • May | June 2026 • abasto.com • ADVICE ANA MARÍA TRIANA FOUNDER OF ANABELLA DRIED FOOD W ith the arrival of summer, consumers are looking for fresh flavors, convenient options, and experiences that connect enjoyment, nostalgia, and well-being. In this lands- cape, coconut has establi- shed itself as a healthy al- ternative due to its benefits and culinary applications, as well as its ability to tap into Latino traditions. Integration Turned Trend Beyond being a tropical symbol, coconut is positio- ning itself as a true consu- mer ecosystem and a prota- gonist in categories such as natural beverages, sweets, and snacks. Its water, rich in elec- trolytes like potassium and other minerals, has become a hydration option increa- singly valued by consu- mers seeking more natural alternatives to traditional drinks. In the world of snacks and sweets, coconut is experiencing a boom. To- day, it is possible to find everything from baked chips, dehydrated bites, and energy bars to stuffed breads, traditional coca- das , chocolates, and ice creams. Healthier options include coconut and date bites or mixes with tro- pical fruits. One cannot overlook coconut milk and cream, which are essential bases for preparing des- serts, smoothies, and re- freshing beverages. Versatility and Nostalgia: An Opportunity Coconut-based products offer an attractive com- bination for the modern consumer: natural energy, healthy fats, and a sensory experience associated with summer. This ingredient successfully connects two major market trends: “bet- ter-for-you snacking” and the search for authentic fla- vors with a cultural identity. Within the Latino tradi- tion, coconut has been a sta- ple in multiple recipes that remain relevant today and are evolving into innovati- ve offerings through new formats, packaging, and re- ady-to-consume solutions. The growth of coconut in the U.S. market supports this trend. It is estimated that the category of coconut-derived products surpassed $3.8 billion in sales, with pro- jections reaching over $6.5 billion by the end of the de- cade, driven by the demand for natural, functional, and plant-based foods. Coconut water stands out as one of the most dynamic segments, with a market of nearly $2 billion and annual growth rates exceeding 15%. This boom cannot be understood without the in- fluence of Latino and Carib- bean communities, where Coconut: The Tropical Alternative Conquering Summer coconut has historically been a fundamental ingredient in diet and culture. In fact, Latin America accounts for about 27% of global coconut water consumption. In the United States, the Hispanic consumer represents not only a key segment but also a driver of adoption that has helped position coconut as an increasingly common option in mass consumption. For Hispanic supermar- kets and specialty stores, co- conut represents a strategic opportunity to diversify their offerings during the summer season. Its ability to respond to health trends, adapt to multiple formats, and con- nect with traditional flavors makes it an attractive product for consumers seeking natu- ral and authentic options. A Summer Symbol That Conquers Coconut is cementing its status as the em- blematic fruit of sum- mer: a symbol of fres- hness, tropical flavor, and nutrition that wins over consumers through its versatili- ty and cultural roots. Beyond the season, it continues to gain relevance as a propo- sition that combines tradition, functionali- ty, and adaptability, establishing itself as a strategic opportunity for brands and retai- lers in a constantly evolving market.
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40 • May | June 2026 • abasto.com Latino Snacks: Authentic Flavors Winning the Aisle T he U.S. sweets and snacks ca- tegories are undergoing a me- aningful shift that presents compelling business opportunities for Latino entrepreneurs. According to PDG Insights, more than 60% of general market cookies, snacks, and candy consumers and 86% of Latino category consumers are increasingly embracing Latin American cuisine, not only in meals but also across indulgent categories. Flavors once considered niche, such as tamarind, dulce de leche, guava, and chililime, have become virtually mainstream. This convergence of tastes is driven by more than curiosity. Latino flavors bring authenticity and bold sensory experiences that resonate across cul- tures. For Latinoowned brands, this creates a unique competitive advan- tage: the ability to deliver culturally rooted products that feel credible and meaningful to Latino shoppers while remaining exciting and accessible to the broader market. Sweet and healthy At the same time, today’s consumers are rethinking what “treating” looks like. Indulgence still matters, but it increasingly comes with expectations around cleaner ingredient labels. Ar- tificial colors, flavors, and sweeteners are losing favor, while simpler formu- lations made with real fruit, natural sugars, and plantbased ingredients are becoming table stakes. This shift opens the door for entrepreneurs to modernize traditional recipes wi- thout compromising flavor or emo- tional connection. Sustainability and ethically sourced ingredients are also gaining impor- tance. PDG Insights shows that 48% BY DIANA LEZA DIANA@PDGINSIGHTS.COM of general market category consu- mers say some type of “good for the world” claim matters to them, with even greater importance among La- tino consumers. Products that align taste with purpose allow shoppers to indulge while feeling confident about where their money goes. Health and wellness priorities fur- ther expand opportunity. Consumers are paying closer attention to sugar content, portion sizes, and perceived functionality. Interest is growing in sweets and snacks offering reduced sugar, added protein or fiber, and functional benefits linked to energy, mood, or beauty. Importantly, “be- tterforyou” does not mean boring. Products that successfully balance indulgence with wellness outperform those that prioritize one at the expen- se of the other. Latin opportunity • ADVICE For Latino entrepreneurs, the opportunity sits at the intersection of culture, flavor, and modern we- llness. Brands that honor Latino heritage while adapting to today’s expectations can appeal to mul- tiple audiences and win at shelf. Retail partnerships and private label opportunities should not be overlooked: private brands conti- nue to outpace national brands, and more than 40% of consumers purchased private label cookies, snacks, or candies in 2025. As Latino flavors continue to shape the mainstream, Latinoow- ned sweets and snacks brands are positioned not just to participate, but to lead the category’s next pha- se of growth.
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42 • May | June 2026 • abasto.com • AGRICULTURAL INDUSTRY Exp Group Fruit Department Expansion Signals New Growth Phase BY ABASTO T he Exp. Group fruit depart- ment will soon play a central role in the company’s strategy to expand its presence in the U.S. pro- duce market. The distributor announced plans to establish a comprehensive fruit divi- sion while also adding industry vete- ran Richard Armata to lead the initia- tive. The move reflects Exp. Group’s effort to broaden its product portfolio and respond to shifting customer de- mand across retail, wholesale, and foodservice channels. Company leaders say the new pro- gram marks an important step toward strengthening the organization’s posi- tion in the competitive produce distri- bution sector. Moreover, the initiative aims to complement Exp. Group’s established reputation in the tropical fruit and vegetable market while opening new opportunities in traditional fruit cate- gories. New Leadership for the Fruit Department To guide the Exp. Group fruit depart- ment, the company appointed Richard Armata to oversee development and execution of the new program. Armata brings extensive experience managing large produce assortments across multiple categories and distri- bution channels. Anthony Serafino, president of Exp. Group, said Armata’s background will help accelerate the company’s growth strategy. “We are thrilled to welcome Rich Armata to our organization,” Serafino said. “His experience across a wide spectrum of SKUs and categories will strengthen our operations.” Serafino added that Armata’s leader- ship will support the company’s evol- ving culture and expanding team. Recently, Exp. Group earned recog- nition as a Great Place to Work for 2026–2027, highlighting its commit- From left to right: Anthony Serafino, Presi- dent of Ex. Group; Richard Armata, Director of the Fruit Department; and Fraymil Rodríguez, Director of Operations. ment to employee engagement and workplace culture. Serafino noted that Armata’s addi- tion will further strengthen that cultu- re as the company continues to grow. Greater Variety to Meet Market Demand Exp. Group launched the fruit depart- ment expansion in response to chan- ging market conditions and growing demand for wider product availability. Retailers, wholesalers, and foodser- vice operators increasingly seek dis- tributors capable of offering a compre- hensive produce assortment. Consequently, Exp. Group plans to build a broader A-to-Z fruit portfolio that complements its existing tropical produce expertise. Traditional fruits often serve as relia- ble indicators of market demand and consumer trends. Therefore, expanding into these categories allows the com- pany to better support customers that require consistent supply and variety. Leadership expects the new fruit de- partment to be fully operational by the end of the first quarter of 2026. Through this initiative, Exp. Group aims to position itself as a forward-loo- king distributor capable of adapting to the evolving produce landscape. Logistics Infrastructure Supports Expansion At the same time, the Exp. Group fruit department will rely on the company’s logistics division to support efficient operations. Exp. Group recently invested in ad- vanced logistics capabilities designed to streamline distribution and main- tain product quality throughout the supply chain. These systems help improve opera- tional efficiency while ensuring timely delivery to customers nationwide. As a result, the company can expand its produce portfolio without compro- mising reliability or service standards. Executives say logistics will remain a key factor in scaling the fruit program and meeting client expectations. Key Talent to Drive the Growth Strategy Fraymil Rodriguez, chief ope- rating officer of Exp. Group, said the company continues to focus on building a strong lea- dership team. “In our pursuit of excellence, we recognize that achieving extraordinary goals requires exceptionally talented indivi- duals,” Rodriguez said. Rodriguez added that Ar- mata brings the vision and ex- pertise necessary to help the company reach its long-term ambitions. Exp. Group’s leadership views the new fruit depart- ment as more than a product expansion. It represents a broader strategy to strengthen partnerships and create addi- tional value for customers.
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44 • May | June 2026 • abasto.com BY ABASTO S eneca Foods Corporation has acqui- red the Green Giant U.S. frozen bu- siness from B&G Foods, marking a significant expansion in the competitive frozen vegetable category. The deal brings the iconic Green Giant brand and related intellectual property under Seneca’s control. In addition, Se- neca gains frozen inventory and manufac- turing operations in Yuma, Arizona. The agreement also includes a supply arrange- ment for certain frozen products produced in Irapuato, Mexico. Operational Capacity Grows The integration of Green Giant expands Seneca’s operational capacity in a category that maintains steady demand among U.S. consumers. Paul Palmby, president and CEO of Se- neca Foods Corporation, stated that the acquisition strengthens the company’s ca- pabilities in frozen foods and expands its reach in that segment. He also highlighted the positive momentum the shelf-stable business has shown since the acquisition in 2023. Palmby also welcomed the employees at the Yuma plant, emphasizing the im- portance of human talent in sustaining in- novation and growth. The addition of the team ensures operational continuity and accelerates product development. Reunification of an Iconic Brand The reunification of Green Giant’s frozen and canned lines marks a strategic milestone. Casey Keller, president and CEO of B&G Foods, noted that the sale is part of a strategy to divest non-core brands, focus efforts, and reduce long-term debt. At the same time, Keller stated that reu- niting the Green Giant frozen brand with the shelf-stable line under Seneca’s owner- ship represents a key step for the brand’s future. Green Giant’s historical strength in the U.S. market provides Seneca with a solid platform to coordinate marketing, innovation, and dis- tribution across both categories. Greater Supply Stability The transaction includes the production facility in Yuma, Arizona, which increases Seneca’s domestic manufacturing capacity. Additionally, the supply agreement for products manufactured in Irapuato ensures continuity of supply while the company fu- lly integrates the acquired business. Seneca positions itself as one of the lea- ding suppliers of processed fruits and ve- getables in North America. The company sources most of its raw materials from more than 1,100 U.S. farms and distributes pro- ducts to approximately 55 countries. Strategic Restructuring at B&G Foods For B&G Foods, the sale is part of a broader port- folio optimization plan. The company will allocate the proceeds to general corporate purposes, including the repayment of long-term debt, the acquisition of assets aligned with its strategy, and the coverage of taxes and expenses related to the transaction. Headquartered in Par- sippany, New Jersey, B&G Foods manufactures and distributes frozen and shelf-stable foods in the United States, Canada, and Puerto Rico. Howe- ver, its leadership has reiterated the need to fo- cus on strategic lines of business. By divesting the Green Giant frozen food brand, the com- pany reduces its expo- sure to non-core assets and strengthens its fi- nancial structure. Seneca Foods Acquires Green Giant U.S. Frozen Business • AGRICULTURAL INDUSTRY
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46 • May | June 2026 • abasto.com ARTICLE COURTESY OF GRUPO AJE G rupo AJE, a multinational corporation of Peruvian ori- gin, continues to consolidate its international expansion through a strategy that combines innovation, accessibility, and adaptation to diver- se markets. With operations in more than 20 countries and a presence across four continents, the company has evolved its portfolio to respond to new consu- mer dynamics, keeping closeness to the consumer and the ability to scale proposals across different markets as its central focus. United States: A Key Market for Growth In this new phase of expansion, the United States stands as a strategic market. The company has a presen- ce in the country through its brands VOLT, AMAYU, and DILYTE, with which it seeks to consolidate its posi- tioning in a highly competitive envi- ronment. The approach combines portfolio innovation with the strengthening of distribution, through partnerships with partners who have broad cove- rage and knowledge of the local con- sumer. This strategy allows for rapid scaling and gaining relevance across various channels, from retail to spe- cialized formats. Global Brands with Diversified Regional Presence Grupo AJE’s growth is supported by the international deployment of its brands, each with a defined strategy. VOLT, one of its most widely ex- panded brands, has a presence in more than 18 countries, including Mexico, Guatemala, Honduras, El Salvador, Nicaragua, Costa Rica, Pa- nama, Colombia, Ecuador, Peru, Bo- livia, Venezuela, Nigeria, Cameroon, Egypt, India, Vietnam, and Thailand, in addition to the United States. Dilyte has consolidated its presen- ce in the Americas and other strate- gic markets, reaching 13 countries by 2026. AMAYU, for its part, is present in Peru, Central America, and the United States, strengthening its po- sitioning in markets that value pro- posals linked to natural origin and sustainability. A Strategy That Combines Innovation and Global Expansion Grupo AJE’s ability to operate across diverse geographies is based on a flexible model that prioritizes a deep understanding of each market. This has allowed it to compete suc- cessfully in both emerging economies and developed markets. The company is committed to a combination of con- tinuous innovation and a robust dis- tribution network — key elements for sustaining its global growth. Volt, Amayu, and Dilyte Accelerate Global Expansion We are seeing a clear transformation in consumer preferences. Our focus is to understand those needs and respond with relevant, accessible, and market-tailored proposals” Jesús López Global Expansion Manager at Grupo AJE. A Growth Story from Peru to the World The story of Grupo AJE began more than three decades ago in Ayacucho, Peru, as a family ventu- re with the vision of offering affor- dable beverages to more people. Over time, the company managed to expand into various internatio- nal markets, maintaining a value proposition centered on quality products as the foundation of its growth. The entrepreneurial culture and values of its founders — such as passion, boldness, and the capa- city to innovate — have been key factors in its development and in- ternational expansion. One of the most important mi- lestones in its history was the de- cision to expand beyond the local market, which allowed it to gain experience in diverse contexts and consolidate a flexible operation, close to the consumer and prepa- red to compete globally. The company’s strategy conti- nues its expansion in a landscape where innovation and adaptability set the course. Grupo AJE Drives Growth in the U.S. • GOOD BUSINESS
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48 • May | June 2026 • abasto.com • GOOD BUSINESS Design, Experience, and Recognition INNERCIA: THE ART OF “THOUGHTFUL DESIGN” Company offers display solutions to conquer the point of sale BY VIOLETA MONTES DE OCA I n the competitive world of retail, where 76% of purchasing decisions are made directly at the shelf, com- mercial displays are not a luxury but a strategic necessity. This is the premise behind INNERCIA, a company with over 28 years of experience that has es- tablished itself as a key bridge between brands and consumers across Latin America and the United States. Founded by Sandra Cortés (CEO) and John Carrillo (Director of Projects and Innovation), INNERCIA began as a university project and evolved into a regional powerhouse with offices in Colombia, Mexico, Peru, and the U.S. Their philosophy, dubbed “thoughtful design,” combines creative emotion with technical reasoning to ensure that every display is not only aesthetic but functional and profitable. Custom Solutions and End-to-End Execution One of INNERCIA’s greatest com- petitive advantages is its ability to offer end-to-end service. They have an interdisciplinary in-house design team that guides brands from con- ceptualization and rendering throu- gh production and final delivery. “It’s not just about creating; it’s about knowing and deeply understanding the product to develop a functional design based on dimensions, weight, and the correct application of com- munication to guarantee impeccable execution at the point of sale,” exp- lains Sandra Cortés in an exclusive interview with Abasto Media. 25+ Years of experience in retail marketing solutions. 350+ Brands have trusted INNERCIA to boost their store presence. 600+ Projects developed annually across the region. 2,000+ Solutions in displays and point- of-sale materials. 4 Countries with a physical presence: Colombia, Mexico, Peru, and the United States. Millions of consumers impacted annually. The company’s versatility is reflected in its two major business lines: Standard Products: Ideal for fast and practical projects. Customized Projects: Tailor- made solutions according to the specific needs of the brand and the channel.
