Abasto Magazine September / October 2026 ENGLISH

The taste of home stays with us and reminds us who we are Essential Guide for the Hispanic Entrepreneur • SEPTEMBER | OCTOBER 2026 • YEAR 18 • ABASTO.COM • SPECIAL PRODUCE INSERT >> P. 35 / AMERICAS FOOD & BEVERAGE >> P. 51 >> P. 26

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4 • September | October 2026 • abasto.com Content SEPTEMBER OCTOBER 2026 Business Showcase 40. Two Brands, One Identity Señorial and Incaparina: quality Guatemalan products. 42. Pork with Authentic Flavor El Gran Chaparral crosses borders with its pressed pork rinds. Special Agriculture Insert 35. Exp Group opens new facilities in Pharr, Texas . AF&B Special Insert 51. Salsa Huichol prepares a packaging innovation. Focus 18. Memories That Sell Nostalgia drives measurable sales on the shelves. 22. In-Store Technology The human touch beats the machines. Advice 34. Economic Power How the Hispanic workforce drives prosperity. 36. Diverse Supermarkets Latino stores break down cultural barriers. Food Industry 44. A Decade to Celebrate Fresco Supermarkets makes customers feel at home. 48. Plan to Boost Sales Identify high-turnover Hispanic fruits and vegetables. 62. The Driving Force Behind Decisions Convenience defeats health in consumer priorities. Cover 26 22 36 18 62 48 44 35 51

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Publisher H ispanic Heritage Month is a key time to celebrate our cultural roots and examine, through real data, the economic impact of Hispanic consumers and entrepreneurs. If there is one place where cultural identity and commercial dynamism converge daily, it is in the independent supermarkets, grocery stores, and bodegas of our local communities. The Economic Role of Independent Supermarkets Nationally, the independent food retail sector represents a colossal force. According to industry data, it generates more than $557 billion annually in economic activity, contributes nearly 2% of the U.S. GDP , and accounts for 38% of total food retail sales. Within this commercial ecosystem, Hispanic entrepreneurs are leading the way in opening new businesses with exceptional resilience. Key Operational Challenges Facing the Independent Retail Sector Behind the personalized service and specialized selec- tion of authentic brands, independent stores and grocery shops face critical operational challenges: • Minimal profit margins: With net margins that have historically ranged from 1% to 2%, there is very limited room to maneuver amid mounting energy, transportation, and logistics costs. • Employee retention and turnover: With an in-store staff turnover rate of 44%, talent management and ongoing training costs represent constant pressure. • Shrinkage and loss control: The increase in total shrinkage, which accounts for 3.9% of sales, directly affects the profitability of local stores. • Equitable access and technology: The need for di- gitization, loyalty programs, and advanced POS sys- tems competes with a marked disparity in volume-ba- sed pricing compared to large wholesale chains. The Irreplaceable Value of Local Retail Despite these market challenges, the competitive advan- tage of independent grocers, corner store owners, and merchants lies in their authenticity, proximity, and deep understanding of the multicultural consumer—attributes that no large corporation can replicate. Here at Abasto Magazine, during Hispanic Heritage Month, we reiterate our call to manufacturers, distribu- tors, and supply chain leaders to support—through fair commercial terms—the independent supermarkets that feed our families and sustain the local economy. The Impact and Challenges Facing Independent Food Retailers • EDITORIAL 6 • September | October 2026 • abasto.com

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8 • September | October 2026 • abasto.com Abasto es una revista bimestral de circulación nacional publicada por Hispanic Marketing Consultants, Inc. P.O. Box 20577 Winston-Salem, NC 27101. Todos los derechos reservados. Prohibida la reproducción parcial o total de su contenido sin previa autorización del Editor. Abasto investiga la seriedad de sus anunciantes, pero no se hace responsable del contenido de las ofer- tas. 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. Abastomedia Abastomagazine Abasto | Food & Beverage Business News abasto Publisher 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 • 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. • Ricardo Gaitán Branding specialist. Master in Marketing Mana- gement Universidad San Plablo. Author of the book: “101 useful branding tips” • Ron Margulis Director de RAM Communications, LLC. He is a journa- list specializing in the food industry. • Mary Coppola Heslep Creative Director at Ten Acre Marketing. She was Vice President of Marketing at the United Fresh Produce Association. Collaborators

10 • September | October 2026 • abasto.com Starter Maths Private Labels Achieve Record Sales Overall performance and market share during the first half of 2026, according to data from the Private Label Ma- nufacturers Asso- ciation (PLMA) and Circana: 23.8% Record unit market share achieved by private labels. 21.2% Dollar market share for private labels (near its all-time record). +0.2% Increase in private label unit sales. -0.5% Decline in national brand unit sales. 0.7 points Unit growth gap in favor of private labels. +2.2% Dollar sales growth for national brands (while private labels remained flat). 5 out of 6 Months in which private labels ou- tperformed national brands in unit sales. The Top 100 Retailers of 2026 The National Retail Federation (NRF) re- leased its annual Top 100 Retailers list, compiled by Kantar. The 2026 Top 100 Retailers ranking ranks the industry’s largest companies based on their 2025 U.S. retail sales. UNFI Updates Its Leadership Team United Natural Foods (UNFI) announced changes to its executive leadership team to bolster execution of company strategy, fo- cused on delivering value to customers and suppliers while enhancing effectiveness and efficiency. Matteo Tarditi will step into the role of President and Chief Operating Offi- cer (COO), taking responsibility for product sales organizations, among other duties. Louis Martin will serve as Chief Commercial Officer (CCO), placing greater emphasis on accelerating strategy and commercial capa- bilities, including natural and traditional merchandising. 01. Walmart 03. Costco Wholesale 05. The Home Depot 07. Walgreens Boots Alliance 09. Lowe’s Companies 04. The Kroger Co. 06. CVS Health Corporation 08. Target 10. Albertsons Companies 02. Amazon.com Ohio Grocers Partners with Midwest Retail Alliance The Ohio Grocers Association (OGA) announced a partnership with the Midwest Retail & Grocery Alliance (MRGA), a move designed to strengthen association operations while maintaining its unwavering commitment to serving Ohio’s grocery industry. The partnership will provide OGA with additional administrative and operational su- pport while preserving the association’s mission, priorities, advocacy efforts, and mem- ber services.

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12 • September | October 2026 • abasto.com • NOTICIAS BY HERNANDO RAMÍREZ-SANTOS K roger just made its boldest move since regulators torpedoed its me- gamerger with Albertsons. The grocery giant announced it will acquire Giant Eagle, the family-owned Pittsburgh chain, for $1.65 billion. The Kroger Giant Eagle acquisition adds 197 supermarkets and 11 standa- lone pharmacies to Kroger’s portfolio across Ohio, Pennsylvania, West Virginia, Maryland and Indiana. Kroger’s board approved the deal una- nimously. That signals confidence at the top, even as the company navigates a tou- gher retail landscape than the one it faced during its Albertsons pursuit. A Smaller, Safer Bet After Albertsons Kroger knows what a blocked merger looks like. In December 2024, a federal judge in Oregon halted its proposed $24.6 billion purchase of Albertsons, siding with the Fe- deral Trade Commission’s argument that the combination would weaken competi- tion and squeeze workers, according to the FTC. A Washington state court reached the same conclusion the same day, and Kroger walked away from the deal shortly after. That failure looms over this announce- ment. Giant Eagle’s $9 billion in annual sales is a fraction of what Albertsons brou- ght to the table, and its footprint sits in ad- jacent markets rather than head-to-head territory with Kroger stores. The smaller scale likely makes antitrust review far less contentious this time around. Kroger still expects to divest some Giant Eagle locations to clear regulatory hurd- les, the companies said. Even so, the deal looks built to avoid a repeat of the Albert- sons collapse. Inside the Terms The purchase price breaks down into $1.25 billion in cash plus roughly $400 million in assumed liabilities. Kroger plans to fund the acquisition entirely with cash and intends to keep its dividend and $2 billion share buyback program intact. Executives expect the deal to boost ad- justed earnings per share by the second full year after closing. RBC Capital Mar- kets is advising Kroger on the transaction, while Wells Fargo represents Giant Eagle, according to CNBC. The deal isn’t expec- ted to close until 2027, pending regula- tory clearance. Kroger Acquires Giant Eagle for $1.65 Billion • NEWS What Changes for Giant Eagle Shoppers Giant Eagle will keep its name, its Cranberry Township headquar- ters and its current leadership team, CEO Bill Artman said, according to Pittsbur- gh’s WPXI. The chain’s myPerks loyalty program stays in place too, and Kroger plans to explore ways to expand it rather than fold it into its own rewards system. Kroger CEO Greg Foran framed the acquisition as a natural fit. “Giant Eagle is a well-run, high-quality regional grocer with a strong reputation for fresh products, phar- macy, private label and customer loyalty,” he said in the companies’ announcement. Kroger also plans to extend its Zero Hunger | Zero Waste program into Giant Eagle’s commu- nities, building on the chain’s history of local engagement.

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14 • September | October 2026 • abasto.com • NEWS BY HERNANDO RAMÍREZ-SANTOS V allarta Supermarkets has strengthe- ned its leadership bench by naming José Manuel Cordero to the newly created role of Chief of Stores. The promotion caps a 35-year career that began when Corde- ro was a teenage clerk, and it signals how the grocery chain builds its leadership team as it expands across California and Arizona. Cordero’s rise from the sales floor to the executive suite gives Vallarta a leader who has worked nearly every job in a supermar- ket. That depth of experience now shapes how the company approaches store opera- tions heading into 2026. Cordero joined Vallarta at age 16, wor- king as a chicharronero and courtesy clerk. He had no executive ambitions then. He simply needed a job. That first shift turned into a career span- ning more than three decades. Vallarta points to his trajectory as proof that frontli- ne workers can climb into senior leadership roles within the company. Every Role in the Store Shaped His Path From that entry-level start, Cordero moved through nearly every department a grocery store operates. He worked as a meat dispat- cher, meat cutter, produce clerk, grocery clerk and cashier before stepping into ma- nagement. Later, he served as scan coordinator, assis- tant store director and store director. He then advanced to district manager, lead district ma- nager and vice president of operations. Few executives in food retail can claim that kind of hands-on résumé. It’s exactly the kind of background Vallarta Supermar- kets leadership has come to rely on as the company expands its store count. Colleagues describe Cordero as energetic and relentlessly optimistic. Those traits, the company says, have defined his leadership style for years. He has focused on developing managers, building cohesive teams and creating room for employees to advance. That mindset now extends across Vallarta’s full store ne- twork as he steps into his new role. Vallarta Supermarkets Leadership Grows from Within Family and Company Culture Anchor His Gratitude Cordero framed the promotion as a shared achievement rather than a personal one. “This promotion is not just about me,” he said in a statement released by the com- pany. He credited his team members for the milestone. He also thanked the Gonzalez family, Va- llarta’s ownership group, for the trust and support that allowed him to grow internally rather than seek opportunities elsewhere. Their backing, he said, has kept the door open for employees who put in the work. Cordero saved his closing words for his wife and children, acknowledging the sacri- fices a demanding retail career requires. He called grocery work “a beautiful but deman- ding profession” and credited his family’s patience for making his rise possible. Looking ahead, Cordero said he plans to listen closely to store teams and build on the foundation that has carried Vallarta for generations. That foundation, he added, belongs to everyone who has worked along- side him. Vallarta Supermarkets launched in Cali- fornia in 1985 and has grown steadily ever since. The chain now operates 65 stores across California and Arizona, employing more than 9,000 team members as of 2026. José Manuel Cordero, new Head of Stores at Supermerca- dos Vallarta.

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16 • September | October 2026 • abasto.com • CONVENIENCE BRIEFS Royal Farms Expands in Pennsylvania with New Shamokin Dam Location Casey’s Unveils New Three- Year Strategic Plan to Accelerate Growth QuikTrip Expands Colorado Footprint with Fourth Aurora Location Former Wawa CEO Dick Wood Passes Away Wawa is mourning the loss of for- mer President, CEO, and Chairman Richard D. “Dick” Wood Jr., who passed away on July 10, 2026. Over his 55-year tenure starting in 1970, Wood transformed the regional brand into the 21st-largest priva- tely held U.S. company, expanding it to over 900 stores. A true servant leader, he pioneered Wawa’s 24/7 operations, its entry into the fuel business, and its transition to as- sociate ownership. Wood’s lasting legacy remains the people-first, “ownership mindset” culture he championed, which fostered deep, family-like bonds between asso- ciates and customers. His vision defined modern convenience retail. Casey’s General Stores, Inc. announced a new three-year strategic plan focused on food innovation, store expansion, and ope- rational efficiency. Building on its posi- tion as the U.S.’s third-largest convenience retailer and fifth-largest pizza chain, the company plans to expand its made-to-or- der menu—including chicken wings and private labels—and add at least 400 stores via strategic acquisitions and new develop- ments. Additionally, Casey’s will leverage AI and technology to optimize inventory forecasting, redesign kitchens, and enhan- ce its digital rewards platform, driving long- term efficiency and market share. QuikTrip (QT) has opened its fourth convenience sto- re in Aurora, marking its 28th location in Colorado as part of a rapid regional expansion with 14 more Denver-area stores current- ly under construction. Lo- cated near City Hall, the Royal Farms has announced the grand opening of its newest convenien- ce store and gas station in Shamokin Dam, Pennsylvania, scheduled for August 3, 2026. Located at 2943 N. Susquehanna Trail, the 24/7 location will feature 16 fuel dispensers and the brand’s signature made-to-order menu, including its “World-Famous Chicken.” To celebrate, Royal Far- ms will host a ticketed “Get Ready to ROFO” soft opening preview on July 29 and 30, offering community members a complimentary meal. This opening marks a significant step in expanding the chain’s footprint and bringing 24/7 fresh food and fuel to more Pennsylvania motorists. new site features the “QT Kitchens” concept, offering fresh, made-to-order food and expanded beverages designed for speed and consistency. To cele- brate, QT announced $400,000 in local community investments, including a $300,000 donation to the Aurora Police Department and a $100,000 grant to The Family Tree, a local nonprofit addressing homelessness and domestic violence, reinforcing its long-term regional commitment.