49 • May | June 2026 • abasto.com Sustainability and Innovative Materials Beyond trends, sustainability is part of the company’s DNA. John Carrillo highlights the use of PTA, a 100% recyclable, ligh- tweight, and durable material that allows for the creation of long-lasting yet eco-friend- ly displays. Additionally, they use eco-friendly inks and effi- cient production processes to reduce environmental impact, regardless of whether a client requests it. The “Silent Salesman” in International Expansion For INNERCIA, a display is a silent salesman that must adapt to the lan- guage of the local shopper, whether in Mexico or the Hispanic market in the United States. This strategy has been vital to the success of brands like Raptor—winner of a Shop! display award—and Ramo, which has established a presence in more than 45 U.S. states thanks to these developments. In an environment where “if you stick to the standard, you aren’t seen,” INNERCIA bets on modularity and innovation to not only win store space but to colonize it permanently.
50 • May | June 2026 • abasto.com Vilore Foods Ranks Among Google and Nvidia in Fast Company’s List BY HERNANDO RAMÍREZ-SANTOS V ilore Foods has just achieved what few companies in the Hispanic food sector can claim: a spot-on Fast Company’s list of the World’s Most Innovative Companies 2026, alongside giants like Google, Nvidia, and Walmart. The recognition did not surprise its lea- ders; it confirmed their vision. Fast Company , a leading publication dedicated to the intersection of business, design, and technology, publishes this ran- king annually, considered the definitive barometer of the industry. It evaluates not only financial success but also an organi- zation’s ability to transform sectors throu- gh creativity and strategic disruption. More than Distribution: Building Purpose-Driven Brands Vilore operates iconic brands that have been around for over five decades: La Costeña (103 years), Jumex (over 60), and Kerns (90). Its differentiator is not age, but mindset. “A generic brand competes on price and convenience. A culturally connected brand competes on meaning, and that is much harder to copy,” notes Vargas. That philosophy has materialized into concre- te actions: a Day of the Dead celebration in Times Square, a national recipe contest with La Costeña, and the first partnership between a Mexican brand and an NCAA Division I athletic program, through Ju- mex and UTSA. The Hispanic food distributor has made it onto the list of the World’s Most Innovative Companies 2026, confirming that Latinx brands are no longer just a trend—they are a commercial force Innovation that Respects the Brand’s DNA “Innovation isn’t about reinventing a brand, but extending it naturally,” exp- lains Vargas. Under that principle, Jumex’s Hydrolit +Advance won the 2026 U.S. Pro- duct of the Year Award in Hydration, at- tracting Gen Z and millennial consumers without abandoning the emotional con- nection built over decades. Additionally, the acquisition of Tia Lupi- ta Foods expanded Vilore’s presence in the natural segment, adding consumers who demand cultural authenticity without sa- crificing well-being. The Future: From Niche to Mainstream “Hispanic brands are moving beyond be- ing niche and becoming American brands with cultural depth,” predicts Vargas. The proof is on the shelves: Anglo, Asian, and consumers of diverse backgrounds are now embracing brands like La Costeña as their own. Vilore Foods will receive its award on May 19 at the Fast Company Gala in New York. When that publication placed a His- panic distributor alongside Google and Nvidia, it sent an unmistakable message: America’s shelves are no longer the same. This recognition confirms the commitment we made over 45 years ago. What began as an idea to bring Hispanic products to the United States is now a visible reality for both the Hispanic and Anglo markets: Edgar R. Vargas Director of Growth and Brand Development at Vilore Foods. • GOOD BUSINESS
Special insert of Sweets and Snacks • MAY | JUNE 2026 • YEAR 18 • ABASTO.COM • >> 28
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4 • May | June 2026 • abasto.com Highlights BY ABASTO A nton Vincent, president of Mars Snacking North America, was honored with the confectionery industry’s most prestigious distinc- tion, the 2026 Kettle Award, pre- sented by the National Confectio- nery Sales Association (NCSA) in Newark, New Jersey. This recognition reflects the con- tinued strength of one of the most prominent snack portfolios on U.S. store shelves. For independent grocers and His- panic retailers, Mars brands dri- ve high inventory turnover in the candy and snack aisles, categories that directly impact margins at the point of sale. Vincent’s leadership track record signals sustained investment in in- novation and supply, giving buyers and category managers concrete re- asons to pay attention. Seven Years of Measurable Growth Since joining Mars in 2019, Vincent has repositioned the company’s lar- gest consumer portfolio and guided thousands of employees across regio- nal and global teams. His most nota- ble achievement: he spearheaded a $2 billion investment in U.S. ma- nufacturing, a decision that stren- gthens domestic supply chains and confirms the long-term commitment to the category. Additionally, Vincent serves as a mentor at Unreasonable Food , ad- vising emerging startups on scaling sustainable food innovations—a growing priority for retailers serving health- and environmentally-cons- cious consumers. Mars Snacking President Honored with Confectionery Industry’s Most Prestigious Award HThe Voice Behind the Award “This award recognizes the tireless efforts of our employees, who have helped position our iconic snack portfolio for continued growth,” said Vincent. “At Mars, we firmly believe that the world we want to- morrow begins with how we do bu- siness today.” NCSA CEO Teresa Tarantino endor- sed the selection: Vincent delivers results for beloved confectionery brands while consistently prioriti- zing people and progress. Mars will formally present the Ke- ttle Award at a ceremony on May 19, 2026 at the Las Vegas Convention Center. 🏆 2026 Kettle Award, the NCSA’s highest honor, in its 80th edition. 💰 $2 billion committed to U.S. manufacturing under his leadership. 📅 7 years driving growth at Mars Snacking North America. 🎖 Active mentor at the sus- tainable food startup accele- rator Unreasonable Food. 🎖️ Previously recognized with the 2023 NCA Distin- guished Service Award and as one of the Most Influen- tial African American Execu- tives in Corporate America by Savoy magazine . Special Insert Sweets & snacks
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6 • May | June 2026 • abasto.com • Continues on page 8 The Mexican snack industry isn’t just feeding a nation; it’s conquering U.S. store shelves one spicy- sweet treat at a time. BY HERNANDO RAMÍREZ-SANTOS W alk into any convenience store or supermarket in the United States today and look beyond the usual snacks lined up like soldiers. Among them, and increasingly less hidden, you’ll find tortilla chips rolled up in a neon bag, a spicy man- go popsicle, and peanut candy wra- pped in crumpled cellophane. This isn’t a niche story about eth- nic food. It’s a market takeover, and it started south of the border. A Very Sweet Gold Mine The Mexican snack and confectio- nery sector is experiencing what in- dustry experts call a “golden age.” According to data from Euromoni- tor International, ASCHOCO (National Association of Chocolate, Candy, and Similar Products Manufacturers), and NielsenIQ, the Mexican savory snacks market is valued at over $4.5 billion , with a projected compound annual growth rate of 4.2% through 2028. The confectionery sector, meanwhi- le, closed out 2025 with an approxi- mate value of $ 62 billion Mexican pesos . And for U.S. retailers, these figures have direct implications: Mexi- co supplies approximately 30% of all confectionery imports into the Uni- ted States, positioning itself as the top single supplier, an advantage solidi- fied by the USMCA. The question for retailers on both sides of the border is no longer whe- ther Mexican snacks have mass appeal. The question is how quickly they can stock the shelves. S p i c y , S w e e t a n d U n s t o p p a b l e Special Insert Sweets & snacks
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8 • May | June 2026 • abasto.com • Continuation of page 6 • Continues on page 10 Chile Changed Everything To understand the Mexican snack boom, you have to understand one ingredient: chile. Seven out of ten Mexican confectionery products exported to the U.S. contain some element of chile or tamarind. This is a category growing three times faster than traditional cho- colate in the U.S. market, accor- ding to the latest export projec- tions. Data from NielsenIQ shows that consumption of Mexican snacks in non-Hispanic U.S. households grew by 15% in 2025 , driven by young consumers seeking intense and complex flavor profiles. The industry already has a name for this: “swicy,” the combination of sweet and spicy. Some Mexican brands have re- ported 9% annual growth in their chili-flavored popsicle lines in the U.S. market, surpassing the tradi- tional fruit popsicles that domina- ted the category just five years ago. They’re also using new strategies to grow, signing co-branding deals with American giants like General Mills and Kraft Heinz to launch Mexican-flavored cereals, gelatins, and popcorn. The move is less about novelty and more about legitimization: placing the “Mexican flavor” stamp on products that occupy the main shelf, not the specialty section. The Production Machinery Behind the Success Meeting U.S. demand did not happen by chance. Major producers have made aggressive infrastructure investments. Grupo Bimbo’s Barcel division has expanded capacity at its Toluca and Mexicali plants specifically for Takis, allocating 60% of its production ex- clusively to the export market. Meanwhile, Mondelēz’s plant in Puebla, the world’s largest gum fac- tory, is recording record shipment volumes of Trident and Clorets to the U.S. and Canada. Convenience store chains have taken notice. Wawa, Casey’s, and 7-Eleven have collectively increased their in- ventory of Mexican sweets and snac- ks by 25% this year . The grab-and-go format, small, accessible, and full of flavor, fits almost perfectly with the convenience store model. 7/10 of Mexican confectionery products exported to the United States contain some element of chili or tamarind Special Insert Sweets & snacks
10 • May | June 2026 • abasto.com • Continuation of page 8 The Flavor that Drives It All It’s no surprise today that a dis- play of snacks with spicy Mexi- can flavors is front and center in the store, not hidden in a cor- ner, not labeled as “internatio- nal foods.” These spicy sweets and snacks appear on the same shelves that once belonged ex- clusively to classic American brands. The Mexican snack industry didn’t get there by accident. It got there because it understood something the U.S. snack culture didn’t yet know it needed: that in- tense flavor isn’t a regional oddi- ty. It’s the whole point. With confectionery and snack exports to the U.S. projected to reach $3.2 billion by the end of 2026, 8% more than the previous year, the industry shows no signs of slowing down. Chili powder has already taken its place on the main shelf. And it’s not going anywhere. Headwinds: Real, but Manageable The golden age has its friction points. Within Mexico, NOM-051 front-of-package labeling forced ma- jor brands to reformulate more than 500 products to reduce sodium and saturated fats, a significant underta- king, though consumption has not fallen dramatically, according to re- search by UNAM and the National Institute of Public Health. In terms of raw materials, the pri- ce of cocoa reached historic highs in 2024–2025, triggering a wave of shrinkflation, smaller packages at the same price, and ingredient substi- tution in mid-range chocolate pro- ducts. However, the premium seg- ment continues to grow, driven by consumers who now demand certi- fication for deforestation-free cocoa. For exporters, regulatory hurdles in the U.S. present their own cha- llenges. The FDA has tightened con- trols on certain synthetic red dyes, with Red 40, commonly used in spicy candies, among the most closely mo- nitored. Mexican manufacturers are refor- mulating with natural colorants such as carmine and beet extract to avoid customs delays, an investment that is transforming production lines across the sector. Special Insert Sweets & snacks