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18 • September | October 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS A childhood cookie craving. A song playing over the super- market radio. Packaging that looks pulled from another decade. Increasingly, these details are no ac- cident — they’re strategy. And accor- ding to recent data, they’re working. Research firm CivicScience, which tracks U.S. consumer sentiment in real time, reports that 68% of U.S. adults say nostalgia influences their purchases at least “a little.” Even more telling: the share who say they feel “a lot” of influence hit a yearly high of 17%, a jump of more than 40% since 2023, according to the firm. For grocery chains and food ma- nufacturers serving Hispanic consu- mers, the figure is no small detail. It confirms that appealing to memory — a flavor, a brand, a familiar label — is no longer just a sentimental marketing device. It is, increasingly, a measurable sales lever. The Science Behind the Craving The trend CivicScience documents doesn’t exist in a vacuum; it aligns with decades of academic research. Psychologist Constantine Sedikides of the University of Southampton and his colleague Tim Wildschut have shown Nostalgia Opens Consumers’ Wallets Memories of the past are driving today’s purchasing decisions that nostalgia functions as a positive psychological resource that reinforces identity and social bonds, especially during times of uncertainty. Likewise, a 2014 study by Janni- ne Lasaleta, Sedikides and Kathleen Vohs, published in the Journal of Consumer Research, adds a key pie- ce: evoking nostalgic memories re- duces people’s attachment to money and makes them more willing to spend. In the food space, the link is even more direct. A 2019 study by Xin- yue Zhou, Wijnand van Tilburg and Sedikides, published in the journal Appetite, found that product labels with nostalgic messaging increase both purchase intent and actual con- sumption. In other words, emotion translates into measurable sales on the shelf. The Generational Gap Is Narrowing Nostalgia is often associated with younger consumers, and the num- bers partly bear that out: 26% of adults ages 18-29 and 25% of tho- se ages 30-44 say nostalgia weighs “heavily” on their purchases, accor- ding to CivicScience. That share drops to 11% among Generation X (ages 45-64) and to 6% among those 65 and older. Still, the phenomenon isn’t limited to younger shoppers. Among tho- se who acknowledge feeling at least some nostalgic influence, a majority holds steady across every age group, with shares ranging from 54% to 79%, the same source shows. In other words, no segment of the grocery aisle is beyond the reach of this emotional pull. The Main Triggers What sparks the longing that ends at the register? Music tops the list: 46% of consumers say listening to old songs makes them feel nostalgic “ex- tremely” so, ahead of visiting places from the past (38%) and watching old videos or movies (33%), CivicScience reports. For the food industry, the key data point comes next: 30% of respon- dents link that emotion to eating a favorite dish from years past. Close behind are seeing a childhood toy or game (29%) and recognizing cha- racters or celebrities from the past (22%). The message for Hispanic food ma- nufacturers is direct: a traditional re- cipe or a classic package can trigger the same emotional mechanism as a 1990s song. • Continues on page 20 • ECONOMY FOCUS

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20 • September | October 2026 • abasto.com A Shield Against Inflation At a time of tight budgets, this nos- talgic segment behaves differently than the rest. Of those who say they feel “a lot” of nostalgic influence, 57% report that their recent weekly spending is “higher than usual” — nearly triple the rate among those who feel no influence at all, and more than 20 points above the overall average of 35%, according to CivicScience. A 2025 study from the same firm backs this up: more than 60% of U.S. adults felt nostalgia at least “a little” in the past week, and many are wi- lling to pay more for products that evoke the past, even amid economic uncertainty tied to tariffs. The Nostalgia Paradox Far from signaling an aversion to what’s new, nostalgia appears to open the door to other brands. Accor- ding to CivicScience, 49% of consu- mers heavily influenced by nostalgia describe themselves as “very open” to trying newly launched brands — nearly double the overall average of 28% and well above the 10% among those who feel no nostalgia at all. That means looking backward doesn’t slow forward consumption. On the contrary: nostalgic consu- mers are also the most willing to ex- periment, as long as the new offering comes wrapped in packaging, a fla- vor or a story that feels familiar. The Hispanic Case: Heritage as a Purchase Driver For the market Abasto serves, the evidence is even more compelling. A 2022 study by Numerator, “Hono- ring Hispanic & Latino Heritage in America,” found that 58% of Hispa- nic and Latino households consider cultural heritage a central part of their identity — the highest share among all ethnic groups the firm analyzed. The same study confirms that nos- talgia and familiarity shape both the brands Hispanic consumers buy and the stores where they choose to shop. Purchase data backs up the fin- ding. According to NielsenIQ, cited in a recent report from this publica- tion, Latino households spend more than other demographic groups on food, beverages and personal care — a pattern the firm links to nostalgia, cultural pride and a search for au- thenticity. Adding to that is a finding from Co- llage Group: 70% of Latinos say they feel more connected to brands that ce- lebrate their heritage. The phenome- non extends even to entire categories: interest in aguas frescas grew 42% in a year, according to Tastewise — an opportunity Hispanic grocers can ca- pitalize on by re-creating flavors from consumers’ countries of origin. What It Means for Hispanic Grocers For retailers and manufacturers serving the Hispanic community in the United States, the opportu- nity is twofold. Traditional brands and products hold a natural edge in retaining loyal customers who are willing to spend more, bac- ked by both consumer psychology and real purchase data. Emerging brands, meanwhile, have in nostal- gia a low-risk entry point: wrapping something new in familiar visual or narrative language can accelerate adoption. In a market where every percen- tage point of discretionary spen- ding counts, betting on the shared memory of Hispanic consumers is more than a nostalgic marketing strategy. It is, as both behavioral science and industry data suggest, a sound business bet. , 58% of Hispanic and Latino households consider cultural heritage a central part of their identity • Continuation of page 18 • ECONOMY FOCUS

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22 • September | October 2026 • abasto.com How to Combine Technology and Human Warmth Without Losing the Traditional Shopper BY HERNANDO RAMÍREZ-SANTOS W alking into an average supermar- ket in the United States today is like stepping into a silent laboratory. Scales that recognize products, hybrid checkout lanes that combine self-service with staff assistance, touchscreen kiosks next to the meat counter, and artificial intelligence systems that adjust prices in real time. The digital transformation of the food retail industry is moving fast, but not all shoppers are keeping pace. That is precisely the central challenge of the so-called “smart store”: incorporating te- chnology without alienating the traditional customer—the one who values a greeting from the butcher, a recommendation from the baker, or simply the assurance that a hu- man being will answer their questions. A Revolution That Began at the Checkout The digitization of the sales floor is nothing new. It began years ago with self-checkout lanes and has evolved into handheld scanners, Scan&Go-type mobi- le apps, facial recognition for payments, and cashier-less stores. This is documented in an academic re- view published in the journal Foods (MDPI, 2024), authored by researchers from the Silesian University of Technology (Poland) and Celal Bayar University in Manisa (Tur- key), which traces the technological evo- lution of the food retail industry from the traditional counter to augmented reality. The study identifies clear benefits of self-service: it reduces wait times, gives shoppers autonomy, and frees up staff for other tasks. But it also documents a pat- tern that any store manager will recogni- ze: not everyone adopts it equally. THE SMART STORE According to the research, older con- sumers use self-service technologies less frequently, have less confidence in using them, and miss human interaction more than younger shoppers. Recent market data confirm this gene- rational gap. A 2025 survey by The Fee- dback Group, a consumer research firm cited by media outlets such as Grocery Dive and Chain Store Age , found that shoppers who use staffed checkout lanes report hi- gher satisfaction (4.45 out of 5) than those who use self-checkout (4.29). The same study confirms that baby boomers and the Silent Generation continue to prefer the traditional supermarket as their primary shopping format. The dilemma isn’t “technology yes or no” A common mistake, industry experts point out, is to view digitiza- tion as a replacement for staff rather than a complement. In its 2025 Retail Experience Report, NCR Voyix found that 77% of shoppers pre- fer self-checkout for its speed. Still, nearly 20% of those who avoid these techno- logies do so because they prefer interacting with an employee. In other words, techno- logy does not divide customers into “mo- dern” and “old-fas- hioned” groups, but rather into groups with different needs depending on the mo- ment of purchase. The solution that leading chains—from Stop & Shop and Giant to Meijer—are adopting is the hybrid model: maintaining staffed checkout lanes, adding self-ser- vice areas, and, above all, using technology as a tool to support employees rather than as a replacement for them. • Continues on page24 • TECHNOLOGY FOCUS

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24 • September | October 2026 • abasto.com 05 Insights to Apply in-Store The Case of the Counter: Ordering Without Waiting in Line The clearest example of this philosophy can be found in the meat and bakery sections. Supermarket chains in the United States and Europe have installed touchscreen kiosks that allow customers to order a specific cut of meat or a custom cake without physically waiting in line at the counter. The customer continues shopping while the order is being prepared and picks it up when it’s ready. According to the specialized website Kiosk Marketplace, this format replaces the traditional laminated photo album used to order cakes, reducing errors such as omitting a detail on a handwritten form. And in Germany, the Edeka chain tested a similar kiosk in 2026 at its Uetersen loca- tion: customers place their orders on the screen, receive a printed receipt, continue shopping, and pick up their order at a de- signated spot, as reported by AV Magazine. The result doesn’t eliminate the butcher or the baker—it frees them from taking or- ders one by one so they can devote more time to preparing orders and serving cus- tomers directly at the counter. Kiosk provider Aila Technologies, which works with Ahold Delhaize (Stop & Shop, Giant) and Meijer, describes this approach as a way to reallocate staff from “taking orders” to “fulfilling orders,” im- proving productivity without sacrificing human contact at the point of delivery. What the Numbers Say The efficiency data is compelling. According to estimates from the self-service kiosk sector compiled by the Local Express platform, the- se systems can increase transac- tion throughput by 35% to 50% du- ring peak hours. And in the field of artificial intelligence applied to in- ventory, a study by St. Mary’s Uni- versity (San Antonio, Texas, 2026), focused on LSTM-type demand forecasting models, documented a 42.9% reduction in forecasting error compared to traditional me- thods, as well as a decrease of up to 24.3% in stockouts and 19.4% in storage costs. These operational benefits, however, occur behind the scenes: in the back room, with the algori- thm, the smart scale, or the auto- matic restocking system. The visi- ble customer experience—the one that determines whether they re- turn—continues to depend on the balance between the screen and the person. The store of the future, then, does not replace people with screens, but one that uses screens so that people—both employees and cus- tomers—have more time for what technology still cannot offer: an ho- nest recommendation, a cooking tip, or simply a smile at the counter. • Continuation of page 22 77% of U.S. shoppers choose self-service for speed, according to NCR Voyix (2025), but the satisfac- tion gap is 4.45 vs. 4.29 in favor of staffed chec- kout lanes, according to The Feedback Group (2025). 35% to 50% s the increase in tran- saction throughput reported by self-service kiosks during peak hours (Local Express). The use of kiosks in bakeries reduces errors in handwritten orders and eliminates the need for physical catalogs (Kiosk Marketplace). 19.9% of consumers who avoid self-service do so be- cause they prefer to in- teract with an employee (Capital One Shopping Research, 2026). Baby boomers and the Silent Generation con- tinue to choose tradi- tional supermarkets as their primary shopping format, over discount stores (The Feedback Group, 2025). • TECHNOLOGY FOCUS

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• OUR COVER 26 • September | October 2026 • abasto.com

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28 • September | October 2026 • abasto.com 68 million The Hispanic population of the United States as of July 1, 2024, making it the nation’s largest racial or ethnic minority — 20% of the total population. Source: Vintage 2024 Population Estimates 15 The number of states with one million or more Hispanic residents in 2024 — Arizona, California, Colorado, Florida, Georgia, Illinois, Massachusetts, New Jersey, New Mexico, New York, North Carolina, Pennsylvania, Texas, Virginia and Washington. Source: Vintage 2024 Population Estimates 31.2 The median age of the Hispanic population in 2024. Source: National Population by Characteristics: 2020-2024 ispanic eritage H Established in 1968 and expanded in 1988, National Hispanic Heritage Month runs Sept 15–Oct 15. The dates commemorate independence days across Latin America, including Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Mexico, and Chile. What is next? Latino Donor Collaborative , with 2025 data, reveals that by 2051, 1 in 3 American businesses will be Latino-Owned. In the next 25 years, Latinos will drive the nation’s pro- gress. By 2050, the U.S. will be the largest Spanish-spea- king nation. The Latino Power The total economic output of the US Latino community, which at roughly $4 trillion would be the fifth-largest economy of the world, revealed a chart created by Latinometrics, using the 2024 U.S. Latino GDP Report, World Bank data. The U.S. has the first place, followed by China, Japan and Germany. Around 65 million US Latinos outper- form every economy worldwide aside from China, Ger- many, Japan, and (of course) the US. Hispanics are 10 times more emplo- yable than non-His- panics, driving a 69% worker surge since 2003. US latinos woulb be word’s 5th largest economy What jobs do US latinos actually do? $2T $18T $10T $26T $2T $22T $14T $4T $20T $12T $8T $24T $16T Estados Unidos China Japón Alemania Latinos de EE. UU. PIB en 2022 (billones de dólares estadounidenses) Argentina Chile Panamá Costa Rica Colombia Brasil Perú Cuba Puerto Rico Venezuela Ecuador México Nicaragua El Salvador Honduras Guatemala Republica Dominicana Management & Profesional Service Sales & Office Construction & Maintenance Production & Transport The Useful data

THE GREAT PRIDE OF OUR PEOPLE Celebrating what unites us is the true art of the season. Presenting a curated selection of signature brands and products that work together to honor our roots from the comfort of home. Premium essentials that take center stage, guaranteeing a crowd-pleasing hit at every intimate gathering with loved ones. Stock your shelves with the pride, flavor, and authenticity that define our identity.