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12 • May | June 2026 • abasto.com W ith over 30 years of experience, the Sal- vadoran brand Bocadeli has evolved from a local favorite into a consolida- ted regional player with an ambitious global vi- sion. With a presence in 10 countries, the company has established a strategic network that combines deep local knowledge with international operational excellence. In a recent in- terview, Gracia Elías , US Marketing Manager, and Mario Deras , US Sales Manager, highlighted how innovation and authentici- ty have been the pillars of their successful penetra- tion into the competitive U.S. market. The Power of Authenticity: Frijoli Chips The heart of Bocadeli’s va- lue proposition lies in its ability to transform staple foods of Mesoamerican culture into high-quali- ty snacks. The flagship product of this strategy is Frijoli Chips . Frijoli Chips appeals to the nos- talgia of Central American consumers (Salvadorans, Guatemalans, and Hon- durans) while expanding to other Hispanic groups, such as Mexicans and Co- lombians, who find their “creamy bean” flavor to be a standard of superior quality. Currently, the line stands out in two key varie- ties: Frijoli Chips Original: The traditional, balanced Bocadeli: The Evolution of the Central American Snack Conquering the U.S. Market Future Vision: From the Hispanic Market to the Mainstream Supported by data analy- sis to understand consu- mer evolution, Bocadeli projects its expansion into national chains and new “Frijoli Chips: the perfect blend of our everyday flavors transformed into a unique snack experience. Quality, a crunchy texture, and that touch of tradition that stays with you every moment of the day.” Gracia Elías US Marketing Manager flavor that is a regional top seller. Frijoli Chips Chile: An innovation aligned with the spicy trend, adding a touch of heat to the origi- nal formula. A Strategic Partner for Retail Bocadeli is establishing it- self as a strategic partner for supermarkets and bodegas in the U.S. With a distribu- tion network that already covers 70% of the country, the brand seeks to work hand-in-hand with its com- mercial partners’ teams. Their commitment goes be- yond supply: Bocadeli has a local team that collaborates directly at the point of sale to develop the category to- gether, driving commercial dynamics and ensuring high-impact displays that boost business growth. Innovation and Technology with Purpose business lines. The strate- gy is built on the high-qua- lity standards that define its portfolio, ensuring that every product has the exce- llence profile necessary to succeed in the mainstream market. Bocadeli reaffirms its commitment to ex- cellence by operating under all FSMA (Food Safety Modernization Act) requirements. The company has made sig- nificant investments in technology across its production lines to res- pond quickly to growing consumer demand, always guaranteeing maximum quality and their signature flavor. “We start from traditio- nal flavors with emotio- nal acceptance and, ba- sed on that, we innovate in formats and inten- sities,” explains Deras. This approach allows the brand to remain relevant both for first-genera- tion immigrants and for newer generations (se- cond and third) seeking quality and bold flavors. Special Insert Sweets & snacks
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14 • May | June 2026 • abasto.com MexSnax Launches Ricones and Sabricos: Healthy Innovation The company celebrates 40 years leading the snack market with quality and artisanal recipes BY VIOLETA MONTES DE OCA I n the competitive world of snacks, few companies manage to balance industrial scale with the heart of a family business. MexSnax, founded in Dallas in 1986 by Luis González, celebrates four decades of history, establishing itself as a benchmark for quality and artisanal flavor in the Texas market and beyond. What began with the manufactu- ring of tostadas is evolving with the launch of two innovative lines: Rico- nes and Sabricos , designed to captu- re the new generations of consumers. The Legacy of Luis González: Quality Over Quantity For Elio González, President and CEO of MexSnax, the company’s suc- cess lies in a non-negotiable philoso- phy: “If we don’t like it ourselves, we don’t sell it.” Under this premise, the company has maintained constant production—operating nearly 24 hours a day on its flagship corn and flour churrito lines—without losing its artisanal touch. “I don’t sell quantity; I sell quali- ty and flavor,” states González. This consistency has allowed MexSnax to grow from a local supplier to a brand with such solid brand awareness that it already competes on the shelves of retail giants like Walmart, H-E-B, and Kroger . They are even gaining ground in convenience stores. Innovation with Essence: Ricones and Sabricos Understanding current trends, MexSnax is launching its “Good for You Snacks” line this year. This proposal responds to the demand for lighter products that sti- ll maintain the authentic flavor profile that characterizes the brand. Ricones: Made from wheat pe- llets, they offer a crunchy and sa- tisfying texture with a healthier focus. Available in Salt & Lime, Pi- cositos (Spicy), and Cheese & Chile. Sabricos: These bring back the traditional round shape and are available in three varieties: Tradi- tional, Salsa Verde, and Sea Salt. Elio González highlights that these launches are 100% artisanal recipes where the corn is cooked and kneaded in-house, guaranteeing a superior pro- duct that appeals not only to the ethnic market but to the general consumer seeking authenticity. “Somos la Pura Botana”: Profitability and Turnover The company’s slogan, “Somos la pura botana” (We are the ultimate snack), reflects a culture of joy and commitment that translates into re- sults for the retailer. For buyers and ca- tegory managers, MexSnax represents a growth opportunity with attractive margins and a proven turnover rate. “Wherever the brand is positioned, it takes off,” assures González. Marketing support and the company’s execution capabilities ensure that every point of sale features high-demand products. Despite its growth, MexSnax conti- nues to operate as a family business, allowing them to be agile and maintain strict control over every package that reaches the consumer. Special Insert Sweets & snacks
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16 • May | June 2026 • abasto.com BY ABASTO S pending on snacks and candies in 2026 reflects a clear shift in consumer beha- vior: taste still reigns supreme, but price drives the decisions. New research from Kroger Precision Marketing powered by 84.51° shows how shoppers are indulging, or holding back, on snacks and candies this year. Indulgen- ce continues, but with tighter budget con- trol and higher expectations. The study, conducted in January 2026 among 400 Kroger shoppers, confirms a more strategic mindset. Planning Drives Spending on Snacks and Sweets in 2026 Before even reaching the aisle, most sho- ppers have already made up their minds. 64% decide on the type of snack before buying. Additionally, 57% set their bu- dget in advance, and 52% decide on the flavor profile. However, the brand and package size are usually decided in-store. Flavor leads as the primary purchasing factor. Even so, ingredient transparency is gaining ground. 74% prioritize products made with real ingredients. Likewise, 59% seek options without artificial ingredients or flavors. Half prefer low or no added sugar, and 47% value high protein content. Overall, spending on snacks and sweets in 2026 combines pleasure with prudence. Spending on Snacks and Candies Shifts in 2026 • Continues on page 18 El sabor lidera como principal factor de compra. Aun así, la transparencia en ingredientes gana terreno Special Insert Sweets & snacks
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18 • May | June 2026 • abasto.com El chocolate domina en consumo personal y para compartir Special Occasions Sustain Consumption Despite caution, celebrations sustain the category. Chocolate dominates both personal consumption and sharing. Gummy can- dies accompany evenings of entertain- ment. Bakery products and frozen des- serts round out special moments. 71% planned to celebrate Valentine’s Day. Most would do so with their partner, and 30% with their children. Sales reflect this behavior. Packaged candies double in volume compared to an average week. Card sales triple, and flower sales increase 4.5-fold. Similarly, sporting events drive purcha- ses of potato chips, beer, and dips. Indulgence with Discipline Ultimately, spending on snacks and sweets in 2026 reflects a consumer who allows themselves small pleasures, but within clear limits. The taste remains. The excess does not. Price Limits Premium Indulgence Cost tops the list of purchase ba- rriers. Price is the main obstacle to bu- ying more sweets. Health goals and concerns about sugar follow closely behind. As a result, 48% buy fewer pre- mium sweets. Additionally, 43% are cutting back on large packa- ges, and 30% are buying fewer store brands. Online purchases are also declining. However, promotions drive sa- les. 39% say they buy more when they find discounts. Deals are the leading trigger for impulse pur- chases. In short, taste attracts, but price decides. • Continuation of page 16 Special Insert Sweets & snacks
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20 • May | June 2026 • abasto.com Bon o Bon Boosts Its Presence in the U.S. with a Campaign Inspired by the Argentine National Team COURTESY OF ARCOR A s soccer establishes itself as one of the main drivers of culture and consumer spending in the United States, especially within the Hispanic community, brands are seeking to capitalize on these moments to con- nect with their audiences. Against this backdrop, the Bon o Bon choco- late brand is introducing a campaign specifically designed to accompany upcoming sporting events and boost its presence at the point of sale. A Brand with History and Emotional Connection Arcor is a leading multinational com- pany of Argentine origin, with over seven decades of experience and a pre- sence in more than 100 countries. Sin- ce its inception, the company has stood out for combining quality, innovation, and a strong commitment to interna- tional expansion, positioning itself as one of the leading players in the food industry in Latin America. In this context, Bon o Bon was launched in 1984 with a clear objec- tive: to bring to the world a chocolate with a unique flavor, accessible and designed for sharing. Over more than 40 years, the brand not only establi- shed itself as a leader in Argentina but also expanded its global presen- ce, becoming Arcor’s flagship pro- duct worldwide and one of its most internationally recognized brands. Its unique selling point lies in its strong emotional component: Bon o Bon is, above all, a bridge between people. A Campaign Aligned with Passion for Soccer and a Boost to Retail In the context of the upcoming sea- son of major international tourna- ments, Bon o Bon is launching a product line inspired by the Argen- tine National Team, with the goal of capitalizing on the strong emotional connection this team generates glo- bally, especially among Hispanic con- sumers in the United States. The world champion national team has become a symbol of pride, iden- tity, and cultural connection. Asso- ciating the brand with this universe allows it to amplify its relevance and strengthen its connection with au- diences who experience soccer as a collective experience. This initiative allows us to amplify the emotional power of Bon o Bon and bring it closer to Hispanic consumers who experience soccer as part of their identity. It is a concrete opportunity for the retail sector to join a cultural conversation of enormous relevance,” Marco Pacheco | Marketing Manager for the U.S. at Grupo Arcor. In this context, the 2026 sports ca- lendar, which will place North Ame- rica at the epicenter of the world’s biggest soccer event, opens a unique opportunity to boost shared con- sumption moments, such as viewing parties, family gatherings, and ce- lebrations, where the confectionery category takes center stage. During these occasions, catego- ries such as snacks, beverages, and confectionery experience sustained growth driven by group consumption dynamics. Having a product linked to the Argentine National Team helps increase in-store traffic, encourages impulse buying, generates cross-ca- tegory sales, and differentiates the offering from the competition. Special Insert Sweets & snacks
21 • May | June 2026 • abasto.com Bon o Bon’s strategy includes a comprehensive rollout in Hispanic supermarkets and independent sto- res, with a focus on key markets such as Florida, North Carolina, Virginia, New York, New Jersey, Illinois, Texas, and California. Key initiatives include special pac- kaging, end-cap displays, pallets, and promotional islands; high-impact vi- sual POP materials; themed displays and merchandising; special promo- tions on game days; geolocated di- gital activations; and family-sized bundles. These elements not only boost brand visibility but also transform the retail space into an experience, encouraging consumers to linger and driving impulse purchases. Additionally, the campaign is de- signed to connect with three key segments: nostalgic Hispanic consu- mers, who see Bon o Bon as an emo- tional icon; bicultural youth, who blend Latin traditions with American habits; and soccer fans, drawn to pro- ducts linked to sporting experiences. This approach allows the brand to expand its reach beyond the Hispanic market, incorporating new audien- ces and strengthening its position in the U.S. market. In this way, Bon o Bon capitalizes on the sports season by combining a high-turnover product, strong emo- tional equity, and a commercial stra- tegy designed to maximize results at the point of sale. For retailers, joining this initiative not only means adding an attractive product but also actively participa- ting in one of the most significant cultural and commercial phenomena of the year.