• SHOWCASE PEPITO USA The authentic Mexican flavor to celebrate Mexican Independence Day! This national holiday season, celebrate with Pepito Chips and Peanuts. Enjoy the crunchy, delicious traditional touch your cus- tomers are looking for to complete every gathering. Stock your shelves with quality, tradition, and the flavor everyone loves! pepito.global sales@pepito.global 30 • Septiembre | Octubre 2026 • abasto.com SALSA LA BOTANERA Made with 100% natural chili peppers and no artificial colors. It’s the trusted choice for any host, ideal for snacks like potato chips, pork rinds, corn on the cob, and popcorn. Delivers a well-balanced flavor and authentic Mexican street- food style that everyone can enjoy on their favorite everyday dishes. mega-foods.com (972) 482-7708 JUMEX SPARKLING SODA Jumex expands its portfolio with a beverage crafted to complement any meal perfectly. Combining light crisp bubbles with authentic fruit flavors, it offers a flavorful alternative to traditional sodas. Celebrate the vibrant spirit of Mexico with Lemonade, Mango, and Orange flavors. vilore.com | sales@vilore.com (210) 509-9496

SILIJAL: EFFICIENCY FOR THE INDUSTRY Boost your process efficiency with SILIJAL products. Backed by over 50 years of experience, innovation, and certified quality—along with 13 years in the U.S. market—we deliver reliable products that optimize performance. Contact us and turn your challenges into profitable solutions. customerservice@silijal.com.mx (214) 434-9831 31 • Septiembre | Octubre 2026 • abasto.com FROM GUATEMALA TO THE U.S. PaliDeli brings a line of ice creams packed with flavor, color, and fun to the United States. We are looking for distributors eager to grow alongside an experienced Guatemalan brand with products ready to conquer new markets. +502 5531 0588 gerenciaventas@heladospalideli.com SIGMA FUD This Hispanic Heritage Month, FUD celebrates the flavors that connect us to our roots, no matter where we are. Because every shared meal keeps our traditions alive, strengthens intergenerational bonds, and reflects the pride of a community that enriches two cultures. With the authentic flavor that brings us together, FUD accompa- nies every moment to celebrate our heritage, our stories, and our Hispanic pride. Bar-S Foods – A Sigma Company fudusa.com 1-800-699-4115

PET’S FIELD: THE BEST WAY TO MAKE THEM HAPPY 100% natural and nutritious dehydrated dog treats. Premium, high-quality products including Bully Sticks, Beef Esophagus, and Beef Trachea. Excellent sources of protein that support oral hygiene and keep your pet entertained. We make a difference because they deserve the very best. info@javedusa.com (551) 226 3717 32 • Septiembre | Octubre 2026 • abasto.com FLAVORS THAT SELL MORE Jocote Corona, Nance, and Loroco from LISTTO+ bring the authentic flavors the Hispanic market seeks directly to your portfolio. Discover our line of frozen, preserved, and dry products, engineered specifically for distributors and wholesalers. @alimentoslistto | info@mesoamericafoods.co MEXSNAX Discover the authentic taste of Mexico with MexSnax. Our wide variety of snacks, candies, and traditional products brings the quality and flavor you love straight to your table. Perfect for sharing on any occasion, MexSnax products combine tradition, freshness, and the unmistakable taste of Mexican cuisine. mexsnax.com eliogonzalez@mexsnax.com 214-748-822 ADD SALSA HUICHOL TO YOUR FAVORITE DISHES Salsa Huichol Hot Sauce is now available in a 1-Gallon (4-liter) size. Ideal for marinades and bringing out the flavor in your favorite meals. Perfect for seafood, fish, soups, pozole, tostadas, or any of your go-to dishes. Follow and tag us on social media! #SalsaHuichol #ÉchaleHuichol #SalsaHuicholHotSauce Salsa Huichol Hot Sauce • SHOWCASE

PIHER If you want to build and strengthen your brand with focus, quality, value, reliability, trust, and commitment, “Candy Queen” Lidia Pineda is your best partner. Her extensive experience in retail merchandising execution, territory brand development and representation, marketing strategies, DSD service, and product placement across major Midwest chains makes her the ideal leader to drive your business growth. pihergroup.com 708 603 2773 LA MODERNA – VIVA MÉXICO The flavor of our tradition! Celebrate these national holidays with the trusted quality of La Moderna. Enjoy Spaghetti, Fideo, and our special Sombrero- shaped pasta, made with 100% durum wheat to bring authentic flavor to your traditional dishes— flavor that brings loved ones together! lamodernausa.com 817 -506- 3535 LAGO DE CHAPALA The 5 oz hot sauce display shipper comes pre-assembled with three authentic flavors: Árbol, Red Habanero, and Poblano & Habanero. Practical, retail-ready, and built to sell. sanefoods.com.mx federico.wong@sane.com.mx REFRIED BLACK BEANS, A CENTRAL AMERICAN FAVORITE! A staple of Central American cuisine: frijoles volteados (Central American-style refried beans). Traditionally prepared with slow-cooked beans, blended until creamy, and refried to bring out their deep, earthy flavor. La Preferida Refried Black Beans are the ideal side dish for breakfast, lunch, or dinner. Try them today! 1-800-621-5422 sales@lapreferida.com 33 • Septiembre | Octubre 2026 • abasto.com

34 • September | October 2026 • abasto.com BY RICARDO GAITÁN BRAND ANALYST H ispanic Heritage Month is not just a cultural event; it is also a way to recognize that the history of the United States has been, and continues to be, written in Spanish. The observance has been signi- ficant since its inception in 1968, when President Lyndon Johnson established it to foster respect and dialogue among communities and to recognize Hispanic influence in areas such as business, politics, edu- cation, science, the arts, and sports throughout the United States. Furthermore, this celebration promotes cultural pride and streng- thens the sense of belonging among millions of people of Hispanic ori- gin. For younger generations, it is an opportunity to learn about their roots, appreciate their families’ his- tory, and understand that their iden- tity is part of this country’s present and future. A Growing Economic Force Of the 325 million people in the United States, nearly 59 million are of Latino origin (18% of the population). Economically, Hispanic communi- ties have been a driving force behind growth, consumption, employment, and entrepreneurship. According to the Latino Donor Collaborative, the Latino GDP in the United States ex- ceeded $4.1 trillion in 2023, and, if measured as a standalone economy, it would rank fifth globally, behind the United States, China, Germany, and Japan. The Hispanic-origin countries with the largest populations of legal immigrants that drive the trillion-do- llar Latino GDP are: Hispanic Heritage A Driving Force Behind National Prosperity in the U.S. Mexico , which tops the list with the largest Hispanic community, with more than 38 million people of Mexican descent who energize the economy in states such as California and Texas. Cuba represents one of the groups with the strongest historical and bu- siness roots, particularly in Florida. El Salvador and the Dominican Republic are home to millions of le- gal residents. Colombia, Guatemala, Hondu- ras, Venezuela, and Ecuador are the Latin American nations with the largest number of residents in the United States, with households of Colombian and Ecuadorian origin standing out for having competitive median incomes and business crea- tion over the past decade. Entrepreneurship In the business sector, the contribu- tion is highly visible: the Census Bu- reau reported that Hispanic-owned businesses grew from 406,086 in 2021 to 465,200 in 2022, generating $653 billion in revenue and 3.6 million jobs. These businesses strengthen key sectors such as construction, servi- ces, food service, retail, healthcare, and professional services. Socially, their contribution is also reflected in the workforce and in the upward mobility of new generations. The Latino Donor Collaborative hi- ghlights that Hispanics represent a vital part of the new workers entering the labor market and have also in- creased their presence in education and technology. This not only sus- tains industries but also helps revita- lize communities, expand the middle class, and strengthen the country’s social fabric. In short, Hispanic communities have not only contributed labor; they have created businesses, generated jobs, driven consumption, paid ta- xes, revitalized neighborhoods, and paved the way for innovation. Their economic and social presence de- monstrates that the Hispanic herita- ge in the United States is also a force for national prosperity. Hispanic communities have not only contributed labor; they have created businesses, generated jobs, driven consumption, paid taxes, revitalized neighborhoods, and paved the way for innovation. • ADVICE

SPECIAL PRODUCE INSERT September | October 2026 Year 18 • abasto.com NEW TEXAS FACILITY EXP Group LLC’s

2 • September | October 2026 • abasto.com The new facility will centralize Texas operations and optimize cross-border logistics COURTESY E xp. Group announ- ces the consolidation of its Texas operations with the official opening of its new facility loca- ted at 1500 E. Las Milas Rd., Ste. E, Pharr, Texas. Effective August, the company transitioned all operations previous- ly housed at its McAllen distribution center to this state-of-the-art location, designed to support the business’s rapid regio- nal growth over the past three years. Key features of the new facility The new Exp. Group Texas facility integrates admi- nistrative offices, ware- housing, distribution, and packaging operations into a single complex spanning approximately 50,000 square feet, driving ope- rational efficiency and elevating service levels for customers and business partners. This expansion repre- sents a strategic invest- ment driven by sustained growth in the company’s operational volume. In ad- dition to expanded storage capacity, the new facility features 14 loading docks, facilitating simultaneous freight movement, redu- Exp. Group Strengthens Its Texas Presence with a New Facility in Pharr cing turnaround times, and boosting responsive- ness to growing market demand. A primary advantage of this new location is its proximity to the Pharr In- ternational Bridge, situa- ted just three miles away. This strategic positioning streamlines product cros- sing between Mexico and the United States, optimi- zing the supply chain and accelerating distribution across the company’s ope- rating markets. Expanded capacity, uncompromised excellence By fully transitio- ning operations from McAllen to Pharr, Exp. Group reinforces its commitment to sustai- nable growth—streng- thening its infrastruc- ture and expanding operational capacity to meet evolving market demands. This expansion marks a key milestone in Exp. Group’s growth strategy across Texas, enhancing its ability to handle increased volume, streamline logistics, and foster lasting relations- hips with clients, su- ppliers, and commercial partners. Through this invest- ment, Exp. Group stays grounded in the core values that have driven its growth—Quality, Service, Culture, and Brand—establishing a modern logistics foun- dation to power future projects and solidify its position in the U.S. market Since arriving in the Rio Grande Valley three years ago, our commitment to delivering top-quality products to our customers has remained steadfast. Today, with team members spanning multiple regions of the country, we are excited to continue into this new chapter of growth and expansion Anthony Serafino President of Exp. Group Special Insert Agriculture industry

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4 • September | October 2026 • abasto.com IFPA Unveils the Program for the 2026 Global Produce & Floral Show BY ABASTO T he International Fresh Produce Association (IFPA) has finalized its event lineup for the 2026 Global Produce & Floral Show. The event will take place from October 14–16 in Orlando, Florida. To start, this year’s speakers will tackle corpo- rate strategy while sharing personal stories of purpose and resilience. Three key- note sessions will serve as the centerpiece of the event. Burns Opens the Event with the “State of the Industry” IFPA CEO Cathy Burns kic- ks off the Global Produce & Floral Show on Wed- nesday, October 14, with her signature annual State of the Industry address. Burns will guide attendees through the trends, cha- llenges, and opportunities shaping the fresh produce and floral supply chain. Burns described the event as far more than just a networking opportunity: “The Global Produce & Flo- ral Show isn’t an event you October 14–16, 2026: Event dates at the Orange County Convention Center (Or- lando, Florida, USA). 20,000+ Attendees: Supply chain pro- fessionals, including growers, shippers, suppliers, retailers, wholesalers, food- service operators, and floral leaders. 1,000+ Exhibitors: Showcasing fresh produce, floral pro- ducts, complemen- tary items, tech, and packaging. 5,000+ Key Buyers: Executives and decision-makers with direct purchasing authority. 82% Purchasing Influen- ce: Percentage of attendees who directly impact their companies’ buying decisions. 70 Countries & All 50 U.S. States: Total international reach and national coverage projected for the 2026 edition. At a glance just attend—it’s where you bring your toughest busi- ness problems and leave with the people, answers, and momentum to solve them.” A Different Kind of Fight: From Martial Arts to Humanitarian Work On Thursday, October 15, former UFC and Bellator competitor Justin Wren will take the stage for a keynote titled “Fighting for What Matters: Purpo- se, Resilience, and Impact in a Global Industry.” Wren built a career com- peting at the highest le- vels of combat sports, but found that serving others meant far more than win- ning fights. Through his organization, Fight For The Forgotten, he helps provide clean water, resto- re land, and build oppor- tunities for underserved communities worldwide. Jade Simmons: Concert Pianist and “Activational Speaker” On Friday, October 16, during the Women’s Fresh Perspectives Break- fast, concert pianist and self-described “activatio- nal speaker” Jade Simmons will deliver “Play Bigger. Lead Bolder.” Simmons heads Jade Media Global and has built a reputation for blending live performance with lea- dership development. IFPA describes the session as a customized, high-energy experience designed speci- fically for the produce and floral community. Registration & Access An All-Access Pass provides entry to the general sessions, educational sessions, and the Women’s Fresh Perspectives Break- fast, which celebrates women’s leadership and perspectives across the industry. This pass also includes access to all three days of the trade show floor and the opening recep- tion on Wednesday, October 14. Special Insert Agriculture industry