22 • May | June 2026 • abasto.com The modern palate’s boredom has a name, a diagnosis, and, above all, a solution. It’s called SenseMaxxing, and it’s changing the game for retailers and snack manufacturers. BY HERNANDO RAMÍREZ-SANTOS T oday’s consumer doesn’t just walk into a store to buy something. They walk in looking for an experience. Sales data in the snack and confectionery channel confirm this pattern that many category managers already sensed on the sales floor: products that combine multiple simultaneous stimu- li, a pronounced crunch, a color impossible to ignore, a flavor that shifts from sweet to spicy in seconds, sell faster, generate more organic content on social media, and com- mand higher prices than their counterparts with a simple sensory profile. This is no coincidence. It is the com- mercial reflection of a trend that the Spe- cialty Food Association has just officially named the most important of the year: SenseMaxxing, or sensory maximalism, the consumer’s active search for products that intensely and simultaneously activate all their senses. SenseMaxxing is the Trend of the Year The Specialty Food Association (SFA) de- clared SenseMaxxing its 2026 Trend of the Year, announced at the Winter Fancy Fair. The definition is precise: an embrace of ex- periential intensity, where every bite and every sip maximize sensory saturation. In a cultural moment dominated by smooth touchscreens and algorithms, consumers are responding with a visce- ral counter-movement: they want to feel more, not less. “We spend twelve hours a day touching flat, one-dimensional glass,” explains Ke- vin Ryan, founder and CEO of Malachite Strategy and trends partner at the SFA. “SenseMaxxing is the consumer’s silent rebellion against uniformity. From textu- re and taste to visual brilliance, it will be one of the keys to differentiating products and brands in 2026.” The Sensory Revolution Redefining Store Shelves in 2026 Selling Through the Senses • Continues on page . 24 Special Insert Sweets & snacks
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24 • May | June 2026 • abasto.com From the Touchscreen to the Tactile Palate: Why Now The logic behind the phenomenon is al- most paradoxical: the more digitized our lives become, the more intensely we seek physical experiences that remind us we are flesh-and-blood beings. Digital overs- timulation has created a kind of emotional numbness. Food has become one of the last frontiers where humans can outsmart AI: no algorithm can chew; no language model can taste the spice. “Digital saturation has reprogrammed consumer expectations, and food is no ex- ception,” notes the SFA in its trends report. “Amid the ‘numbness’ of modern life, con- sumers demand friction, vibrancy, and au- thenticity, not bland neutrality. They want experiences that make them feel alive.” The result is a new hierarchy of value on the shelf: if a product fails to cut through the noise in terms of flavor, texture, aro- ma, or visual impact, it simply won’t have a place in 2026. What Defines a SenseMaxxing Product It’s not enough to add chili to everything or paint packaging neon. Authentic Sen- seMaxxing operates on simultaneous la- yers. First, extreme and contrasting tex- ture : combinations that clash within the same bite, a soft core with a layer of explo- sive sweetness. The sound of the crunch is no longer accidental; it’s product enginee- ring. Second, hyper-vivid color : pigments that shift in hue, presentations impossible to ignore while scrolling through Insta- gram. Virality isn’t a bonus, it’s part of the design. Third, aroma as the first hook : olfac- tory elements that trigger nostalgia or cu- riosity before the first bite. And finally, flavors on the edge : acidi- ty that makes you squint, Szechuan spice that leaves your lips numb, dark chocolate with pepper. It’s not about pleasant flavors in the conventional sense; it’s about me- morable flavors in the neurological sense. The Opportunity for Retailers: Beyond the Product For the retail channel, SenseMaxxing isn’t just a buying signal; it’s a roadmap for the entire shelf strategy. Multisensory products are perceived as premium or ar- tisanal, which justifies higher margins. When a sweet offers a complex sequence of changing textures and flavors, the con- sumer is willing to pay more than for a product with a simple texture. The display also enters the equation. High-contrast displays, tactile packaging, and a visual narrative that anticipates the product’s internal experience are now conversion tools as important as price. Packaging doesn’t inform, it promises. And in the experience economy do- minated by Millennials and Gen Z, that promise of a mini-sensory adventure, accessible, immediate, shareable, holds enormous purchasing power. The snack is no longer fuel. It is pocket-sized enter- tainment. 2026: The Year the Shelf Speaks Louder The complementary trends identified by the SFA for 2026 all point in the same direction: the modern consumer doesn’t want passive products. They want products that tell a story, that engage them. In 2026, products that evoke a feeling will continue to win. Those that do nothing for the senses will simply cease to exist in the shopping cart. • Continuation of page 22 Special Insert Sweets & snacks
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26 • May | June 2026 • abasto.com Special Insert Sweets & snacks America’s Favorite Condiments YouGov, an international online tool, published a report this February identifying the condiments most loved by American adults. Peanut Butter According to the National Peanut Board, by law, a product must contain at least 90% pea- nuts to be called “peanut butter.” 1. 2. 3. Honey In the United States, the average person consu- mes about 1.3 pounds of honey per year, according to the National Honey Board. Salsa Spicy or mild 37% of Ame- rican adults say they “love” salsa, while another 38% say they “like” it. Chocolate Syrup Its original use back in 1896 was to mask the taste of medicine, when pharmacists would use cocoa powder for that purpose. Mayonnaise Originally from Spain and later adopted by France, this thick, cold sauce or dressing now boasts a wide variety of flavors. BBQ Sauce This sauce goes hand- in-hand with some of the most famous dishes in the Ameri- can South, blending culinary traditions from India, Africa, and Europe. Ranch Dressing Figures from a 2023 Kraft survey featu- red in The Takeout reveal that this dressing dominates in 13 states, prima- rily in the South and the Midwest. Ketchup This famous sauce originated in China using fish entrails, meat by-products, and soy. The toma- to-based version we know today was created in 1812. Maple Syrup Maple tree sap is the source of this condi- ment, which first hit supermarket shelves in the second half of the 20th century. 5. 8. 10. Jam A third of the surveyed population (34%) claims to love jam or jelly, the classic process of preser- ving fruit in glass jars. 4. 6. 9. 7.
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28 • May | June 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS I magine this: A customer walks into your store. They have a list, check the prices, and decide to skip the expensive organic products to save a few dollars. But when they reach the checkout line, they see a bag of freeze-dried gummy bears or a clas- sic bar of Mexican chocolate. The hand reaches out. The product lands on the conveyor belt. In a year defined by “careful spending,” the candy aisle has become the ultimate economic anomaly. According to the Na- tional Confectioners Association (NCA), nearly 100% of households made a candy purchase in 2025. For the modern retailer, this isn’t just about selling sugar; it’s about Sweeten Your Business Why Confectionery Is the Best Strategy for Boosting Your Margins capturing that “affordable luxury” Ameri- cans refuse to give up. The numbers are staggering. The State of Treating 2026 report reveals that U.S. confectionery sales reached a record $55 billion last year. Despite inflation and market jitters, chocolate, gum, and candy aren’t just surviving, they’re thriving. With projections to reach $62.2 billion by 2030 , the message for retailers is clear: if you aren’t optimizing your candy selec- tion for the “intentional” shopper of 2026, you’re leaving money on the table. The Generational Shift: Milk Chocolate vs. the “TikTok Effect” The report highlights a massive shift in who buys what . While Boomers remain loyal to milk and dark chocolate classics (which still dominate over 50% of the mar- ket), younger demographics are moving the needle in another direction. • Continues on page 30 How Hispanic retailers can capitalize on generational trends and seasonal spikes to claim their share of a $62 billion future. Special Insert Sweets & snacks
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30 • May | June 2026 • abasto.com The rise of gummies: Non-chocolate candies now account for nearly 41% of the market share. The Gen Z factor: If you want to capture Millennials and Gen Z, think texture and novelty. Freeze-dried candies and “unex- pected” flavor combinations are booming, driven largely by discoveries on platforms like TikTok. “New” is old: A third of consumers are seeking nostalgia. Exact “retro” relaun- ches are in high demand, bridging the gap between generations. Winning During the “Big Four” Seasons (and Beyond) Seasonal sales accounted for 63% of all confectionery revenue in 2025. While Valentine’s Day and Halloween remain the giants, the modern retailer must look toward “second-tier” holidays. The report shows significant growth in gifts for Mother’s Day, Father’s Day, and the 4th of July, golden opportunities for His- panic retailers to create displays that pair sweets with traditional family celebrations. “Today’s Americans make their purcha- sing decisions with greater intent,” says John Downs, president and CEO of the NCA. For retailers, that “intent” is a vote of confidence. Candy isn’t a mindless purchase; it’s a calculated moment of joy that averages just 40 calories a day for the typical consu- mer. As we look toward a $62 billion futu- re, the question isn’t whether people will continue to buy candy, but whether they’ll find the ones they saw on social media yes- terday on the shelf today. • Continuation of page 28 To capture your share of the projected $62.2 bi- llion market by 2030, ensure your store meets the following requirements: • Analyze the “Big Four” and beyond: Don’t stop after Easter. Reserve specific shelf space for Mother’s Day, Father’s Day, and the 4th of July, which are becoming hi- gh-growth “gift-giving” occasions. • Mix up the textures: Make sure your candy aisle isn’t just chocolate. Stock up on “sen- sory” products like freeze-dried , chewy , and gummy candies to attract Gen Z and Millennials. • Create “nostalgia” displays at the ends of the aisles: Dedicate a third of your spe- cialty candy space to retro reissues. These are high-margin impulse buys for shoppers looking for a “trip down memory lane.” • TikTok-ready merchandising: Highlight “trendy” or “viral” flavors. If a specific fla- vor combination or texture is going viral on social media, label it on your shelf to grab the attention of younger shoppers. • Balance in the “box”: Since 99.8% of hou- seholds buy candy, keep the box stocked with both 40-calorie “controlled-portion” packs for health-conscious shoppers and chocolate bars for shoppers looking for a “treat.” The Success Checklist for Retailers Based on the 2026 “State of Treating” report Special Insert Sweets & snacks
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32 • May | June 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS I magine two shoppers in the snack aisle of the same grocery store. One of them, a baby boomer, unhesitatingly goes for pecans, drawn by a lifeti- me of pralines and pies. The other, a Gen Z college student, skips the classics and looks for something swicy (sweet and spicy at the same time) that will surprise him. They stand very close to each other, but their snack worlds have little in common. For food retailers stoc- king shelves in 2026, that scene plays out millions of times a day. And Nuts. com released data explai- ning why. What the Research Reveals Talker Research surveyed 1,000 Americans between February 13 and 19, 2026, on behalf of Nuts.com, W h i c h N u t R u l e s Y o u r R e g i o n ? Nut Consumption Trends in the U.S. Research by Nuts.com confirms a favorite snack, but reveals that the rest of the map is a battleground the family-owned specialty food company founded in 1929. The results paint a detailed picture of U.S. nut consumption trends that every category buyer should take into account. Cashews Dominate U.S. Nut Consumption Trends Cashews, also known as the Indian nut or marigold nut, are the clear winner: 43% of Americans name them as their favorite nut for snacks and mixes. Every generation ranks them among their top two choices, making cashews “For nearly a century, Nuts.com has known that snacking is personal. Today we serve nearly a million customers with tastes ranging from lifelong favorites to bold, globally inspired flavors,” said CEO PJ Oleksak. PJ Oleksak | CEO • Continues on page. 34 the only common ground in a deeply fragmented landscape of tastes. However, generational differences are notable. Baby Boomers lead with a 51% preference for cas- hews and nearly 40% more love for pecans compared to Millennials. In contrast, Gen Z is 25% more likely to choose pistachios or almonds, and seven times more inclined toward tangy snacks than their elders. Young people seek variety and intense sensations; older adults lean toward comfort. Special Insert Sweets & snacks
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Each Region Has Its Own Snacking Identity Zooming out to the natio- nal level reveals even more pronounced differences based on geography. The Northeast splits its preference evenly between cashews and peanuts. It leads in hazelnuts and Brazil nuts, and balances creamy (52%) and crunchy (51%) textures equally. The Southeast proudly champions pecans: Sou- therners express 75% more loyalty to this nut than those in the Nor- theast, accompanied by a marked preference for sweet and creamy flavors. The Southwest is peanut territory (46%) and also the most adventurous: its consumers surpass the rest of the country in preferen- ce for spicy flavors by more than 20 percentage points. The Midwest is the only region where pistachios take the top spot (37%), accompanied by popcorn and nostalgic flavors. The West, for its part, is almond country (40%), with a snack identity that blends chocolate (46%) and butter (33%) into flaky, crumbly textures worthy of a pastry shop. The Message for Retailers Data from Nuts.com sends a clear messa- ge to buyers and ca- tegory managers: a one-size-fits-all stra- tegy no longer wor- ks. Nut consumption trends in the United States are diversi- fying at breakneck speed, and retailers who read the data correctly and stock accordingly will see higher profits. Those who don’t will watch as those cus- tomers leave emp- ty-handed, searching for stores that meet their needs. A Sensory Revolution Led by Young People Gen Z and Millennials are driving what the data calls a “sensory snacking revolution.” They prefer chewy (47%), crunchy (40%), light (34%), and even frozen (32%) tex- tures. They are three times more likely than Boomers to choose hazelnuts or gummy candies, and twice as likely to prefer spicy or bittersweet flavors. Boomers and Generation X, on the other hand, stick to the classics: they prefer crunchy (56%), creamy (55%), and fluffy (36%) tex- tures, with chocolate (46%), salt (44%), and sweet (42%) as the dominant flavors. They also lead in dried fruit consumption, the clearest sign of health-consciousness among older consumers. Despite all these divi- sions, one fact unites ever- yone: 54% of Americans demand a crunchy texture in their snacks. It is the only national consensus in a market that, otherwise, re- fuses to agree. Continuation of page 32 34 • May | June 2026 • abasto.com Special Insert Sweets & snacks
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36 • May | June 2026 • abasto.com BY ABASTO T he Hershey Company officially launched its unified operating model, “ONE Hershey,” merging its Sweet, Savory, and Protein brand por- tfolios under a single integrated com- mercial structure in the U.S., a first in the company’s 130-year history. For independent Hispanic super- markets and retail operators, this structural change has direct implica- tions for shelf space. ONE Hershey means a single, conso- lidated commercial voice. It simplifies negotiations with suppliers, category planning, and promotional execution across the three snack segments. For retailers managing tight mar- gins and limited administrative re- sources, this efficiency can directly translate into better deals, more agile restocking cycles, and more consistent category strategies at the point of sale. What Specifically is Changing? Hershey said it is centralizing the global marketing of its brands whi- le unifying commercial execution across its entire U.S. portfolio. Previously, its major confectionery brands, Reese’s, KIT KAT®, and Her- shey’s, operated independently from its savory snack brands such as Skin- nyPop, Pirate’s Booty, and Dot’s Ho- mestyle Pretzels. The giant merges its three snack portfolios ONE HERSHEY Now, those channels are converging. The company is combining the histo- rical strength of its iconic confectio- nery brands with the agility of its salty snacks and protein segments. In this way, they are creating a single category leadership engine focused directly on their retail partners. New Leadership Drives Change Andrew Archambault assumes the role of President for the U.S., with full oversight of business planning, cate- gory leadership, and retail execution. Stacy Taffet, now Chief Growth and Marketing Officer, takes charge of innovation, demand generation, and portfolio strategy. Vero Villaseñor assumes a new role as Chief Brand Officer, leading the global activation of the portfolio. Key Facts $11.2 billion in annual revenue across more than 90 brands. 3 categories: Sweets, Savory, and Proteins now under unified commercial execution in the U.S. 80 countries reached by Hershey’s global portfolio. For the first time in the company’s history, all three portfolios operate under a single integrated structure. 4 executive roles expanded or newly created to support the ONE Hershey model. Industry Outlook Retailers should anticipate a more coordinated Hershey presence on the sales floor and in category reviews throu- ghout 2026. Investments in omnichan- nel capabilities, out-of-home channels, and R&D indicate that Hershey is accelerating its pace of innovation across all three segments. For Hispanic supermarket operators serving a diverse, snack-loving customer base, aligning early with Hershey’s unified retail execution team could yield greater promotio- nal support and more custo- mized category solutions hea- ding into the second half of the year. Special Insert Sweets & snacks
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38 • May | June 2026 • abasto.com Peanuts and Popcorn BY ABASTO T he history of snacking in the United States spans just over 75 years. The craving for something sweet, salty, or fa- tty was the primary catalyst. One of the first products to appear was a tin (not a bag) of potato chips. The Early Days The National Museum of American His- tory in Washington, D.C., reveals that be- tween 1950 and 2000, the country trans- formed into a nation of “snackers.” Between 1978 and 1983, records show a surge in the number of new food products (appetizers, bakery items, candy, gum, snacks, and condiments) alongside an in- crease in the Body Mass Index (BMI) of the population. Sporting Events and Vehicles Another major influence on consump- tion was the first Super Bowl in 1967. The event, centered around watching a game on television, turned comfort food and snacks into the main course. Additio- nally, the event lasts at least a couple of hours, encouraging continuous grazing. Interestingly, the avocado industry began advertising during halftime in the 1990s, following the start of NAFTA. What do Ford vehicles and Fritos have The Evolution of Snacks in the U.S. in common? Vehicle assembly lines ins- pired the national-scale production of corn chips. During the same decade of the 1960s, museum records show the emer- gence of matching bowl sets designed spe- cifically to include dip. Another intersection between vehicles and snacks occurred when General Mo- tors included cup holders in its models. By 1980, they became a standard feature in new cars, making it easier for people to enjoy food and drinks without spills or splashes. Nowadays In 2023, a study titled “Snacking Consump- tion among Adults in the United States: A Scoping Review” highlighted that snacks are a staple of the American diet, repre- senting approximately 20% of total ener- gy intake. Most U.S. adults consume be- tween one and three snacks per day. In the late 19th cen- tury, circus caravans sold roasted peanuts, which gained massive popularity and a loyal fan base when they made their way into baseball stadiums. During the same era, street vendors sold popcorn at fairs and parks. Sales of this snack skyrocketed du- ring the Great Depres- sion (1929–1939). The reason? The perfect pairing of popcorn in movie theaters. “Cactus” chips and salsa tray set Courtesy of the National Museum of American History Potato chip tin, 1950s Courtesy of Paula Johnson Special Insert Sweets & snacks
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40 • May | June 2026 • abasto.com IN THE HALLS OF EXPO WEST: 1. Eric DelaMare, Erick Bolanos, Efrain Mendoza, and Rolando Terriquez, from Novamex. 2. Josseline Lamberck, Rebecca James, and Mabel Neira, from Goya. 3. Ariela Nerubay and Alfonso García, from Mexilink. 4. Eduardo Pérez, Diego Armando Lemus, and Roberto Villasana, from Yoopy. 5. Bianca Bergado, Héctor Saldívar, Vince Giudice, and Elizabeth Lang, from Tia Lupita. • Continues on page. 42 The wellness-focused trade show served as the stage for new launches from renowned brands BY VIOLETA MONTES DE OCA N atural Products Expo West, produ- ced by New Hope Network, brought together more than 66,000 registered leaders from the health and wellness sec- tor at the Anaheim Convention Center (March 3-6, 2026). The event is recogni- zed as the premier gathering for the na- tural and organic products industry. More than 3,200 brands showcased the latest innovations in the natural products industry—valued at nearly $342 billion—spanning food and beve- rages, health and beauty, lifestyle, vi- tamins, supplements, raw ingredients, and solution providers. In the snack category alone, 196 com- panies displayed healthy sweets and snacks, many of them debuting new pro- ducts that will soon hit store shelves. Notably, among this year’s new featu- res, the trade show included The Snack Lab , a dedicated space to explore the latest “better-for-you” snacking trends. Located on the third floor of the exhibit hall, brands presented innovative pro- ducts that blend wellness, flavor, and indulgence, redesigning the snacking experience and highlighting the next ge- neration of delicious, guilt-free options. The major protagonists of this 45th edition of Natural Products Expo West were protein and fiber—two power- house ingredients reflecting the consu- mer’s search for wellness. About Natural Products Expo West 2026 The event was characterized by its ener- gy and sense of community, offering a Expo West 45: Healthy Sweets and Snacks in Anaheim unique opportunity to connect, share ideas, and build relationships that dri- ve the industry forward. With representation from more than 110 countries across 26 pavilions, the show demonstrated the sector’s incre- dible global reach and diversity. The event recorded an increase in attendan- ce from countries such as Japan, Peru, and Spain, bringing fresh perspecti- ves, unique innovations, and dynamic energy to the show floor. This inter- national presence underscored the growing global momentum and shared commitment to advancing health and wellness worldwide. “Expo West was vibrant this year, and the energy throughout the show floor was incredible. Seeing so many key retail partners, industry leaders, and brands aligned with our mission in one place was truly revitalizing; a powerful reminder of the momentum moving the natural products industry.” – Kim Larsson, Painterland Sisters. Attending buyers ranged from natu- ral, specialty, and independent retai- lers to mass-market and big-box stores such as The Fresh Market, DoorDash, Hungryroot, REVOLVE, Sam’s Club, Target, Whole Foods Market, Walmart, and many more, all in search of the most innovative natural and organic brands and products. 1 3 4 5 2 Special Insert Sweets & snacks
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42 • May | June 2026 • abasto.com Continuation of page. 40 Special Insert Sweets & snacks Educational Program at Expo West 2026 Expo West also hosted more than 100 educational sessions over four days, serving as a source of inspiration for companies seeking expert advice on trending topics such as sports nutri- tion, regenerative agriculture, wo- men’s health, functional products, and business strategies. Program- ming for Climate Day and the new CPG (Consumer Packaged Goods) Innovation Summit provided prac- tical insights designed to help com- panies advance and test new ways of operating. The highlight of the program, the “State of Natural & Organic” key- note, brought together ten promi- nent industry professionals for a hi- gh-impact informational session. Jeff D’Entremont, Senior Vice President of Informa Health and Nutrition, commented: “Expo West is the premier destination for CPG innovation, where companies showcase their creativity, connect with industry leaders, and launch products that redefine supermar- ket shelves. It’s a place where ideas come to life, partnerships are for- ged, and the next big trends are shaped. By fostering collaboration and providing actionable strate- gies, we empower brands to adapt to the changing consumer landsca- pe and lead the future of the indus- try with confidence and purpose.” Natural Products Expo West 2027 For 2027, Natural Products Expo West will return to Ana- heim from March 2 to 5. Natural Products Expo West is the leading trade show in North America for natural, or- ganic, and healthy products. The annual event unites indus- try professionals, showcasing the latest in food, beverages, supplements, personal care, household goods, and sustai- nable packaging solutions. Expo West attracts a diverse audience, including retailers, manufacturers, distributors, suppliers, media, and wellness enthusiasts, providing a plat- form to discover trends, con- nect with thousands of exhibi- tors, and stay ahead of market demands. IN THE HALLS OF EXPO WEST: 6. Gustavo Blanco, Jesús López, Gabriel Cice- ro, and Matías Botteri, from Amarumayu. 7. Iván Ahumada, from Minsa. 8. Tom Steinbarth, Jesee Navarro, John Va- lley, and Felipe Nava, from La Preferida. 9. Kevin Shin and team, from Pocas International. Expo West was vibrant this year, and the energy throughout the exhibit floor was incredible. Seeing so many key retail partners, industry leaders, and brands aligned with our mission all in one place was truly invigorating—a powerful reminder of the momentum driving the natural products industry.” Kim Larsson | Painterland Sisters 6 7 8 9
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44 • May | June 2026 • abasto.com TOP 10 Most Popular Snack Brands BY VIOLETA MONTES DE OCA At the close of 2025, the U.S. edition of the YouGov platform published a brand popularity report focusing on snacks and food. Heinz Ketchup This condiment brand leads both the minds and palates of American consumers. This product first appeared on shelves in 1876. M&M’s The history behind this Mars brand spans over a century. Interestingly, the distinctive “m” on each piece of candy was first introduced in 1950. Kit Kat Nestlé is the company behind this world-renowned chocolate. It originated in 1930 in the United Kingdom and is currently sold in more than 80 countries. Snickers Another famous chocolate bar belonging to Mars, its name was first heard in Chicago in 1930, reportedly in honor of a family horse. Tostitos This brand always strives to be present whenever there is a reason to celebrate. They are the perfect duo for salsa, guacamole, or any dip. Cheerios The original name was “Cheerioats,” and it hit the market in 1941 as one of the first ready-to- eat cereals. Its first flavored version, Honey Nut, debuted in 1979. Hershey’s The milk chocolate bar that started this brand dates back to 1900, when it cost just 10 cents. The famous “Kisses” were introduced later in 1907. Lay’s Potato Chips PepsiCo boasts that its portfolio includes Lay’s, the number one potato chip brand in the world, according to Euromonitor International Limited. Doritos Also a PepsiCo brand, Doritos were first sold in 1966. The original flavor? Unflavored. Various inventions followed later, such as the Taco flavor. Reese’s Hershey’s peanut butter-filled chocolate began in 1920, and it has certainly innovated since then with different shapes, sizes, and filling varieties. 1 2 3 4 5 6 7 8 9 10 Special Insert Sweets & snacks
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46 • May | June 2026 • abasto.com Special Insert Sweets & snacks 2 7 5 4 8 3 6 TOP 10 snacks BY VIOLETA MONTES DE OCA The specialized portal The Top Tens has com- piled the preferences of thousands of users, revealing a list of snacks that dominate the mar- ket due to their flavor and brand positioning. 1 Potato Chips Crunchy, salty, and mostly natural. National Potato Chip Day is celebrated on March 14. Oreos We all know the “right” way to eat an Oreo (it involves a glass of milk). This classic exists in various versions, flavors, and thicknesses. Popcorn This snack was once considered a breakfast food, but today, combined with butter and salt, it is the perfect excuse to watch a movie. Tortilla Chips The popular history behind “tortilla chips” or “nachos” began in Mexico, when Ignacio “Nacho” Anaya prepared them for military wives. Mixed Fruit There are no brands or specific packaging for this snack. People actually voted for the freshness and diversity that fresh fruit offers. Cookies Available in all sizes, ingredients, and flavors, cookies are a classic snack for people of all ages. Cheese Crackers This icon of American cuisine turned 100 years old in 2021. They work both as a snack and as the perfect pairing for soups and salads. Pop-Tarts A rectangular breakfast treat ready after a few moments in the toaster. Its original (and forgotten) name? “Fruit Scone.” Fruit Snacks/Gummies These are not dehydrated fruit and come in different shapes, combinations, and flavors. General Mills first used the term “fruit snack” in 1983. Pretzels Catholicism and Lent are behind this snack, as the original recipe only required water, flour, and salt—meat, milk, and eggs were not on the menu. 9 10
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52 • May | June 2026 • abasto.com • GOOD BUSINESS The Mexican company is launching a special- edition themed pasta to capitalize on the excitement surrounding the world’s largest soccer tournament, which is being held in North America this summer BY HERNANDO RAMÍREZ-SANTOS L a Moderna, the leader in the Hispanic pasta market in the United States, is launching Pasta Soccer, a 7-ounce line desig- ned to turn every match into a family culinary experience. The company expects to distribute more than one million packages nationwide during the tournament season. “We want to do our part so that families can enjoy this great event,” says Juan Pablo Monroy, Marketing Director at La Moderna. One product, two designs, four figures The packaging features a single barcode with two distinct designs that celebrate the diversity of North American soccer fans: one incorporates the colors of the Mexican flag, and the other features the stripes, stars, and red, white, and blue hues of the United States. The pasta itself features four themed shapes—a soccer ball, a trophy, cleats, and a jersey—that enhance the playful experience. Additionally, the design team transformed the barcode into a miniature goal, a detail that makes the product stand out on the shelf. Manufactured entirely at the Toluca, Mexico, plant, Pasta Soccer is, accor- ding to Monroy, “100% Mexican.” From the Field to the Plate La Moderna is targeting the product primarily at Hispanic households, its traditional consumer base, but is also aiming at the Anglo and European markets that will gather in front of the TV or in stadiums this summer. “Pasta brings families together in the kitchen and now, also around the TV,” notes Monroy. “El Matador” is the Ambassador for Pasta Soccer To boost sales, La Moderna hired Mexi- can soccer legend and former forward Luis Hernández “El Matador” as its ambassador. Through a dynamic QR code printed on each bag, consumers can take virtual penalty kicks with “El Matador,” take photos with him, and enter sweepstakes for jerseys, soccer balls, and video game consoles. The contests run from April 1 to July 31; the list of winners will be pu- blished starting August 15. At the point of sale, La Moderna will display danglers, stoppers, and display stands to maximize product visibility in every store. “Pasta Soccer” by La Moderna Bringing the table and soccer together this summer Permanent Product Originally conceived as a limi- ted-edition launch, Pasta Soccer exceeded expectations even be- fore hitting the shelves. Several customers and distributors have already requested that it be added to their permanent assortment. “Some customers want it just for the championship, but others are going to keep it forever,” Monroy reveals. The executive frames the launch as part of a broader stra- tegy: to keep La Moderna at the forefront of the world’s largest pasta market. “We have to keep innovating, so we don’t fall be- hind and continue to gain mar- ket share,” he concludes.