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6 • September | October 2026 • abasto.com Congress Advances Agricultural Workforce Reform Bill BY HERNANDO RAMÍREZ-SANTOS M ore than 400 agricultural organizations joined the Ag Wage Reform Coalition to support comprehen- sive agricultural labor reform introduced in the House of Representatives. House Agriculture Committee Chairman G.T. Thomp- son formally introduced the Securing Agriculture’s Work- force Act, known as SAWA, on July 1. The coalition called the show of unity one of the broadest in recent memory for farm labor policy, per its statement. A Show of Force on Capitol Hill The backing spans producers, commodity groups, sta- te and national associations, and agribusinesses from across the country, the coalition said in its release. That breadth signals rare alignment across a fractured policy landscape. Dozens of agricultural leaders traveled to Washington to meet with lawmakers. They also joined a Capitol Hill press conference marking the bill’s introduction. Their presence, organizers said, reflected the industry’s shared urgency around building a stable, legal workforce. Chris Butts, spokesperson for the Ag Wage Reform Coa- lition and executive vice president of the Georgia Fruit and Vegetable Growers Association, framed the moment as a turning point. “The bill’s introduction is the result of years of collabo- ration and countless conversations among agricultural organizations, growers and congressional leaders,” Butts said. “The support of more than 400 organizations sends a clear message: agriculture is united behind the need for meaningful workforce reform.” Why Growers Are Pushing for Change Specialty crop growers have wrestled with rising labor costs for years. Workforce shortages and regulatory uncertainty have piled on, according to the press release, threatening the long-term competitiveness of U.S. agriculture. • Several provisions anchor the legislation, per the coalition: • Modernizing the H-2A agricultural guest worker program. • Expanding workforce availability to match employer needs. • Codifying the current Adverse Effect Wage Rate me- thodology for long-term wage certainty. • Streamlining application, certification and hiring processes. • Cutting administrative burdens while preserving worker protections. • Together, these changes aim to replace a patchwork system with something growers can actually plan around. Momentum Meets a Longer Road Ahead The coalition emphasized that the bill reflects years of dialogue between agricultural stakeholders and policy- makers, incorporating recommendations drawn directly from growers and employers nationwide, the release no- tes. Still, Butts was careful not to declare victory. “Introdu- cing the bill is an important step, but our work is far from finished,” he said. “We encourage Congress to build on this momentum and move this legislation forward.” He added that farmers, farmworkers, rural communi- ties and consumers all stand to benefit from a system that works better for everyone. “The momentum we’ve built together demonstrates what’s possible when organizations across commodities, states and regions unite behind a common goal,” Butts concluded. Special Insert Agriculture industry

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8 • September | October 2026 • abasto.com Freshness Rules BY HERNANDO RAMÍREZ-SANTOS S upermarket chains are competing for customer loyalty in a market satura- ted with delivery apps and online options. A new in- dustry survey confirms that the real battle is still being fought in the produce aisle. Logile Inc., a global provider of AI-powered workforce management technology for retailers, published its 2026 State of Fresh Grocery Shopping Report. The company commis- sioned Pollfish, an inde- pendent research plat- form, to survey 1,000 U.S. consumers in March 2026. The results point to a clear conclusion: fresh produce departments— Fresh produce builds trust among 91% of shoppers • Sigue en la pág. 10 stores simply because the competitor’s fresh produce looked better. 84% noted that a disor- ganized produce section affects their perception of the entire store, not just that aisle. Price still matters, but it no longer wins by default. When two stores offer the same level of convenience, 46% of shoppers choose the one with better fresh produce. Only 40% opt for the cheapest option. This di- fference challenges a long- held assumption in retail: that discounts alone main- tain customer loyalty. Purchases of fresh pro- duce also explain why many consumers still pre- fer to shop in person rather than online. 74% said that fresh food remains a primary reason for shopping in person, and 85% stated that the appearance of fresh produ- ce directly influences what ends up in their cart. Prepared foods repre- sent another growth dri- ver. Sixty-eight percent of shoppers said that hot, ready-to-eat meals would motivate them to shop in a store’s deli or prepared foods section, suggesting larger shopping baskets for retailers that execute this well. not price tags—determine who wins shoppers’ trust. 91% of respondents said that fresh produce depart- ments strongly influence whether they trust a gro- cery store. This makes the quality of the fruit and ve- getable sections, the deli, and the bakery the most important indicator of a store’s quality, according to the report. Freshness Now Trumps Price The figures support a shift that retailers cannot igno- re. 78% of shoppers said they switched grocery Special Insert Agriculture industry

10 • September | October 2026 • abasto.com Small Cues, Big Impact Shoppers make these ju- dgments quickly and act on instinct. Clean display cases, fresh produce with no visible damage, and the right aroma are registered as signs of freshness in a matter of seconds, accor- ding to the report. Sold-out fresh produce has the opposite effect, dri- ving frustrated customers to the competition. This combination puts real pressure on retailers. Fresh produce depart- ments require constant attention and carry a high risk of spoilage, but they have become one of the most effective tools for dri- ving repeat visits. Mishra added that dis- plays cannot replicate the look or smell of freshly prepared food, and that shoppers’ expectations are outpacing many retailers’ ability to keep up. Accor- ding to Mishra, super- markets that synchronize production, staffing, and inventory in real time will continue to earn customer loyalty. • Continuation of pag. 8 Freshness remains the reason people walk into stores” Purna Mishra founder and CEO of Logile, in a statement accompanying the report. Different Generations Don’t Shop for Fresh Produce the Same Way The survey also revealed marked generational di- fferences, with Genera- tion X emerging as the group most devoted to fresh produce in the data. Fifty-four percent of Ge- neration X shoppers, aged 46 to 61, would choose hi- gher-quality fresh produ- ce over lower prices—the highest percentage of any generation. They are also the most attentive to sen- sory cues: 74% mention clean display cases, 72% point out visible dama- ge, and 61% consider the appearance of fresh produce to be “extremely important.” Three out of four have already switched stores due to dissatisfaction with fresh produce. Baby boomers, aged 62 and older, follow a similar sensory-based pattern. Eighty percent cite the smell of freshness as their main cue, and 77% point to clean display cases—both of which re- present the highest per- centages across all gene- rations. Furthermore, 84% of boomers say fresh food is their main reason for shopping in person, the strongest driver to physi- cal stores among any age group. Generation Z tells a different story. This ge- neration, aged 18 to 29, is the most price-sen- sitive: 47% choose the cheapest store when convenience is equal, compared to only 35% of Generation X. Even so, freshness is not irrelevant to them. 75% have switched stores for better fresh produce, and 64% say that fresh- ness continues to draw them to physical stores. Clear labeling is what matters most to this ge- neration: 65% cite da- tes and labeling as their primary indicator of freshness—the highest percentage of any age group. Millennials, aged 30 to 45, fall in the middle on nearly every metric. 46% choose freshness over price, which is prac- tically the same as the overall average. For supermarket chains, the message is clear: fresh produce de- partments now serve as a trust test that shoppers conduct on every visit. Retailers who keep their shelves well-stoc- ked, their display cases clean, and their prepa- red foods appealing will be able to win not only a sale but also the shopper’s long-term loyalty.. Special Insert Agriculture industry

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12 • September | October 2026 • abasto.com U.S. Fresh Fruit Exports in 2025 Market 2025 Total Value (USD) Canada ..........................................................................................$1.66 billion Mexico ..........................................................................................$995.57 million South Korea .................................................................................$351.52 million Taiwan ..........................................................................................$302.32 million Japan: ............................................................................................$221.45 million Hong Kong: ..................................................................................$114.67 million Australia: ......................................................................................$94.11 million Vietnam: .......................................................................................$91.08 million Dom. Rep.: ...................................................................................$60.71 million Guatemala: ..................................................................................$51.19 million Canadá Resto del mundo México Corea del Sur Taiwan Japón Hong Kong Australia Vietnam República Dominicana Guatemala 5 4 3 2 1 0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Mil millones de dólares Fresh Fruit Export Markets 2016–2025 Total Export Value $4.63 billion Total Volume (in millions) 2.44 metric tons Three-Year Average $4.57 billion Compound Annual Growth Rate 0.15% (2016–2025) Special Insert Agriculture industry

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14 • September | October 2026 • abasto.com ARTICLE COURTESY OF BROCK NEMECEK VP OF CLIENT SERVICES TEN ACRE MARKETING S ome of life’s most impor- tant lessons begin with something as ordinary as a family moving in across the street. I was in the fourth gra- de when Miguel Ortiz and his family became our new neighbors. Like most kids, I was mostly interested in whether they had someo- ne my age to play with. Fortunately for me, they did, and Miguel became my best friend. Over the years, the Ortiz family became much more than neighbors. They wel- comed me into their home with a generosity that, at the time, I simply accep- ted as part of childhood. Their house was my intro- duction to homemade tor- tillas, chorizo and—per- haps just as importantly to two 10-year-old boys— WWF wrestling. But what left the grea- test impression wasn’t the food or even the wrestling. It was the family itself. Grandparents, aunts, un- cles, cousins and friends gathered effortlessly The Greatest Harvest around the table. Meals weren’t simply about ea- ting; they were about be- ing together. As a young boy, I didn’t think of it as “Mexican cul- ture.” It was simply the Or- tiz family. They welcomed me as though I belonged there, and in doing so, they quietly expanded my understanding of what community could look like. Looking back now, I realize they also expan- ded my understanding of America. An Industry That Brought Back Those Memories Every Hispanic Heritage Month, I find myself thin- king about that house. Years later, my career led me into the fresh produce industry. As I built rela- tionships throughout the world of agribusiness, those childhood memories began to feel familiar again. I found myself surroun- ded by remarkable people whose stories reflected not only hard work, but re- markable progress across generations. I think of one leader I worked with in Washington’s apple indus- try. His parents had picked fruit in the orchards. He grew up to become an ope- rations executive, helping guide the adoption of sta- te-of-the-art technology at one of the region’s largest packing facilities. Beyond the Labor Force Too often, conversations about Hispanic contribu- tions to agriculture begin and end with labor. That work deserves enormous respect and recognition, but it re- presents only one chapter of a much larger story. Across our industry are innovators, scientists, researchers, en- trepreneurs, executives, marketers, retailers, food safety experts and business owners whose ideas continue to shape the future of fresh produce. The evolution of American agriculture cannot be told without them. That’s one of the many reasons I love this industry. Fresh produce is unlike almost any other business. But beneath all of that are relationships built over decades, family businesses passed from one genera- tion to the next and trust that can’t be measured on a balance sheet. Thank You for the Harvest I don’t write this as an ex- pert on Hispanic heritage. I write it as someone whose life has been enriched by it. As a child, I was wel- comed into a home that broadened my perspective without anyone intending to teach me a lesson. As a professional, I’ve had the privilege of working along- side people whose resi- lience, ingenuity and lea- dership continue to move agriculture forward. That’s what Hispanic Heritage Month has come to represent for me—not simply a celebration of his- tory, but an opportunity to pause and recognize in- fluences that have become so woven into our lives that we sometimes forget to ac- knowledge them. For me, it begins with the memory of a boy cros- sing the street to spend another afternoon at his best friend’s house. So this month, my message is a simple one: Thank you. Thank you for opening your homes, for sharing your traditions, for strengthening com- munities, for building bu- sinesses that continue to move agriculture forward. And thank you for re- minding all of us that the greatest harvest isn’t measured only by what grows in our fields, but by the people whose lives enrich everyone around them. BROCK NEMECEK How a Childhood Friendship in Mexico Shaped My View of Leadership. Special Insert Agriculture industry

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16 • September | October 2026 • abasto.com U.S. Maintains Anti-Dumping Duty on Mexican Tomatoes Winners of the 2026 Retail Produce Manager Awards · Lauren Perkins of Fred Meyer/Kroger, Shoreline, WA · Antonio Mai of Fresh Thyme Market, Geneva, IL · Christopher Latour of Giant Eagle/Market District, Strongsville, OH · Jamie Peavey of Hannaford, Dover, NH · Chris Sanders of Harps Food Stores, Elkins, AR · Michael Ferro of Meijer, Davison, MI · Craig Belanger of Price Chopper/Market 32, Midd- letown, CT · David Gonzales of Randalls, Houston, TX · Jonathan Wilkinson of Roche Bros Supermarkets, West Roxbury, MA · Josh Mock of Schnucks, St. Louis, MO · Michelle Rocha of Safeway, San Jose, CA · Randy Hall of Shaw’s, Hanson, MA · Rui Lima of Star Market, Harwich, MA · Herbert Chavez of Stop & Shop, Rocky Point, NY · Ricky Allemand of Super 1 Foods, Carencro, LA · Renato Barrantes of The Fresh Market, Orlando, FL · Robynn Orndorf of The GIANT Company, Mecha- nicsburg, PA · Efrain Hernandez of Tom Thumb, Firewheel, TX · Aaron Brown of Tops Friendly Markets, Dunkirk, NY · Davouce Michel of Whole Foods Market, Boston, MA IFPA Honors 20 Produce Leaders BY VIOLETA MONTES DE OCA T he International Fresh Produce Association (IFPA) announ- ced the 20 winners of the 2026 Retail Produce Manager Awards, recognizing their outstanding dedication to fresh pro- duce, innovative marketing, community commitment, and ex- ceptional customer service. These produce department managers represent a wide variety of retailers. They connect consumers with fresh fruits and vege- tables, drive sales, inspire their teams, and create memorable shopping experiences. Agricultural News BY HERNANDO RAMÍREZ-SANTOS T he U.S. International Trade Commission (USITC) determined that Mexican tomato producers failed to demonstrate suffi- cient changes to warrant lifting a decades-old anti- dumping order, according to a statement from the agency. The decision lea- ves a 17% tariff on imports of fresh tomatoes from Mexico in place. Commissioners Jason E. Kearns and Amy A. Karpel cast their votes on June 30, the USITC reported. Chair- man David S. Johanson did not participate in the vote. This outcome concludes a review that the Commis- sion initiated on January 21, 2026, under Section 751(b) of the Tariff Act of 1930. Mexican producers, the previous framework had been. The Florida Tomato Ex- change hailed the ruling as a vindication. “The decision is a victory for fair competition and the rule of law,” said Executi- ve Vice President Robert Guenther. For supermarkets and fresh-produce buyers, the practical impact remains largely unchanged for the time being: the supply dy- namics and price pressu- res linked to the 17% tariff persist. But the ruling clo- ses, at least for now, one of the most direct avenues Mexican exporters had for renegotiating trade terms. The Commission plans to publish its full report, titled “Fresh Tomatoes from Mexico,” by August 17, 2026. led by Grupo Bioparques, had sought the review, arguing that market con- ditions no longer justified the tariff, according to the Federal Register. The dispute, however, dates back further. Produ- cers from Florida, Michi- gan, New Jersey, and Cali- fornia testified at a hearing in May to defend the order. Their argument relied hea- vily on the Department of Commerce’s July 2025 decision to rescind the 2019 Tomato Suspension Agreement and impose anti-dumping margins of up to 273.43 percent—a move the industry views as proof of how ineffective 16 • Septiembre | Octubre 2026 • abasto.com Special Insert Agriculture industry

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BY JULIO IBÁÑEZ JULIO@JULIOIBANEZ.NET 36 • Septiembre | Octubre 2026 • abasto.com T he true evolution of Hispanic retail lies not in the products we sell, but in all the commu- nities we serve today. Every September, we celebrate Hispanic Heritage Month by remem- bering our roots, our culture, and the enormous impact the Latino com- munity has had on the United States. However, this year I’d like to take the opportunity to reflect on a much dee- per change taking place in our stores. What if the greatest success of the Hispanic supermarket were precisely that it has stopped selling exclusively to Hispanics? For decades, our chains were foun- ded to meet a very specific need: to offer millions of immigrant families the products, flavors, and brands that made them feel close to home. The Evolution of the Consumer That mission was a success, but the market has evolved, and today His- panic communities are part of the economic, cultural, and social fabric of the United States as never before. New generations born in this country have grown up, families are increa- singly multicultural, and our tradi- tional products are no longer con- sumed exclusively within the Latino community. You need only walk through any supermarket to see how tortillas, salsas, arepas, Latino cheeses, spi- ces, and traditional beverages are part of the regular shopping list for consumers from very different back- grounds. The Hispanic supermarket is no longer a supermarket “for Hispa- nics.” Today, it is a supermarket that reflects the diversity of the commu- nities where it operates. We still find operators who con- tinue to manage their stores with only the traditional Latino customer in mind, when the reality that walks through the door every day is much more diverse. We’re no longer tal- king just about nationalities; we’re talking about completely different lifestyles, consumption habits, ge- nerations, and shopping occasions all coexisting under one roof. Today’s consumer doesn’t fill their shopping cart based on cultu- ral boundaries. They combine fresh produce, private-label brands, in- ternational products, healthy foods, traditional recipes, and ready-to- eat options with complete ease. For them, there are no cultural catego- ries; they buy whatever adds value to their household. This also forces us to rethink the way we manage our stores. Evolution no longer means ad- ding more products from a specific country or endlessly expanding the international assortment; true evolu- tion lies in better understanding the community we serve and building a business model capable of integra- ting that diversity without losing our essence. The Advantage of Independent Retail While many large chains require standardized strategies across thou- sands of stores, independent retailers retain an extraordinary advantage: they know their community, listen to their customers, adapt their product assortment quickly, and maintain close relationships with those who walk through their doors every day. But that closeness, on its own, is no longer enough. We must now complement it with analysis, data, consumer insights, and a constant understanding of how our communities are evolving. Stores that continue to run their businesses based on a snapshot from ten years ago will lose ground to those capable of anticipating changes before their competitors do. Celebrating Hispanic Heritage Month also means recognizing the extraordinary journey our industry has taken. Hispanic supermarkets have not only preserved our cultu- re; they have also enriched the U.S. retail industry by introducing new flavors, formats, and shopping expe- riences to millions of consumers. The best tribute we can pay to that heritage today is not to look solely to our past, but to continue building the future.. Retail Academy The New Identity of the Hispanic Supermarket • ADVICE

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38 • September | October 2026 • abasto.com BY ANA MARÍA TRIANA FOUNDER OF ANABELLA DRIED FOOD W hat do a family recipe, a farmer, an emerging His- panic brand, and an inter- national trade show have in common? Much more than we might imagine: they’re all part of the same ecosys- tem, where tradition, lear- ning, and innovation come together to build the future of our industry. During Hispanic He- ritage Month, it’s worth asking ourselves how to preserve our legacy while building the future: today, learning ecosystems help Hispanic businesses grow and share their flavors with the world. Heritage is Also Built Heritage doesn’t belong so- lely to the past; it’s cultivated every day, in every producer committed to learning and in every family business that chooses to innovate. Honoring our heritage means preserving our tra- ditions while also creating the conditions for them to continue evolving. This ha- ppens at events like the Glo- bal Produce & Floral Show, held in October in Orlando, Florida, where thousands of producers, exporters, buyers, and experts in logis- tics, technology, and mar- keting gather for three days to learn, negotiate, and plan for the future. Afterward, everyone returns to their Learning Ecosystems: The Best Way to Honor Our Heritage Hispanic Heritage Month reminds us of where we come from. Events like the Global Produce & Floral Show show us where we can go When Hispanic Knowledge Crosses Borders The Global Produce & Floral Show brings together more than 20,000 professio- nals, over 1,100 exhibiting companies, and represen- tatives from more than 70 countries each year, and its true value lies in uniting all stakeholders in the food chain under one roof. The presence of Hispa- nic companies demonstra- tes that our region exports not only food but also knowledge, innovation, biodiversity, and sustai- nability: Colombia shares the excellence of its floral industry; Peru demonstra- tes how Camposol turned innovation into a global competitive advantage; and Mexican companies such as Divine Flavor take advantage of these oppor- tunities to strengthen bu- siness relationships. Crossing borders whi- le honoring our heritage means that every product carries much more than a barcode: it carries the work The best ideas rarely emerge in isolation. They emerge when producers, distributors, and researchers have the opportunity to come together and build solutions.” of thousands of people and the identity of entire com- munities. An invitation to look ahead Hispanic Heritage Month is more than just a celebra- tion of our origins: it’s also an opportunity to continue learning and innovating, so that future generations inherit an industry that is stronger and more connec- ted to the world. Because our heritage tells us where we come from; learning and collaboration help us decide where we want to go. home countries with new ideas that transform entire companies. Ecosystems That Accelerate Industry Growth The future of the industry is not built in isolation, but through learning ecosys- tems: spaces where people and organizations learn from one another and disco- ver new possibilities. There, innovation ceases to depend solely on individual talent, and shared solutions are built through collaboration. The Global Produce & Floral Show is one such ecosystem—a temporary university for the indus- try—where learning toge- ther helps us recognize the contributions that millions of Hispanics make to the U.S. economy and culture. It’s not just a trade show: it’s a space where collective learning is accelerated. • ADVICE

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42 • September | October 2026 • abasto.com COURTESY W hat began in 1974 as a family venture led by Don Lorenzo Mar- tín and Doña Irma is today a ben- chmark in the Mexican meat industry. After consolidating its pork production, the com- pany took a strategic step forward in 1995 with the opening of Obrador TIF 217, its processing plant. Since then, El Gran Cha- parral has continuously evolved, combining its artisanal roots with a modern processing facility capable of meeting the demands of the international market. Pressed pork rinds (chicharrón prensado): export-quality tradition and safety Within its meat portfolio, pressed pork rinds ( chicharrón prensado ) take center stage. Crafted with over three decades of refine- ment, this product stands out for preserving the authentic texture, juiciness, and flavor demanded by Hispanic consumers. For El Gran Chaparral, preserving tra- dition does not compete with technology. Its production process holds TIF, HACCP, and FSSC 22000 certifications, guaran- teeing the highest food safety standards, standardization, and batch-to-batch con- sistency—a crucial factor for supply across retail and foodservice channels. In the United States, core categories such as chicharrón prensado , lard, and smoked pork chops drive steady growth. For independent supermarkets and grocers, these products de- liver a high-value nostalgic appeal that boosts sales volume and customer loyalty. The company actively works on packa- ging and shelf-ready formats tailored to the dynamics of the U.S. market: Long-term strategic partners El Gran Chaparral’s vision centers on buil- ding strong partnerships with distributors and retailers. Backed by a steady supply chain, strict compliance, and a brand su- pported by over 50 years of history, the company continues to expand its foo- tprint and deliver authentic Mexican fla- vor across the United States. a brand now delivering its products and authentic flavors far beyond Mexico. Over 50 years of legacy and innovation for U.S. retail Mexican Tradition and Quality Crossing Borders The story behind the name The company’s name stems from a fond family memory: Lorenzo Martín Jr. chose it inspired by The High Chaparral, the iconic television series he loved. Premiering in 1967 on NBC and created by David Dortort— creator of Bonanza— the show depicted life in the Sonoran Desert. That spon- taneous choice grew into the signature identity of • GOOD BUSINESS

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• Continues on page 46 • FOOD INDUSTRY BY HERNANDO RAMÍREZ-SANTOS T here’s a scent that greets customers the moment they walk through the door at Fresco Supermarkets: fres- hly baked bread. That seemingly small detail encapsulates a decade of decisions designed to make Hispanic customers feel at home. Abasto magazine spoke with Sergio Be- nítez, chief operating officer of Fresco Su- permarkets, who has been with the chain since day one. Ten years after that ope- ning, Benítez still gets emotional when he recalls the moment, he knew the project would succeed. A Start No One Expected In 2016, the store closed its doors as a Winn- Dixie one day and reopened the following week as Fresco y Más. No one at the com- pany imagined what was to come: sales jum- ped nearly 500% almost immediately. “Nothing like this had ever happened to us as a company, as an organization,” says Benítez, still surprised by that public res- ponse. The store was located in Hialeah, a city in South Florida where more than 90% of the residents are Hispanic. The rebranding struck a chord that no one had tapped into before. To understand how to build that con- nection, the team traveled to California to study Northgate González Markets, a well-established Hispanic chain in the market. From that learning experience, Fresco’s formula was born: Caribbean, Mexican, and South American products under one roof, with the warmth of a nei- ghborhood market. Sergio Benítez, director of operations, spoke with Abasto about the first decade of the Hispanic grocery chain in Florida THE TASTE OF SUCCESS: Ten Years of Fresco Supermarkets 44 • Septiembre | Octubre 2026 • abasto.com

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46 • September | October 2026 • abasto.com • Continuation of page 46 • FOOD INDUSTRY What Customers Can’t Find Anywhere Else Benítez describes those early years as “a journey into the unexpected.” Each sto- re opening brought a new surprise about what customers were really looking for. The answers came quickly. Seventy-ei- ght percent of customers began frequen- ting Fresco for its fresh produce, including rare fruits such as pitahaya and Cuban lo- quat. The fish, purchased directly at the docks, reaches the counters the same day it’s unloaded from the boat. But what moved Benítez the most was something else. “At the end of the day, your language is the most beautiful song you can ever hear in your life,” he says, re- calling what customers told him over and over again: that they wanted to be spoken to in their own language, that they wanted their name to be known, and that their butcher should be a real person—not just an anonymous counter clerk. That idea—the customer first, always— became the guiding principle behind every decision. Fresco doesn’t sign fixed contracts with suppliers: it buys the freshest produce available and offers, according to Benítez, the best price—not necessarily the lowest. From Corporate Ownership to Family-Run Operation In 2024, Southeastern Grocers, then the chain’s parent company, sold Fresco to the private investment group Fresco Re- tail Group, based in Coral Gables. Benítez believes that decision still weighs on the former owners: they never imagined the growth that would follow. The new company arrived with renewed energy. It invests in the stores, refreshes the brand, and, according to Benítez, genuinely cares about the customer and the team. The private ownership structure also simplified day-to-day operations: there’s no longer a need to wade through endless bureaucracy to get an idea approved. All it takes is presenting it to a small, close-knit board of directors. Customers Finally Understood the Name. The change from Fresco y Más to Fresco Su- permarket wasn’t a whim. Many customers didn’t know what kind of business Fresco y Más was because the name—though nice— didn’t convey anything: it didn’t suggest a supermarket, a store, or a market. Market research confirmed what the team suspected. The solution came from the same source as always: the customer. The word “supermarket” cleared up the confusion and, for Benítez, improved the way people understand Fresco. What’s Next: More Technology, the Same Passion With 26 stores and a decade of learning under its belt, Fresco is looking ahead. Benítez hints at a major investment in loyalty programs, so- cial media, e-commerce, and a revamped mo- bile app. He prefers to keep the details a surpri- se, but promises new features always designed to make customers’ lives easier. Even so, he insists that technology isn’t the real driving force behind Fresco. It’s the people: from the CEO down to the per- son who collects shopping carts in the par- king lot. “When you have associates who are passionate about what they do, there’s no limit,” he says. Ten years after that first closing as Winn-Dixie, Fresco Supermarkets is no longer just a supermarket: for many of its customers, it’s a little piece of home. And if there’s one thing Sergio Benítez is cer- tain of, it’s that the best part of this story is yet to be written.