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54 • May | June 2026 • abasto.com • FOOD INDUSTRY BY HERNANDO RAMÍREZ-SANTOS T he bubbles spoke first, and they spoke loudly for Mineragua. In a blind taste test conducted by the web publication Serious Eats, the Mexican sparkling water claimed the No. 1 spot among 12 widely available brands. Tasters did not know which water they sampled. They simply followed the fizz. Serious Eats published the results Feb. 24 under the headline, “We Taste-Tested 12 Sparkling Waters: This One Had the Brigh- test Bubbles and Cleanest Flavor.” After ta- bulating scores, editors named Mineragua the overall winner. That endorsement carries weight. Foun- ded in 2006, Serious Eats draws more than 7 million monthly readers who turn to the website for rigorously tested recipes, science-based techniques, and detailed product reviews. Inside the Mineragua Taste Test To find the best sparkling water, Serious Eats editors poured 12 brands into unmar- ked cups. Tasters evaluated texture, mine- rality, and flavor without discussion. The methodology aimed to eliminate bias and palate fatigue. What set Mineragua apart? “Our winner is Mineragua Sparkling Water,” wrote author Lee Musho. The pa- nel praised its “bright pop” and consistent effervescence. One taster described the bubbles as “crispy.” Another called them “steady.” The site’s art director said the small, uniform bubbles gave it a “fancy sh- mancy” feel. Flavor sealed the victory. Associate culinary editor Laila Ghambari described Mineragua as “mineral-forward, with the mildest hint of salinity.” Musho agreed, noting that it felt “rounder on the palate than the other samples.” In contrast, testers dismissed lower- ranked waters as flat, metallic, or plas- tic-like. The winning sample stood out for clarity and sparkle. The lineup included legacy names such as Perrier, San Pellegrino, and Topo Chico. Yet Mineragua edged them all. Mineragua Wins Serious Eats’ Sparkling Water Crown Why Mineragua’s Bubbles Matter Sparkling water may seem simple, water plus carbon dioxide. However, Serious Eats noted that minerals such as magnesium and calcium shape tex- ture and taste. Bubble structure can range from aggressive to creamy. The best versions deliver abundant, fine carbonation without harshness. Packaging also plays a role. Mine- ragua is sold in glass bottles, which act as airtight barriers that preserve carbonation over time. Plastic, by con- trast, allows some gas to escape, redu- cing sparkle. A Timely Spotlight for Mineragua The recognition comes at a time when pre- mium sparkling water is attracting more attention than ever. Active consumers look for clean hydration that feels eleva- ted, not ordinary. Mineragua, owned by Novamex, the company behind Jarritos, has expanded distribution across Hispanic retailers, national grocery chains, club stores, and restaurants. That footprint positions the brand well as shoppers reassess their op- tions in the sparkling aisle.
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56 • May | June 2026 • abasto.com BY VIOLETA MONTES DE OCA B anner Wholesale Gro- cer s stands as a masterclass in longevity. As the company celebrates its 100th anniversary in 2026, it isn’t just looking back at a century of history; it’s understanding how the business has become the backbone of Chicago’s independent retail scene. From sourcing corn on farms in 1926 to tracking viral Japanese ice cream on TikTok today, the story of Banner is one of constant evolution. Four Generations of “Changing with the Times” The Banner story began in 1926 with a simple vision of retail and dis- tribution. President Richard Saltz - man, in an exclusive interview with Abasto Media, recalls how his grand- father and great-grandfather started by buying entire corn harvests from local farms and leveraging bank no- tes to manage inventory. By 1948, Richard’s father took the helm, navigating an era where logis- tics were primitive and roads were just beginning to connect the Midwest. It wasn’t until the 1990s that the com- Banner Wholesale Grocers Defined the Hispanic Market in Chicago pany made the pivot that would define its modern era: leaning heavily into the burgeoning Hispanic market. “You have to survive, you have to change, and you have to find a diffe- rent product line that you can sell,” says Richard. “It’s a constant thing. Everybody’s got to change with the times.” Today, the fourth generation is re- presented by Vice President Ryan Saltzman, who has spent 15 years mo- dernizing the family business. While Richard built the foundation, Ryan has brought the company into the digital age, using social media to spot trends before they hit the mainstream. In 2026, the company will celebrate its 100th anniversary and is planning a celebration on June 13 More Than a Wholesaler: “Let Us Be Your Back Room” For the 2,000 active custo- mers Banner serves, the wa- rehouse is more than a supply point—it’s an extension of their own stores. This is especially true for the “mom and pop” shops, taquerias, and bodegas that lack the square footage for massive inventories. “Our motto is ‘Let us be your back room,’” explains Ri- chard. These small business owners often visit the facility multiple times a week, buying $300 to $400 worth of stock at a time to restack their shelves immediately. This frequency has fostered a level of trust that corporate competitors struggle to replicate. • Continues on page. 58 • FOOD INDUSTRY
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58 • May | June 2026 • abasto.com Beyond the “Hispanic Aisle”: Integrating Culture One of the most significant shifts Banner has spearheaded is the move away from the isolated “ethnic aisle.” According to Scott Hilligoss, who leads procurement and marketing, the independent grocers in Chicago have led the way in integrating international products throughout the en- tire store. “It’s not just Hispanic stores anymo- re; they’re international stores,” says Hilligoss. While the first generation of immigrants remained fiercely loyal to traditional staples like Maseca and nopa- les (cactus), the second and third genera- tions are more adventurous. Banner has adapted by sourcing diverse regional products, such as Salvadoran and Honduran creams and cheeses, alongsi- de global viral hits. When a Japanese ice cream became the talk of the Lollapalooza music festival, the Banner team sourced it immediately. “It’s out of our realm, but we give our stores new items they can make money on,” Richard noted. Looking Toward the Next Century What’s next? For Ryan Saltzman, it’s about expansion and logistics, with customers already traveling from as far as Canada and Florida to access Banner’s unique va- riety and quality. While the company will celebrate its milestone on June 13th with a massive warehouse party and fireworks, the work doesn’t stop. The facility continues to ope- rate 24 hours a day across three shifts to ensure that Chicago’s neighborhood sto- res have exactly what they need, exactly when they need it. “We continue to evolve,” says Hilligoss. “We don’t have a crystal ball, but if it’s so- mething our customers need, we’re going to go get it.” • Continuation of page. 56 Inventory 6,000+ Unique Items Workforce 105+ Employees Logistics 9 Trucks; 16 Incoming Shipments Daily Community Impact $75,000+ Annual Food Bank Donations • FOOD INDUSTRY
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60 • May | June 2026 • abasto.com BY RON MARGULIS L oyalty programs have long been one of the most effective tools grocers have to win more trips and a larger share of each shopper’s food budget, but only if they are designed for frequency, family and value. Used well, loyalty is less about plastic cards and more about deepening a cultural and emotional con- nection that already exists between Hispanic retailers and their communities. Hispanic shoppers are power users of both grocery and loyalty. A recent Acosta Group study found that 85 percent of Hispanics have at least one supermarket loyal- ty card and 90 percent have a grocery app they access on trips, with 92 percent using it on specific visits to search for digital coupons, deals and product information. FMI reports that Hispanic households already outs- pend the average U.S. sho- pper on groceries, at about $186 per week compared with $165, and they shop more banners and channels overall. At the same time, other research shows that Hispanics actively plan trips with digital tools, with 72 percent using them to pre- plan grocery visits and 38 percent saying retailer apps are their primary pre-trip aid, which means share of wallet is up for grabs. The takeaway for retailers is clear. You are not trying to convince Hispanic shoppers to join a program; you are tr- ying to give them a reason to Building Loyalty Among Hispanic Shoppers: The Advantage You Already Have Over the Competition Make rewards tangible and personal Research from TCC Global shows that when customers feel they are receiving real value during interactions, the likelihood of higher wa- llet share can jump by more than 80 percent. In grocery, that value is increasingly delivered through perso- nalization, with leading retailers using data to serve relevant offers rather than one size fits all coupons. Programs like Kroger’s Plus Card and its paid Boost tier combine fuel points, per- Loyalty programs are much more than just reward cards. For Hispanic supermarkets, they represent an opportunity to turn their cultural connection with their community into a real and measurable competitive advantage. make your store the default for more of their family’s weekly spend. Inflation has pushed many households to buy fewer items per trip and so- metimes visit less often, but targeted rewards can reverse that trend. Industry guidan- ce on grocery loyalty sug- gests rewarding both spend and visit behavior with struc- tures like points on total bas- ket that encourage shoppers to consolidate more of their list with one retailer. The most effective grocery pro- grams now layer in visit-ba- sed challenges, like extra points for completing four trips in a month, which in- creases frequency and com- bats drift to competitors. For Hispanic grocers, this can be localized. Examples include weekday “family dinner” bonuses when a basket includes proteins, produce and tortillas, or extra points for stocking up for key cultural holidays, aligning with the higher engagement many Hispa- nic shoppers already feel toward grocery shopping. The goal is to reward the full basket and the full week, not just cherry pick items on promotion. 85% of Hispanics have at least one loyalty card 92% use the supermarket’s app on every shopping trip $186 weekly grocery spending $165 average shopper’s spending • FOOD INDUSTRY
61 • May | June 2026 • abasto.com INDUSTRIA ALIMENTOS • sonalized digital coupons and AI driven recommen- dations to increase engage- ment and value. Hispanic shoppers have already signaled they use retailer apps heavily for di- gital coupons and product information, so Hispanic supermarkets can take a similar approach. Use purchase data to push offers on preferred brands of rice and beans, fresh meats or bakery items, and highlight bet- ter for you or organic pro- ducts that research shows are important to Hispanic families and younger, digi- tally savvy consumers. The more a customer feels “this program is for my family,” the more likely they are to shift spend to your banner. Build emotional loyalty around culture Consultants warn that U.S. loyalty engagement has sof- tened overall as consumers join more programs and spread spend, with one Bos- ton Consulting Group study showing a 10 percent decli- ne in engagement and a 20 percent drop in measured loyalty over two years, parti- cularly in grocery and retail. That means generic, points only programs are easier to ignore. Hispanic retailers have a structural advantage here, because shoppers often see their neighborhood Hispa- nic supermarket as a direct link to family, culture and heritage. Make the app the shopping companion Finally, turn your app and loyalty account into the de- fault shopping assistant. Research on Hispanic sho- ppers shows exceptionally high use of in store apps for digital coupons, deals and product information, with 92 percent using them on specific grocery trips. FMI also notes that His- panic shoppers are more likely than average to say a store’s app or website qua- lity is important in selec- ting a primary store. Build features that mat- ter on every trip: a bilingual shopping list connected to weekly offers, quick ac- cess to personalized deals, real time price checks and easy digital redemptions. When shoppers can walk your aisles with their phone as a guide to both savings and discovery, you are not just clipping coupons; you are shaping the trip in real time, which is the most direct path to more visits, bigger baskets and a larger share of your customer’s food dollar.