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48 • September | October 2026 • abasto.com BY RON MARGULIS H ispanic Heritage Month runs from September 15 to October 15 and for food retailers it should be less a marketing calendar entry and more a mirror check on the produce department. Fresh fruits and vegetables sit at the center of the Hispanic shopping trip and this year the stakes around getting that department right are higher than the cele- bratory banners suggest. The numbers explain why. Hispanic households spend about $16 billion an- nually on produce and shop the category an average of 92 times a year, yet produce is actually losing ground with this consu- mer year over year, according to research presented at the West Coast Produce Expo. That is a warning sign wrapped inside a growth opportunity. A shopper who vi- sits the produce aisle nearly twice a week is not walking away because she stopped cooking. She is walking away because re- tailers have relied on her loyalty instead of earning it with the right items at the right price. The Plan to Improve Sales Affordability is the piece of the retail puzzle that grocers cannot skip this year. Inflation fatigue has not disappeared and Hispanic households, many of them multigenerational and cooking from scratch daily, feel every penny increase on staple items. The good news is that winning on price does not require discounting the whole department. Category experts point to a short list of high velocity items, cucum- bers, avocados, onions and Roma tomato- es among them, that drive a disproportio- nate share of Hispanic produce sales. Nail the quality and price on those five to fifteen core items and the rest of the basket follows. This is where smart retailers should consider putting their Hispanic Heritage Month promotional dollars, not just on themed end caps but on sharp, defendable pricing for the items shoppers buy every week regard- less of the calendar. A Produce Playbook for Hispanic Heritage Month 2026 Price, Product and Pride • Continues on page 50 • FOOD INDUSTRY

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50 • September | October 2026 • abasto.com • FOOD INDUSTRY A Great Opportunity During Hispanic Heritage Month New assortment matters just as much as price. Hispanic Heritage Month has be- come the moment when chains debut pri- vate label lines and supplier partnerships built specifically for this shopper. Southeastern Grocers recently used the occasion to launch SE Grocers Plantain Chips and Export Soda Crackers developed with Hispanic suppliers, while spotlighting more than 60 vendors across its stores. Cardenas Markets and Tops Friendly Markets are pairing vendor partners like Goya, La Preferida and Ole Mexican Foods with in-store events and community gi- veaways. The Strategy for Fruits and Vegetables The lesson for produce specifically is to extend that same energy into fresh. Re- ady-to-cook marinades, fresh salsas and bagged sofrito blends built around the core items give shoppers a reason to add incremental dollars while sticking to their budget. Promotion strategy should follow the same logic. Multi-buy pricing on staples, recipe-driven bundles that pair a protein with the produce needed for a traditional dish and loyalty offers tied to frequent pro- duce trips all reward the shopper for beha- vior she already exhibits. Cross merchandising fresh items with pantry and center store, avocados near chips, cilantro near proteins, roma toma- toes near tortillas, drives basket size wi- thout requiring deep discounts across the whole department. Hispanic Heritage Month gives retailers a permission slip to invest in storytelling, but the shopper does not need a new story as much as she needs the produce case to work for her budget every shopping trip. Retailers who treat September and Oc- tober as the start of a year-round commit- ment to affordable, well-merchandised fresh produce will keep the shopper who is already walking through the door 92 ti- mes a year instead of watching her not so quietly drift away. • Continuation of page 48

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2 • September | October 2026 • abasto.com Americas Food and Beverage Special Insert Huichol Unveils Its Future BY HERNANDO RAMÍREZ-SANTOS S ince 1949, Salsa Huichol has built its legacy by listening to consu- mers. This tradition, more than just a marketing slogan, explains why a small family recipe from Tepic, Na- yarit, grew into a brand that now ex- ports to markets such as the United States, Canada, and Europe. A Formula That Started with 40 Pesos It all began when Roberto López Flores invested that modest sum in a salsa recipe his mother had created. Using a hand-cranked grinder and a few used bottles, he began selling hot salsa at the local market in Tepic. Demand grew, and with it, the company. More than seven decades later, the company produces over 100,000 bottles daily and remains committed to reaching 100 years, or more, while sharing the legacy of the original re- cipe. That growth, however, has not been accidental. Every step, from diversifying flavors to expanding into new countries, has been driven by consumer demand. Listen Before Innovating Over time, the brand expanded from a single traditional flavor to a portfo- lio of five varieties: traditional, black, habanero, with lemon, and snack-fla- vored. Salsa Negra, in particular, has become the main driver of the busi- ness in the United States and other countries because it is the least spicy, making it easy to adopt and prefer, a direct adaptation to the palates of the U.S. market. The Nayarit-based brand that started with 40 pesos is preparing a redesign of its bottles tailored to U.S. consumers That same logic, adapting without losing identity, led the company to launch multipacks designed for retai- lers and consumers seeking variety and savings in a single purchase, with an attractive discount compared to buying a single bottle. Behind every decision lies a con- sistent premise: to simplify the con- sumer’s experience with the salsa, without sacrificing the recipe and quality that continue to make it so popular. A New Chapter for the Export Shelf Now, the brand is preparing to take another step in this same direction. According to the company, a redesign of the bottle caps will be imple- mented by the fourth quarter of 2026, specifically targeting export markets, starting with the United States and Canada. This new solution aims to meet the expectations of His- panic consumers and general shoppers on U.S. store shel- ves, where the user experien- ce, from opening the bottle to closing it, directly influences the decision to repurchase. For a brand that bases its growth on listening to con- sumers, the cap is no minor detail: it’s another opportuni- ty to make life easier for those who use it at home.

3 • September | October 2026 • abasto.com Americas Food and Beverage Special Insert Good News for Supermarkets For all supermarket chains that already carry Salsa Huichol on their shelves, or are considering adding it, this announcement sig- nals continuity and investment. The brand is not only maintaining its presence in the Mexican-Ame- rican market but also seeking to strengthen it through tangible product improvements. With more than 75 years of his- tory and an identity deeply rooted in Nayarit, Salsa Huichol is gea- ring up for the fourth quarter of 2026 with a clear message to the industry: tradition and innovation can coexist in the same bottle.

4 • September | October 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS A lbertsons Companies is trans- forming the way it operates its stores just as it prepares to lose the executive who helped stabilize its fi- nances over the past five years. The supermarket chain, headquar- tered in Boise, Idaho, recently unvei- led a sweeping operational restructu- ring called ACI Edge , according to a company statement, and confirmed that President and Chief Financial Officer Sharon McCollam plans to re- tire later this year. The two announcements come to- gether but tell a single story: a com- pany under pressure to act faster, spend more intelligently, and prove it can compete without the Kroger mer- ger it pursued for years. A New Regional Model At the heart of ACI Edge is a major structural change. Albertsons will consolidate its 11 operating divisions into four regions—California, West, South, and East—according to the company. Each region groups local markets organized around specific brands, from Jewel-Osco in the East to the Mountain West and Seattle markets in the West. CEO Susan Morris described the change as a way to combine national scale with local decision-making. “It combines the scale and capa- bilities of a national retailer with the accountability and local focus that Its operational restructuring is compounded by the departure of its CFO have long distinguished our brands,” Morris said. The company says it will not close any stores or districts as part of the transition, so customers and dis- trict-level staff should not notice any disruptions. That detail matters. Restructu- rings of this magnitude often create uncertainty among store teams, and Albertsons is banking on the idea that fewer layers of management will lead to faster inventory solutions and more agile responses to what custo- mers are actually looking for. Merch United Centralizes Purchasing The second component of ACI Edge centralizes control over what ends up on the main aisles of stores. Al- bertsons is centralizing these mer- chandising functions—supplier rela- tionships, pricing, promotions, and product placement—under a single corporate team through its Merch United program, according to the company’s announcement. Michelle Larson, the company’s chief marketing officer, noted that the change frees up regional teams to focus on what varies by neighbor- hood: fresh produce, local suppliers, and community-specific demand. Decisions regarding fresh produce re- main at the local level. Central aisle purchases do not. Together, regional consolidation and marketing centralization aim to eliminate layers of bureaucracy that had slowed decision-making across Albertsons’ 22 store brands, including Safeway, Vons, ACME, and Randalls. • Continues on page 6 Albertsons Pursues Transformation with ACI Edge Americas Food and Beverage Special Insert

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6 • September | October 2026 • abasto.com Leadership Change at the Top McCollam’s departure adds a second layer of change to an already intense period for the company. McCollam joined Albertsons in 2021 and has served as both president and chief financial officer, guiding the com- pany’s financial strategy, digital in- vestments, and supply chain efforts, according to the announcement of his retirement. He will remain in his position until Al- bertsons appoints his successor, then continue in an advisory role through Fe- bruary 2027 to facilitate the transition. Morris acknowledged McCollam’s role in strengthening the company’s financial foundation and thanked him for his five years of service. Albertsons has not provided a ti- meline for selecting his replacement; it only confirmed that the search is already underway. Sales Pressure and a More Cautious Consumer ACI Edge did not emerge in a vacuum. Albertsons reported its results for the first quarter of fiscal year 2026, which showed a 0.8% decline in same-store sales. Net sales rose 0.2% to nearly $24.9 billion, driven primarily by fuel revenue, according to the earnings report. Net income fell sharply, from $236.4 million to $84.7 million com- pared to the previous year. Digital sales grew 13%, and the pharmacy business continued to ex- pand despite challenges stemming from the Inflation Reduction Act. Morris did not downplay the situa- tion: “While these results fell short of our expectations, they underscored the need to act more quickly,” he said in the earnings release. That urgency led Albertsons to cut its full-year forecast. The company now expects adjusted EBITDA of be- tween $3,550 million and $3,625 million, down from the previous pro- jection of $3,850 million to $3,925 million, and it also lowered its fore- cast for adjusted earnings per share. A Fresh Start After the Failed Merger The restructuring also comes amid the fallout from the failed merger be- tween Albertsons and Kroger. Regu- lators blocked the $ 24.6 billion deal in late 2024 on antitrust grounds, and Albertsons has since sued Kroger over a disputed $600 million termi- nation fee. The case continues this year in the Delaware Chancery Court. Albertsons’ most recent earnings report cites legal costs related to the merger as one of the factors putting pressure on its margins—a sign that the fallout from that attempted deal has not yet fully dissipated. With the merger off the table, ACI Edge reads like Albertsons’ answer to a simple question: How does a company of this size grow on its own? Fewer divisions, a single marketing team, and the search for a new CFO are the first steps. Whether these lead to stronger sales will become clear in the coming quarters. • Continuation of page 4 Americas Food and Beverage Special Insert

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8 • September | October 2026 • abasto.com • Continues on page 10 BY VIOLETA MONTES DE OCA M ars released its “Mars Tricks, Treats and Trends 2026” report. The findings offer a detailed look at how U.S. consumers are celebra- ting the Halloween season, star- ting as early as summer with “Sum- merween.” Spooky Season and Sweets The report’s results show that Ha- lloween has expanded beyond a single night into a multi-month phe- Consumer Behavior, Season Extension, Social Media, and Top Candies by Region H a l l o w e e n T r e n d s f o r 2 0 2 6 nomenon driven by younger genera- tions and early-season celebrations. Fifty-seven percent of U.S. adults agree that Halloween is no longer just one day, but an entire season. Furthermore, two-thirds of Ame- ricans wish they could buy their favorite Halloween candy year- round—a figure that jumps to 76% among Gen Z. Their enthusiasm for the season is driving the rise of “Summerween,” a trend that nearly 60% of Gen Z is familiar with or has participated in. Culture, not the calendar, defines seasons and drives our strategy. This year’s annual trends report shows Halloween is becoming America’s longest retail season, anchored by Summerween gatherings, early decorating, and seasonal snacking,” Tim LeBel | Chief Halloween Officer and Chief Customer Officer for Mars Snacking North America. Americas Food and Beverage Special Insert

10 • September | October 2026 • abasto.com What consumers crave: candy formats and textures by region While chocolate unites the nation,distinct local taste emerge: the West craves seasonal Halloween-themed treats most. While the South leads the way for gummies. West MIdwest South Northeast US Adults Chocolate 70 % 69 % 70 % 72 % 70 % Gummies 43 % 42 % 46 % 40 % 43 % Halloween Themed 48 % 41 % 43 % 39 % 43 % Peanut Butter 41 % 40 % 40 % 42 % 40 % • Continuation of page . 8 Social Media Rewrites Halloween The modern shopping journey seamlessly blends digital discovery with in-store execution. For youn- ger generations, treat discovery is overwhelmingly digital. The majority of Gen Z (53%) discovers trends on TikTok, followed by YouTube (49%) and Instagram (48%). However, fi- nal transactions still overwhelmin- gly take place in the physical world. Taking their digital shopping lists to physical shelves, 43% of Gen Z pur- chase their Halloween candy at mass merchandisers, while 41% shop at grocery stores or supermarkets. This dynamic highlights that while inspi- ration is increasingly virtual, tangible retail experiences remain strong. What Consumers Are Looking For With 3 out of 4 U.S. adults viewing candy as an essential daily treat, shoppers are seeking complex, mul- ti-sensory experiences driven by a desire for novelty. Among respon- dents, 71% look for unique textures in their treats, while nearly 60% fa- vor “extreme” flavors. While chocolate remains the un- disputed favorite across the U.S., the report revealed fun regional pre- ferences for the season. For exam- ple, the West displays the strongest preference for Halloween-themed treats (48%), while the South leans heavily into gummies (46%). Descifrando Halloween The new consumer behaviors shaping the Halloween season in the Uni- ted States 57 % 57% of US adults believe that Halloween has become a full season, with cele- brations beginning well before October. 59 % of Generation Z knows about Summerween Halloween isn’t just a day; it’s a whole season 30 % is already participating, almost double 71 % of US adultss believes that the sweets they hand out say something about them as hosts. and Sweets are the currency of exchange Americas Food and Beverage Special Insert 75 % of US adultss believes that sharing a bowl of candy strengthens the communi- ty and fosters connection.

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12 • September | October 2026 • abasto.com Store Brands Hit Record Market Share in First Half of 2026 BY HERNANDO RAMÍREZ-SANTOS S tore brands are pulling further ahead in the fight for U.S. shop- ping carts. New midyear data from the Private Label Manufacturers As- sociation (PLMA) shows private label products outpaced national brands in unit sales through the first half of 2026, pushing store brand market share to an all-time high. The findings, based on exclusi- ve data from research firm Circana, point to a steady shift in how Ameri- cans shop — even as overall grocery spending cools. Store Brands Outsell National Brands Nationwide According to PLMA, store brand unit sales rose 0.2% during the six mon- ths ending June 14, while national brand units fell 0.5% over the same stretch last year. That 0.7-point spread pushed store brand unit mar- ket share to 23.8%, a record high for the category, Circana reported. Unit sales track how many indivi- dual products move off shelves. Do- llar sales, by contrast, measure total revenue — and the two metrics tell different stories this year. The momentum isn’t limited to a handful of aisles, either. Circana’s data covers 166 food categories carr- ying store brands, and 52% of them posted private label unit growth over the 52 weeks ending June 14. Among 164 nonfood categories, 39% saw the same trend. Pet Care and Beverages Lead the Charge Some departments are outperforming the rest of the store by a wide margin. Pet Care topped Circana’s list, with sto- re brand units climbing 4.8% over the 52-week period. Beverages followed at 1.8% growth, and Refrigerated roun- ded out the top three at 1.5%. Shoppers haven’t abandoned sto- res altogether, but many have pulled back on how much they spend per trip. That caution has weighed on both national and private brands — yet store brands still beat their natio- nal counterparts in unit sales during five of Circana’s six monthly reporting windows so far this year. • Continues on page. 14 Americas Food and Beverage Special Insert

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14 • September | October 2026 • abasto.com Dollar Sales Tell a More Complicated Story Revenue numbers paint a murkier picture. Store brand dollar sales sta- yed flat year-to-date, while national brands grew 2.2% in the same cate- gory, PLMA reported. That left store brand dollar share at 21.2%, just shy of its own record. Industry analysts caution against reading too much into that dollar fi- gure. Tariff policy and shifting natio- nal brand pricing strategies can dis- tort revenue trends in ways that unit sales don’t reflect, making units the more reliable gauge of true consumer preference. PLMA President Peggy Davies poin- ted to pricing whiplash across the na- tional brand landscape as the reason for the gap. Some manufacturers are cutting prices to win back customers who defected to private label, she said, while others are raising prices to cover higher fuel, ingredient and supply chain costs. “Unit sales remain the best measu- re of consumer choice, and Circana’s midyear results — including a record 23.8% unit market share for store brands — underscore the continued strength and growing appeal of pri- vate label,” Davies said, according to PLMA. Consumer Loyalty to National Brands Is Fading Separate research backs up the trend PLMA is tracking. A survey from con- sumer insights firm Zappi found the share of shoppers who say they buy only national brands dropped from 21% to 10% in less than a year. More than 90% of respondents told Zappi they’ve changed their shopping ha- bits because of rising costs. That shift is forcing a reckoning in- side major consumer packaged goods companies, said Natali Kelly, Zappi’s chief marketing officer. “The era of growth driven by price increases is coming to an end,” Kelly said, per Zappi’s findings. “For CPG leaders to transform their busines- ses, they will need to compete on value instead of price, innovating and simplifying their product portfolios in the process.” Kelly’s research found nearly 70% of consumers would accept fewer product options if it meant lower pri- ces, a signal that brand loyalty alone may no longer justify premium pri- cing. “This isn’t a post-pandemic correc- tion,” Kelly added. “It’s a structural reset, and brands still betting on loyalty to absorb their next price in- crease may be the last to realize it.” For grocery retailers, the numbers offer a clear signal: private label in- vestment is paying off, particularly in categories like pet care and beve- rages where growth is outpacing the rest of the store. • Continuation of page . 12 Americas Food and Beverage Special Insert

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16 • September | October 2026 • abasto.com Snapshot of an Industry Reinventing Itself Amid Volatility BY ABASTO T he Food Industry Association (FMI) published The Food Retailing Industry Speaks 2026 report, analyzing how the industry and individual companies are navigating today’s environment. The research examines developments from 2025 alongside the outlook for 2026. Here are five core industry strate- gies, details on how each is unfolding, and innovative actions being deployed across the sector. FMI SPEAKS 2026 Five Key Strategies for Success 1 Navigating a Volatile Macroeco- nomic Landscape: The industry is tackling inflation, geopolitical pres- sures, shrink, and theft by investing in supply chain operations, asset protection, trading partner collabo- ration, and advocacy to mitigate re- gulatory hurdles. 2 Meeting Consumer Needs: Com- panies are implementing strate- gies to elevate shopper engagement, support local communities, expand private labels, strengthen the Su- pplemental Nutrition Assistance Program (SNAP), and promote family meals. 3 Optimizing the Shopper Expe- rience: Retailers are prioritizing refined omnichannel execution, sto- re-level and customer service enhan- cements, premium fresh offerings, local product assortments, and dis- tinct approaches to product and ser- vice differentiation. 4 Leveraging Technology to Drive Progress: Businesses are adop- ting practical tech solutions and tes- ting new applications to achieve goals ranging from enhancing customer experience to improving operational efficiency. 5 Strengthening Business Resi- lience: Companies are deploying creative strategies to fortify their workforce, withstand growing market competition, boost productivity, and improve financial performance. • Continues on page 18 Americas Food and Beverage Special Insert

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18 • September | October 2026 • abasto.com Innovative Strategies in Action Community Support: 93% of food retailers maintain measurable goals and timelines for charitable dona- tions, while 82% feature structured community engagement programs. Differentiation: The top three pro- duct differentiation strategies used by retailers in 2025 included: 89% operated prepared food/ foodservice programs. 87% merchandised local product assortments. 85% leveraged organic product offerings storewide. Technology: A majority of retailers have integrated data analytics for as- sortment planning, replenishment, customer insights, and pricing/pro- motions. Additionally, nearly one- third of participating retailers repor- ted using artificial intelligence for these operations. Communication: Retailers are pai- ring digital and in-store approaches across marketing and communica- tion platforms. Top channels for grocery chains: Facebook (97%) and in-store signage (95%). Top channels for suppliers: Face- book (80%), Instagram (80%), in- fluencer campaigns (80%), in-sto- re signage (75%), digital circulars (75%), email marketing (70%), ex- clusive in-store promotions (70%), retail media networks (70%), and TV advertising (70%). Health & Wellness: In 2025, 76% of retailers implemented product diffe- rentiation strategies focused on nu- trition, health, and wellness, while 74% offered products with targeted health benefits. Supplier Innovation: The top pro- duct differentiation strategies deplo- yed by suppliers in 2025 included: • Product innovation (100%) • Products with health and wellness attributes (76%) • Comprehensive focus on nutrition, health, and wellness (76%) • Continuation of page 16 Americas Food and Beverage Special Insert Methodology Data for The Food Retailing Industry Speaks 2026 report stems from a February 2026 survey of food industry retailers, wholesalers, and suppliers across the United States and Canada. A total of 70 food retail and wholesale companies completed the questionnaire, representing more than 42,000 stores. This year’s report also incorporates data from a sample of 33 food product suppliers.

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20 • September | October 2026 • abasto.com Specialty Grocers Steal Grocery Market Share from Supermarkets BY HERNANDO RAMÍREZ-SANTOS A major shift is reshaping the Ame- rican grocery landscape. New data from Consumer Edge reveals that specialty and discount retailers are capturing grocery market share, while traditional supermarkets stru- ggle to hold on to shoppers across every income level. Consumer Edge released its U.S. Grocery Outlook 2026 this week. The report draws on transaction-level data to map where, and why, consu- mers are redirecting their food do- llars in an increasingly competitive retail environment. Overall grocery spending dropped approximately 3% year-over-year on a 12-month basis ended Feb. 28, 2026. However, Consumer Edge cau- tions against reading this as a simple pullback in consumer appetite. Shoppers are not spending less across the board. Instead, they are becoming more deliberate, gravita- ting toward retailers that offer a clear value proposition — either unbeata- ble price or a distinctive, curated ex- perience. That behavioral shift is rewriting the competitive rankings across the sector. Trader Joe’s Leads the Pack Trader Joe’s emerged as the grocery sector’s standout performer. The specialty chain grew more than 3% year-over-year, outperforming the broader grocery market by 6 percen- tage points. The brand’s appeal spans demo- graphics. Gen Z shoppers drove dou- ble-digit year-over-year growth, sig- naling strong momentum with the next generation of grocery buyers. Loyalty metrics further reinforce Trader Joe’s edge. The chain posted a 35% customer retention rate four quarters after a shopper’s first pur- chase — surpassing both ALDI and Wegmans on that key indicator. Its gravitational pull extends be- yond its own customer base. Sprouts Farmers Market shoppers allocate 48% of their specialty grocery spen- ding to Trader Joe’s. Wegmans sho- ppers direct 47% of their specialty dollars there as well. 20 • Septiembre | Octubre 2026 • abasto.com • Continues on page 22 Americas Food and Beverage Special Insert

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22 • September | October 2026 • abasto.com Specialty Grocers Win Across Income Groups The specialty grocer subsector, which includes Trader Joe’s, Whole Foods and Wegmans, is not just win- ning affluent households. Consumer Edge data shows growth coming from low-, middle- and high-income sho- ppers alike. That broad-based appeal marks a notable shift. Specialty retail was once considered a premium niche. Today, it attracts a wide swath of con- sumers who prioritize quality, expe- rience or unique product assortment regardless of budget. Traditional Supermarkets Caught in the Middle Meanwhile, conventional super- markets are losing ground across the income spectrum. Chains like Publix and Safeway face pullbacks from every shopper segment, with the steepest declines among lower-inco- me consumers. Michael Gunther, SVP of Research & Market Intelligence at Consumer Edge, put it plainly. “Traditional su- permarkets are caught in the middle, and the data suggests that pressure isn’t going away,” he said. Gunther added that the grocery retailers best positioned for 2026 are those with a distinct identity and a lo- yal, returning customer base. Discount Grocers Hit a Plateau Discount grocers rode a powerful wave from early 2022 through mid- 2024. Retailers such as ALDI, Lidl, Food 4 Less and Grocery Outlet cap- tured meaningful grocery market share as inflation-weary consumers traded down. Yet that momentum has stalled. Consumer Edge data shows discount grocer share has leveled off since mid-2025. Whether this segment reignites will depend largely on food inflation trends and how aggressively spe- cialty grocers continue to attract deal-conscious shoppers. What This Means for the Industry The Consumer Edge report sends a clear message to food retailers: a middle-of-the-road strategy no longer cuts it. Sho- ppers today demand a reason to be loyal. Grocers that lack a sharp, re- cognizable identity face an uphill battle. Those that own a clear lane, deep value, specialty as- sortment, or exceptional private label, are taking the lead. The grocery market share ba- ttle of 2026 is far from over. But the data makes one thing clear: the center of the store, and the center of the market, is rapidly hollowing out 22 • September | October 2026 • abasto.com • Continuation of page 20 Americas Food and Beverage Special Insert

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24 • September | October 2026 • abasto.com Don’t Let Your Store Fall Behind in a $452,000 Million Market BY HERNANDO RAMÍREZ-SANTOS O nline grocery sales are transfor- ming the food industry as omni- channel strategies accelerate growth and redefine how consumers shop in the U.S. A new report from the FMI – The Food Industry Association and Niel- senIQ projects that the market will reach $452,000 million by 2028, ce- menting e-commerce as the sector’s primary driver. The message is clear: the divide be- tween brick-and-mortar and digital stores has disappeared. Now, success depends on integrating both chan- nels into a seamless experience. The Digital Channel Leads Growth Online grocery sales already account for nearly three-quarters of the sec- tor’s total growth in dollar terms. In 2025 alone, e-commerce contributed nearly 75% of growth, while in-store sales remained virtually flat. This is not a passing trend; it is a structural shift. The digital channel is growing at more than 11% annually through 2028, while brick-and-mortar sto- res are barely making headway. As a result, the online share will rise to more than 25% in 2028, up from 18% in 2024. Supermarkets that fail to invest in the digital channel will fall behind. Omnichannel Becomes the Norm At the same time, consumers aren’t abandoning brick-and-mortar sto- res. They’re combining the two. According to the report, nearly 94% of shoppers used both online and in-store channels in 2025. This defines the current experience: cus- tomers research online, compare pri- ces on apps, and complete purchases in-store as convenient. This reality requires a redesign of operations. E-commerce is no longer just a su- pplement; it is now integrated with stores, logistics, and the customer experience. The goal is to eliminate friction at every touchpoint. In addition, stores are evolving into destinations. Supermarkets are expanding their fresh food assort- ments, incorporating food services, and strengthening health and well- ness offerings to complement digital convenience. Speed and Fulfillment are Redefining Competition As online grocery sales grow, execu- tion makes all the difference. Delivery times have dropped from more than six days in 2018 to just over three today. Today, consumers expect same-day or next-day deli- very. This requires significant invest- ments in logistics. Supermarkets are combining sto- res, regional distribution centers, and third-party partners to meet demand. However, speed alone is not enough. They must also optimi- ze the digital shopping experience, content, and the checkout process to increase average order size and cus- tomer loyalty. Income and Habits Shape Consumer Behavior Not all consumers shop the same way. Higher-income households are driving online growth and prioritize convenience, speed, and the shop- ping experience. On the other hand, consumers with lower purchasing power seek value: discounts, free delivery, and spending control. This gap necessitates segmen- ted strategies. A one-size-fits-all approach no longer works. T h e B o o m i n O n l i n e G r o c e r y S a l e s AI and Social Commerce Shape the Future The next chapter of online gro- cery sales will be defined by te- chnology. 64% of consumers have alre- ady used artificial intelligence tools, primarily for research and recommendations. At the same time, social commerce is gaining ground, especially among younger ge- nerations, with platforms like TikTok and Instagram beco- ming shopping channels. Even more disruptive is the advance of “agent-based” AI, capable of planning purchases, generating lists, and automati- cally placing orders. Although still in its infancy, this change is inevitable. Supermarkets that integrate channels, invest in speed, and adopt technology will lead the market. Americas Food and Beverage Special Insert