62 • May | June 2026 • abasto.com BY VIOLETA MONTES DE OCA G uadalajara, Mexico, will welcome more than 52,000 professional visi- tors from 70 countries for three days of business and opportunity: Expo ANTAD 2026. This trade show is where purchasing decisions happen in Latin America. The National Association of Self-Service and Department Stores (ANTAD) annually organizes the most influential business forum for the retail and HoReCa (Hotel, Restaurant, and Café/Catering) sectors in Latin America. Expo ANTAD has established itself as an international benchmark that drives innovation, competitiveness, and growth in one of the economy’s most dynamic in- dustries. In the 2025 edition alone, 2,500 buyers from ANTAD-associated chains attended. More than 1,800 domestic and international exhibiting companies pre- sented innovations in food, technology, furniture, equipment, and much more across 52,000 square meters (nearly 560,000 square feet) of exhibition space. Program, activities, and conferences Expo ANTAD 2026 will offer plenty of rea- sons for manufacturing, distribution, and retail companies to do business. What’s New “For the first time, we have a presence from Russia (...) and the Jalisco Ministry of Economic Development did an extraordinary job bringing in a group of buyers from Korea,” shared Manuel Álva- rez, General Coordinator of Expo ANTAD, in an interview with Abasto Media. Addi- tionally, during the trade show’s inaugu- ration, figures from the Mexican Football Federation will speak on the significance of teamwork. Trade Show: Dates: May 19, 20, and 21 Hours 11:00 AM to 7:00 PM (Business Floor) Location: Expo Guadalajara The Most Important Business Gathering in Latin America EXPO ANTAD 2026: Guadalajara, Mexico, will host the 43rd edition of this trade show from May 19 to 21 Flavors and Aromas (Sabores y Aromas) A space where beverages are experienced, tas- ted, and negotiated. Here, brands present their products through live demonstrations, creating direct experiences with buyers and decision-makers to foster business encoun- ters with professional visitors. Retail Talks Forum Theory turns into experience and inspiration. Retail leaders and experts share success stories, lessons learned, and strategies that have trans- formed their organizations. The format is fast-paced and accessible, allowing atten- dees to not only listen but also interact and ask direct questions to the speakers. Solutions and Cutting-Edge Technology Forum (STP) The epicenter of technologi- cal innovation at Expo ANTAD 2026. This forum presents tools and developments such as AI for inventory management, advanced analytics to understand consu- mer behavior, logistics automation, and frictionless payment solutions, among others. GS1: Retail Code This space addresses topics such as barcodes, master data ma- nagement, traceability for fresh products, food safety, and e-commerce. This year’s fo- cus includes analyzing the migration to 2D Codes, smart inventory, business factories, and the syncfonía+ electronic catalog. • FOOD INDUSTRY
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64 • May | June 2026 • abasto.com I ndependent Hispanic grocery sto- res have a competitive edge that national chains have had a tou- gh time replicating - they have built trust in their communities. These in- dependents have built this trust over time through relationships, culture, and language. AI is now enabling a stronger connection that will help to turn the neighborhood grocery sto- res into a community omnichannel businesses. This change does not mean that gro- cers will stop talking to their shoppers; it means that they will talk to them even more with deep authentic inten- tion. Using AI to analyze how shoppers buy across digital touchpoints can help Hispanic grocers better unders- tand how shoppers interact with their brand. For example, AI tools like Chat- How AI is Powering the Next Generation of Hispanic Grocers POR KEN NINOMIYA MARKETING OMNICANAL GPT can help create simple bilingual messages that accurately reflect what real customers want, leading to greater loyalty and larger baskets. AI is changing the way promotions are also shared. With tools like Can- va, Notebook LM and Nano Banana, grocery stores can make bilingual circulars and social media posts that speak to their shopper in just a few minutes. You can send these via SMS, email, and social media, so you can be sure promotions reach customers no matter where they are helping their brands look more authentic. Hispanic grocery stores can also stay ahead of customer preferences by using AI-driven social listening tools like Perplexity AI to analyze real-time conversations on social media to understand what Hispanic consumers are talking about right now. By using AI to “listen” at scale, grocers can stay culturally relevant, connect with their communities in a more authentic way, and become the place where shoppers go for what they want next. Get started using AI to help with social listening today by typing the following prompt into your favorite AI engine: “Analyze current social media con- versations and online trends among Hispanic consumers in the U.S. (or specific market) related to grocery shopping, food preferences, and cooking habits. Identify top tren- ding products, cultural food trends by country of origin, health and we- llness preferences, and emerging shopper needs. Summarize the top three insights and provide actionable opportunities for a (grocery retailer or CPG brand). Give me three ac- tion steps I can take to maximize the opportunity for each insight.” Hispanic grocery stores that use AI will not only retain their unique identity but also strengthen it as the grocery business becomes more competitive and digital. From Bodega to Brand: • FOOD INDUSTRY
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66 • May | June 2026 • abasto.com POR RAMÓN PORTILLA FUNDADOR DE HUMANX INSIGHTS I n June and July 2026, the world comes to a standstill... but retail doesn’t. The world’s biggest soccer tournament, to be held in the United States, Mexico, and Canada, is about more than just soccer. For millions of Hispanic consumers, it’s family, pride, identity, and celebration. You’ve likely already made plans for the tournament, but perhaps you’re still figuring out what to do. Remem- ber that this time: It’s not about selling more products. It’s about turning your store into the place where soccer fever comes alive! Every store has customers who support one or more of the participating countries. The question is: will you re- flect that passion, or let it pass you by? 10 Ideas to Turn Your Store Into A Tournament Hub 1. The Store that Broadcasts Excitement Screens are the first idea, though not the most original. If you can, use the screens you already have. No one will want to miss a goal while shopping! The Soccer Tournament Also Takes Place in Your Store 10 Ideas to Win Over Latino (and Non-Latino) Shoppers 2 The “Tournament Chalkboard” Set up a simple chalkboard at the store entrance to display the day’s matches, results, or upcoming games. Make sure to have crayons so that children who come into your store can contribute to the chalkboard with their drawings and ideas! 3. Pride in Every Aisle Without a doubt, selling and displaying flags, jerseys, and accessories by country will be essential. There’s still time to order these types of merchandise. Don’t forget that the- se are impulse items. 4. Employees Cheering on the Game Invite your employees to be part of the team. Have them wear their country’s jerseys or colors on game day... a little friendly rivalry can be a lot of fun. 5. Paint Your Team Do you remember the excitement of visiting stores du- ring the big tournament when you were a kid? It would be great to do something for your younger customers. Maybe hire someone to do face painting of flags for the kids. 6. A Goal, A Celebration For every goal scored by a Latin American team, you could organize a raffle among your customers who are in the store at the time of the goal. • FOOD INDUSTRY
67 • May | June 2026 • abasto.com 7. “Game-Day Basket” Themed bundles will be a hit. You can create them by country, or even mix products from different coun- tries, making it more entertaining and fostering a sense of the Hispanic community. Consider, for example, the “Game-Day Kit” (snacks + drinks) or the “World Cup BBQ” featuring specific meats or traditio- nal dishes. 8. Instagram Zone: “I Was Here” This could be the opportunity you’ve been waiting for to have your social media presence fully driven by your customers! A soccer-themed photo area where your customers can take a selfie and post it will be su- per unique and iconic. 9. Predict and Win This is one of those ideas that always appeals to us. You can create something really cool in your store by setting up a chalkboard with your customers’ “predic- tions.” The board can change every day, and your cus- tomers can vote on those predictions. 10. Celebrate with a Purpose Finally, let’s not forget that our stores are part of a community. Many Hispanic people rely on nonprofit organizations that help them day to day. What if you launched a campaign among your customers so that, for every goal scored by a Hispanic team or through another initiative, your store supports a local cause? This would be tremendously well-received.
68 • May | June 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS F orty feet up, perched on sca- ffolding in New York, Rafael Riera was painting a mural when his father saw him and made a decision that would change his life. It wasn’t just the risk. It was the wasted potential. “Come here, I want to introduce you to someone,” he said. That “so- meone” was Bob Unanue. And that encounter would mark the begin- ning of a career spanning more than three decades at Goya Foods. Riera didn’t know it then, but he was coming down from the heights to enter a different kind of terrain: sales, where the fall doesn’t hurt the body, but it does hurt the spirit. From Brooklyn to the Highest Recognition Rafael Riera started at Goya in 1993 as a sales trainee in Brooklyn. Within a few months, he already had his own route. In less than a year, he was lea- ding the same team where he started. Today, at 70 years old and with more than three decades at the com- pany, he was honored with the Don Prudencio Unanue Award. During the gala the company held to celebra- te its 90th anniversary last March, Riera received the highest award Goya Foods bestows upon those who embody its values of integrity, exce- llence, and commitment. “I had no idea,” he says of the mo- ment he heard his name. “It was a very humbling experience... I was surprised.” The School of Persistence Before Goya, Riera ran a sign busi- ness in New York. But his true calling was always sales. “The first thing you have to sell is yourself. Once you sell yourself, the rest is history.” That philosophy became a daily practice. Especially when he faced one of his biggest challenges: convincing a client who for years had refused to sell Goya products in his store. For nearly four years, Riera persis- ted with the same product: capers. “Every time I saw him, I’d bring The Salesman Who Never Gives Up him a jar. He’d keep them without sa- ying a word.” Until one day, the client relented. “He told me, ‘Because of your per- sistence, I’m going to try it.’ And he approved it.” For Riera, that victory defined his career. Not because of the sale, but because of the lesson. “Never give up. That’s the most im- portant part of sales.” Growing with the Community Riera has witnessed firsthand the growth of the Hispanic market in the United States. “Back then, you’d walk into a store and there were four feet of product. Today there are sections of 40, 60, 80 feet.” That change wasn’t a coincidence. For him, Goya Foods understood so- mething key: the diversity within the Latino community. “Goya created a niche for every cul- ture: Colombians, Dominicans, Salva- dorans... It all starts with the palate.” From Brooklyn to managing natio- nal accounts like Walmart, Kroger, and Restaurant Depot, Riera has been at the forefront of that expansion. A Life on the Move On the verge of considering retire- ment, Riera doesn’t see himself sit- ting still. “For me to retire... what am I going to do? I have to stay active.” A father of five and a grandfather, he maintains a disciplined routine and a clear mindset. “This is a 24-hour job. There’s always a challenge to solve.” But beyond the numbers, there’s something that defines him. “Trea- ting people with respect. Just as you’d like to be treated.” The Sky Is Still the Limit There’s a phrase that has sta- yed with him since his first day at Goya. “Bob Unanue told me: ‘The sky is the limit.’” Riera turned it into a mantra, a method, and a legacy. “The im- portant thing is to keep growing, serving, strengthening relations- hips, and working with purpose.” And if he has made one thing clear in over 30 years of his ca- reer, it is that for him, selling was never just about closing deals. “Do things with excellence. As if they were for yourself.” That has been his true product. And that, he definitely knew how to sell. Rafael Riera made persistence his best strategy, and today he receives the highest recognition from Goya Foods • FOOD INDUSTRY
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70 • May | June 2026 • abasto.com • INDUSTRIA ALIMENTOS Digital Is No Longer Optional BY HERNANDO RAMÍREZ-SANTOS T here’s a statistic every independent retailer should pin to their wall: nearly eight out of ten consumers trust their local supermarket more than Amazon or Walmart to provide fair and personalized deals. It’s not intuition or nostalgia. It’s the central finding of the na- tional survey True Cost of a Grocery Shop, published by Swiftly, a retail technology provider. Trust, that intangible asset that big chains have been trying to buy with algo- rithms and memberships for years, still thrives naturally in local stores. But the data makes one thing clear: that trust alo- ne is no longer enough. Four Years of Pressure, and Shoppers are Still Tightening Their Belts 68% of consumers still struggle to pay for their groceries, a situation that has persis- ted for four consecutive years. In this con- text, every visit is a calculated decision. 55% of respondents say their purcha- ses depend directly on available discounts and promotions, and 37% switch brands without hesitation if a deal represents real savings. Today’s shopper isn’t impulsive. They’re strategic. And they choose the retailer that helps them win that battle week after week. The Advantage That Must Not Be Wasted “Shoppers are telling us two things very clearly: they trust their local supermar- kets more than national giants, and they expect digital convenience, personalized value, and real-time savings,” said Henry Kim, CEO of Swiftly. Independent retailers account for more than 98% of all retail businesses in the United States. They have the trust. They have the proximity. What they need now is the technology to turn that relationship into measurable loyalty and sustainable profit margins. The advantage exists. So does the mo- ment to use it. Here’s the turning point every independent re- tailer needs to pay close attention to: consumers expect digital experien- ces comparable to those of big chains, without losing the personal touch that sets the local store apart. 7 out of 10 shoppers use loyalty cards to track their spending. 71% use coupons. · More than a third access supermarket mobile apps weekly. 44% act on personali- zed recommendations received through loyalty programs or digital channels. And with rising prices, that digital adoption is accelerating. More than 65% of consumers say higher prices will chan- ge the way they shop. Among the actions they plan to take: 48% will use more digital coupons. 46% will download grocery apps to compa- re prices. 43% will sign up for loyalty programs. The conclusion is clear: consumers are already ready to interact digita- lly with their local store. The question is whether the local store is ready to welcome them. Consumers trust their local store more than the retail giants. The question is whether independent retailers are capitalizing on that advantage before it’s too late Independent Supermarkets Beat Amazon and Walmart... But There’s a Catch • FOOD INDUSTRY
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72 • May | June 2026 • abasto.com Ingredient Transparency Is Reshaping Purchasing Decisions BY HERNANDO RAMÍREZ-SANTOS I ngredient transparency is reshaping how Americans buy food, beverages, and beauty products, according to a recent study by the Acosta Group. The re- search reveals that half of U.S. shoppers are concerned about artificial ingredients and that an increasing number of consu- mers are reading labels before making a decision. The study, which focused on ingre- dients and surveyed 1,083 members of the Acosta Group’s exclusive shopper commu- nity, confirms that personalization, trans- parency, and trust will shape consumer behavior in 2026. Researchers conducted the survey from September 9 to 14, 2025. Mark Rahiya, president of the Acosta Group’s omnichannel sales and services group, stated that reading labels is now part of the shopping routine. As he exp- lained, consumers are looking for ingre- dients that support specific health goals. As a result, natural and organic brands are finding new opportunities to connect with shoppers through clear messaging and well-communicated benefits. Ingredient Transparency Influences Purchasing Ingredient transparency directly impacts what consumers put in their carts. Two-thirds of omnichannel shoppers take a balanced approach. They combine healthy products with indulgent options based on availability, taste, occasion, and mood. However, a significant segment priori- tizes health. Thirty-five percent of consu- mers define themselves as “health-cons- cious,” meaning they try to eat healthy most of the time, though they allow for occasional indulgences. Additionally, 15% of Gen Z and 21% of Millennials identify as “health-focused.” This group actively seeks out nutritious foods, avoids processed products, and prioritizes health in nearly all their deci- sions, regardless of price. Kathy Risch, senior vice president of thought leadership and shopper insights at Acosta Group, noted that 58% of sho- ppers read labels always or most of the time before purchasing a new product. Among health-focused consumers, the fi- gure reaches 87%. Likewise, label-reading is on the rise. Forty percent of health-focused shoppers and 39% of Gen Zers say they read labels more frequently than they did six months ago, especially when looking for nutri- tious and less-processed foods. Transparency is also key for households with specific needs. More than 25% of Personalization, transparency, and trust will shape consumer behavior in 2026 • Continues on page 74 • FOOD INDUSTRY
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74 • May | June 2026 • abasto.com U.S. shoppers report that someone in their household has allergies or sensitivities to ingredients in food, beverages, or beauty products. Of that group, 76% consistently check labels. Additionally, these consumers rate na- tural and specialty stores as the best in ter- ms of product selection, reinforcing the value of a well-differentiated offering. Growing Concern Over Artificial Ingredients Beyond general well-being, consumers express clear concern about artificial in- gredients. The study shows that 50% of all sho- ppers fear health risks associated with ar- tificial ingredients, chemicals, or preser- vatives. This concern rises to 79% among health-conscious consumers and to 63% among those who shop in the natural re- tail channel. At the same time, nearly half of respon- dents are aware of national initiatives re- lated to ingredient safety. Furthermore, 58% support measures to ban synthetic dyes and certain sweeteners, promote na- tural alternatives, and standardize regula- tions across states. The majority also calls for greater over- sight. Nearly 62% believe the U.S. needs stricter food safety regulations. Likewise, 71% support the country adopting more rigorous standards similar to those in Eu- rope regarding artificial ingredients. Taken together, these findings confirm that ingredient transparency and regu- latory clarity strengthen consumer trust and shape brand loyalty. Beauty: Balancing Clean Labels and Efficacy In beauty and personal care, shoppers take a more balanced approach. Consumers do not base their decisions solely on the ingredient list. They also value products with clinically proven results. If the price remains constant, 42% choose “clean beauty” products with natu- ral ingredients. Among Gen Z, the figure reaches 51%. In contrast, 39% select re- sults-focused products containing synthe- tic peptides and FDA-approved preservati- ves with proven efficacy. Even so, ingredient transparency re- mains relevant. Among those who prefer natural options, 59% read labels always or most of the time, and many say they do so more often than they did six months ago. Conversely, 47% of results-oriented shoppers rarely or never check labels, de- monstrating that the promise of efficacy may outweigh the product’s composition. Finally, 45% of beauty shoppers support stricter product safety regulations. Brands must therefore balance transparency and performance if they seek to build trust in an increasingly demanding market. • Continuation of page 72 50% of all shoppers fear health risks associated with artificial ingredients, chemicals, or preservatives • FOOD INDUSTRY
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76 • May | June 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS I ndependent supermarkets closed ranks around the Fair Prices for Local Businesses Act ( Fair Pri- ces for Local Businesses Act) as the National Supermarket Association (NSA) warned that price disparities and rising labor costs threaten the sector’s survival. During a recent General Assembly, the NSA brought together members, suppliers, and policymakers to ad- dress the growing economic pressure on neighborhood supermarkets. The meeting quickly shifted from product displays to urgent debates on policies that will shape the industry’s future. NSA Flags Price Disparities and Wage Pressure NSA leaders highlighted the uneven playing field created by suppliers’ pri- cing practices. They argued that inde- pendent supermarkets pay more than large chains for identical products. Fair Prices for Local Businesses Act Gains Support from Supermarkets The National Supermarket Association backs legislation aimed at curbing price discrimination by large retail chains At the same time, members soun- ded the alarm over a proposed $30 minimum wage, warning that higher labor costs could lead to price hikes, job cuts, and even store closures in underserved communities. Anthony Peña, president of the NSA, was blunt: “Independent grocery sto- res aren’t asking for special treatment. We demand fair treatment.” The Bill Targets Corporate Price Discrimination Momentum around the legislation intensified following Senator Chris Murphy’s visit to a store in Hart- ford, Connecticut, where he intro- duced the bill alongside key indus- try figures. Murphy framed it as a long-awaited correction to practices that favor large chains over neigh- borhood stores. Lawmakers such as Richard Blu- menthal, John Fetterman, Rubén Ga- llego, and Peter Welch also support the measure. The Impact on Communities For the NSA, the problem goes beyond profit margins. Independent grocery stores are pillars of local economies, especially in working-class and immi- grant neighborhoods. When these sto- res disappear, communities lose access to fresh food, local jobs, and economic stability, while food deserts expand. Peña emphasized that leveling the playing field would allow smaller operators to compete on service and quality, not just purchasing power. Broad Coalition Backs Reform The bill has received support from or- ganizations such as the Open Markets Institute, Small Business Majority, and the Independent Restaurant Coalition. Its advocates point out that the pro- blem extends beyond food retail: res- taurants, bookstores, and farmers also face higher costs due to price dispari- ties driven by corporate scale. They argue that stricter enforce- ment of the law could restore compe- tition, stabilize local economies, and lower prices for consumers. “When neighborhood grocery sto- res disappear, families lose access and stability,” Peña reiterated. The bill includes key reforms: • It eliminates the “match-to-competitor” de- fense, which allows suppliers to justify lower prices for large buyers. • It holds large retailers ac- countable by removing legal barriers that require proving intent. • It expands protections to include services such as deli- very platforms and payment systems. • It simplifies damage claims for small businesses affected by discriminatory pricing. NSA Chairman Anthony Peña (center) with Senator Cris Murphy (right). • FOOD INDUSTRY
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78 • May | June 2026 • abasto.com Inventory Management The Retail Learning Institute, which trains and develops professionals in the retail industry, has created depart- ment-specific checklists containing information on re- commended sanitation and maintenance tasks to be per- formed on a daily, weekly, monthly, or other regular basis. These practical and engaging checklists serve as a remin- der to staff of the importance of critical tasks and skills for the smooth operation of their department. FORE MORE INFO Print this checklist for your store and refer to this and other documents in English and Spanish on the Retail Learning Institute website. • FOOD INDUSTRY
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80 • May | June 2026 • abasto.com I n some regions of Spain, something curious is happening that, in rea- lity, is not new. Regenera- tive farmers are reviving a practice that was common in the countryside for gene- rations: planting aromatic herbs among crops. Today, these small plants are de- monstrating something powerful: they can help heal the land... and also our rela- tionship with food. Among olive groves, vine- yards, and almond trees, thy- me, rosemary, lavender, and sage are growing once again. These plants not only perfu- me the landscape; they play a key role in the health of the agricultural ecosystem. They attract pollinators, protect the soil, increase biodiversity, and help “heal” lands that have been exploited for years. But there is one plant that deserves special atten- tion: thyme. This small aromatic herb has been a fundamental in- gredient in Mediterranean cuisine for centuries and also a widely used natural remedy in homes. It contains com- pounds like thymol, known for their antibacterial and an- ti-inflammatory properties. That’s why our grandmothers used it to make herbal teas for colds or to aid digestion. A Very Special Plant In the kitchen, thyme has a unique ability to transform simple dishes. A fresh sprig can flavor a stew, steak, fish, chicken, roasted potatoes, olive oil, or a vegetable dish. What’s interesting is that these herbs also influence the quality of the food pro- duced around them. Some farmers have observed that when olive groves coexist with aromatic herbs like thyme or rosemary, the oils produced in those lands- capes may contain higher levels of polyphenols. The- se antioxidant compounds help reduce inflammation, support cardiovascular heal- th, and have been linked to protection against neurode- generative diseases. It’s a reminder that the landscape influences the che- mistry of food, and that che- mistry ultimately influences our health. The good news is that we don’t need a field to recon- nect with these traditions. A small balcony or a pot on the windowsill can be enough to grow thyme or rosemary at home. With the arrival of spring, when the earth awakens and the days are filled with light, it’s the perfect time to plant, tend, and reconnect with those aromas that have graced our kitchens for generations. Perhaps that’s why our grandmothers always had an aromatic plant near the kit- chen. They knew something we’re rediscovering today: that flavor, health, and the earth are deeply connected. Returning to these plants isn’t nostalgia. It’s wisdom. POR DOREEN COLONDRES lacocinanomuerde.com Ingredients: • 32 oz. organic whole-milk Greek yogurt • 8–10 long slices of Spanish Consorcio Serrano ham • 1 cup heirloom cherry tomatoes • 3 tablespoons olive oil • 1 tablespoon balsamic vinegar • 1 clove garlic • Fresh thyme • Honey or microgreens (optional) • Salt to taste Preparation: For the cheese: Pour the yogurt into a deep con- tainer and add salt to taste. Line another large bowl with cheesecloth or muslin. Pour the yogurt mix- ture into the cloth, tie it at the top, and place it in a colander to drain for 8–10 hours. Set it aside on the counter, then transfer it to the refrigerator until ready to serve. For the Tomatoes: Preheat the oven to 400°F (200°C). Place the tomatoes on a baking sheet lined with aluminum foil. Drizzle with olive oil, vinegar, thyme, garlic, salt, and pepper. Toss to coat. Roast in the oven for 10 minutes. To Serve: Using a medium spoon, sprinkle the cheese. Add the tomatoes in the center or on the side. Top with slices of Spanish Consorcio Serrano Ham, plus thyme, microgreens, or olive oil and ho- ney (optional). Serve with fresh baguette, pita, or fresh vegetables for dipping. Enjoy with your D.O. Cava. Doreen Colondres is an author, chef, wine educa- tor, creator of lacocinanomuerde.com and founder of vitishouse.com. Follow her at @doreencolondres Recipe for Cream Cheese with Spanish Consorcio Serrano Ham, Roasted Tomatoes, and Thyme The Return of Thyme: Herbs That Nourish the Earth... and Our Health • FLAVOR FOCUS
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