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52 • September | October 2026 • abasto.com BY KEN NINOMIYA H ispanic Heritage Month gi- ves independent grocers an opportunity to do more than translate an advertisement into Spani- sh. It is an opportunity to demonstrate that the store understands the foods, traditions, family occasions, and cul- tural differences that influence how Hispanic households shop. That distinction matters. FMI reports that Hispanic shoppers spend more on groceries than shoppers overall - $186 versus $165 - and shop across more ban- ners and channels. FMI also found that 49% of Hispanic shoppers say the quali- ty of a store’s app or website is important when choosing a primary store. For independent grocers, the oppor- tunity is not simply to advertise to His- panic shoppers. It is to become more relevant to them. AI as a Tool During Hispanic Heritage Month Hispanic consumers should not be treated as one homogeneous audience. Mexican, Cuban, Puerto Rican, Colombian, Domi- nican, Central American and other Hispa- nic communities can have very different food traditions, celebrations, terminology and shopping preferences. Even within these communities, preferences can vary by generation and geography. This is where AI can become a valua- ble marketing resource. An independent grocer can use Chat- GPT as a starting point to gain marke- ting insights into Hispanic markets, explore cultural differences, develop campaign concepts, identify merchan- dising opportunities and generate ideas for recipes, social media, email, digital promotions and in-store experiences. The goal should not be allowing AI to replace local knowledge. Instead, AI can help a grocer ask better questions, explo- re more possibilities and turn its knowle- dge of the neighborhood into actionable marketing ideas faster. HISPANIC HERITAGE MONTH: Use AI to Move from Translation to Cultural Relevance Try entering the following prompt into ChatGPT: Act as a Hispanic grocery marke- ting strategist. Help an inde- pendent grocer create culturally relevant marketing that connects authentically with local Hispa- nic shoppers. Consider cultural traditions, regional differences, family occasions, foods, recipes, language preferences, value, and community connections. Develop five campaign ideas with a theme, featured grocery categories, a bilingual messaging concept, a promotional offer, a social media idea, and an in-store activation. Avoid stereotypes and generic translations. Focus on authen- ticity, community relevance, increased basket size, store visits, and long-term shopper loyalty. Bring your ideas The ideas generated should be treated as starting points - not final answers. Validate recommendations with em- ployees, shoppers, community orga- nizations, and suppliers who unders- tand the local Hispanic market. That human validation is critical. Cultural relevance cannot simply be automated. Hispanic Heritage Month can also become a testing ground for a much larger strategy. Identify which re- cipes generate engagement, which displays increase basket size, which messages bring shoppers into the store, and which cultural occasions create the strongest response. Then continue what works throu- ghout the year. The independent grocer’s advantage is its connection to the neighborhood. AI can help turn that local knowledge into more ideas and better marketing, but authenti4city is what ultimately earns the shopper’s trust. • FOOD INDUSTRY

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54 • September | October 2026 • abasto.com Hispanic Heritage Month Campaigns Are Getting Noticed, but Authenticity Is the Test BY DIANA LEZA SHEEHAN I n annual planning meetings, brands and retailers consider whether and how to engage with moments like Hispanic Heritage Month (HHM). How will it be recei- ved? Is it worth the investment? Does it drive value? Our June 2026 wave of the US Diverse Consumer Pulse Study offers direct answers. How will it be received? Consu- mers strongly indicate curiosity and openness. Half of Latino consumers say brands and retailers should run HHM campaigns because it is an im- portant cultural moment. Another quarter say yes, provided it is done authentically. That is three in four con- sumers inviting brands and retailers to engage. Among the broader General Population, roughly 60% say the same. Latinos want their culture embraced and celebrated, and other consumers want to experience that celebration. The foundation is solid. Nine- ty-two percent of Latino consumers know what HHM is or have at least heard of it. About seven in ten Gene- ral Population consumers voice simi- lar awareness. This is not a niche ob- servance that requires introduction. Is it worth the investment? The activations are getting noticed. Se- venty-three percent of Latino consu- mers report awareness of brands or retailers promoting HHM, as do 57% of General Population shoppers. La- tino consumers are not only seeing these campaigns; many are actively looking for them. Latino consumers are willing to give brands the benefit of the doubt, but not a free pass. Seventy-four per- cent say HHM activations are at least sometimes authentic, yet the largest share, 39%, say they are only some- times authentic, depending on the brand. Consumers are open to HHM campaigns, but authenticity is jud- ged brand by brand. Does it drive value? That depends on what you build. Product comes first: 56% of Latino consumers say products or flavors rooted in actual Latino culinary traditions would make a campaign feel most authen- tic. Thirty-eight percent point to part- nerships with Latino-owned busines- ses. Thirty-four percent cite bilingual or Spanish-language content, more than double the 15% among General Population consumers. Thirty per- cent want commitment year-round, not just one month a year. For brands, distributors, and inde- pendent grocers, this is encouraging news. The strongest authenticity sig- nals are things this industry already controls: what is on the shelf, and who supplied it. A regional Mexican line, a Dominican brand given strong placement, or a co-branded end cap with a local manufacturer will re- gister in a way a themed social post never will. The reward is not narrow: 45% of General Population consu- mers name culinary authenticity as well. So, the planning-meeting question is not whether to show up in Septem- ber. It is what you will have on the shelf and whether it is still there in January. Embracing Hispanic heri- tage needs to be a year-round com- mitment if brands want HHM activa- tions to drive real value. • FOOD INDUSTRY

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56 • September | October 2026 • abasto.com New Jersey Bans Surveillance Pricing in Supermarkets BY HERNANDO RAMÍREZ-SANTOS G overnor Mikie Sherrill signed the Fair Price Protection Act, which makes surveillance pricing illegal in New Jersey super- markets. At a press conference, the gover- nor presented the law as a direct res- ponse to rising food costs in the state. The new law prohibits retailers from using a customer’s personal data—such as their browsing his- tory, location, or past purchases—to charge them a different price than another consumer pays for the same product. Its proponents describe it as one of the strictest consumer protec- tion laws in the country on this issue. What the New Law Establishes Dynamic pricing relies on algorithms that predict how much each sho- pper is willing to pay and set prices accordingly. Retailers have always adjusted prices according to market conditions. This practice goes fur- ther: it targets the individual, not the moment of purchase. “New Jersey families are already feeling the pressure of higher costs,” Sherrill said. “The last thing they need is for companies to secretly use their personal data to charge them more than someone else for the same product.” The law does not affect loyalty pro- grams or standard discounts. Super- markets will still be able to reward their frequent customers and offer promotions. What they will not be able to do, starting in 2027, is use personal data to quietly set a higher base price for anyone the algorithm identifies as a buyer willing to pay more. The law also includes a one-year moratorium on the installation of new electronic price tags. During that period, the New Jersey Innova- tion Authority will study the impact of this technology on consumers before regulators decide whether to allow its expansion. For her part, Attorney General Jennifer Davenport pledged to en- The state becomes the third in the country to ban the practice of raising prices based on personal data. force the new law. “The price New Jersey families pay at the grocery sto- re should be based on the cost of the product, not on what an invasive data collection suggests they’re willing to pay,” Davenport stated. The NGA Warned Sherrill Before the Signing The bill did not reach Sherrill’s desk without some friction. Abasto repor- ted on its website that the National Supermarket Association lobbied for last-minute changes. It warned the governor that such a broad ban could affect loyalty programs and other dis- counts that consumers actually want. Independent supermarkets argued that the text needed adjustments be- fore becoming law. Unions pushed in the opposite di- rection. UFCW International Vice President Ademola Oyefeso celebra- ted the signing and described the moratorium on electronic price tags as a necessary check on a technology that, he said, supermarket chains are rushing to install across the country. Senator Joe Cryan, one of the bi- ll’s sponsors, agreed on the urgency and described surveillance pricing as an exploitation of “intrusive” algori- • FOOD INDUSTRY

57 • September | October 2026 • abasto.com thms at a time when families are al- ready stretched to the limit. This tension between retailers and labor advocates is not unique to New Jersey. It is emerging as the central debate over supermarket technology nationwide. New Jersey Joins a Short But Growing List Maryland passed the first state-level ban on surveillance pricing in April, though experts pointed out legal loo- pholes that could hinder its enforce- ment. Connecticut followed suit in June. New Jersey is now the third sta- te, and its law goes further than the previous ones by combining the pri- cing ban with a requirement to pause electronic price tags. New York, for its part, already re- quires companies to disclose when a price was set by an algorithm—a transparency rule that, according to Gizmodo, helped expose surveillan- ce pricing practices in a major news- paper’s subscription service. That state’s legislature has already passed a stricter ban, which is awaiting the governor’s signature. The momentum is also growing beyond state legislatures. More than 50 bills on algorithmic pricing have been introduced in 26 states, and U.S. Representative Frank Pallone has launched an investigation to de- termine whether large retail chains and pharmacies employ similar da- ta-driven pricing tactics. New Jersey’s Fair Price Protection Act takes effect in mid-2027, giving retailers time to review how they co- llect and use customer data. For now, loyalty cards, coupons, and seasonal promotions remain unchanged.

58 • September | October 2026 • abasto.com BY HERNANDO RAMÍREZ-SANTOS A new grocery store just gave one of Brooklyn’s most diverse nei- ghborhoods a reason to celebra- te. Allegiance Retail Services opened its newest Foodtown Bay Ridge location on June 26, 2026, according to a company announcement. The 9,000-square-foot supermarket now occupies a site that once housed a Rite Aid, turning a fami- liar corner into a fresh community hub. A Neighborhood Built on Diversity Bay Ridge has long drawn residents from Arabic, Irish, Italian, Greek, Asian, Hispanic and other back- grounds, Allegiance Retail Services said in its release. That mix of cultu- res shapes the store’s identity from the moment shoppers walk in. Shelves stock authentic internatio- nal foods and specialty items, inclu- ding Halal products, alongside the staples every household needs. Fresh produce, meats, seafood and bakery goods round out the offerings, giving residents a one-stop shop that mirrors the community outside its doors. Value Meets Quality on Every Aisle Beyond specialty items, the store leans on Allegiance’s Best Yet private label to keep grocery bills in check. The brand spans hundreds of grocery and household pro- ducts, according to the company, and aims to deliver quality without the pre- mium price tag. For families watching their budgets, that combination matters just as much as the international selection. Location plays a role in the store’s appeal, too. Foodtown of Fourth Ave- nue sits at 6900 4th Avenue, right on the corner of Fourth Avenue and Bay Ridge Avenue and directly across from a subway stop. Commuters and resi- dents alike can grab groceries without going far out of their way. New Foodtown Bay Ridge Store Brings Global Flavors to Brooklyn • FOOD INDUSTRY • Continues on page 58

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60 • September | October 2026 • abasto.com Convenience Extends Beyond the Aisles The accessibility showed up in real time on opening day. Sho- ppers told Allegiance Retail Ser- vices they liked being able to stop in after work for fresh groceries, prepared meals or grab-and-go items before heading home. For those who prefer to skip the trip entirely, the store also offers online ordering through Foodtown’s proprietary On the Go! platform, plus additional third-party delivery options. The result is a shopping experience that meets customers wherever they are, whether that’s in the aisles or on their phones. Leadership Sees a Model for Independent Grocers Joseph Fantozzi, president and chief operating officer of Allegiance Re- tail Services, framed the opening as proof of what independent grocers can accomplish when they know their customers. “We’re proud to welcome this new Foodtown to the Brooklyn community of Bay Ridge and applaud our independent retai- ler for creating a supermarket that truly reflects the neighborhood it ser- ves,” Fantozzi said, according to the company’s announcement. He pointed to the store’s range of Halal meats alongside authentic Asian and Hispanic foods as eviden- ce of that responsiveness. “This is a neighborhood market where every resident can find the foods and fla- vors that are meaningful to their fa- mily,” Fantozzi added. The new Foodtown Bay Ridge lo- cation joins a growing list of stores under the Allegiance Retail Servi- ces umbrella, which also supports brands including Freshtown, D’Agos- tino, Gristedes, Pathmark, Path- mark Daily, LaBella Marketplace, Brooklyn Harvest, Market Fresh, Big Deal Food Market, Green Way Mar- kets and Shop n Bag, the company said. Allegiance provides these inde- pendent supermarkets with marke- ting, advertising, technological and merchandising support. For now, the focus stays local. Residents gain a supermarket built around their own traditions, and commuters gain a quick stop between the subway and home. Together, tho- se pieces turn a former drugstore site into what Allegiance Retail Services calls a true reflection of the neighbor- hood it serves. • FOOD INDUSTRY • Continuation of page 58

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62 • September | October 2026 • abasto.com Convenience Surpasses Health as Top Shopping Priority for the First Time BY HERNANDO RAMÍREZ-SANTOS F or the first time in 21 years, convenience has overtaken health as the driving force be- hind Americans’ food choices. This finding is confirmed by the 2026 Food & Health Survey, conducted by the International Food Information Council (IFIC), which this year also included a Canadian sample to com- pare consumption patterns between the two countries. This finding comes at a time of eco- nomic pressure, rapid changes in the flow of information, and the growing influence of the Make America Heal- thy Again (MAHA) movement, which is redefining what “eating healthy” means for the average consumer. An Unprecedented Shift in Two Decades For two decades, the order re- mained stable: taste, price, health, convenience, and environmental sustainability. This year, changing consumer priorities disrupted that balance. Taste continues to lead with 88%, followed by price at 78%. For the first time in the survey’s history, convenience (61%) surpassed health (56%). Environmental sustainabi- lity , at 30%, remains in last place. The Price of Haste “Every year, the survey shows us where the public really stands,” exp- lained IFIC President and CEO Wendy Reinhardt Kapsak. According to her, the definition of “healthy” is no lon- ger limited to nutrition but now in- corporates freshness, naturalness, and the degree of processing. This shift is no coincidence: fast-paced lifestyles and economic priorities are pushing consumers toward more practical options, even if that means giving health less wei- ght in their decision-making. “Fresh” Reclaims the Top Spot When asked what makes a food healthy, ‘fresh’ regained the top spot with 40%, while “low in sugar” fell out of the top three for the first time. It is followed by “good source of protein” (33%), “good source of nu- trients” (31%), “low in sugar” (29%), and “natural” (28%). Since 2022, the criteria showing the strongest growth have focused on ingredients and processing. The category “no artificial ingredients or preservatives” rose by ten points, ac- cording to Kris Sollid, senior director of Consumer Research and Insights at IFIC. For Sollid, this does not dimi- nish the importance of nutrients, but it does show that consumers are now asking new questions: they no longer just ask how much sugar a product contains, but also what kind of in- gredients it contains and how much processing it has undergone. “Ultra-processed,” the buzzword of the moment The term “ultra-processed” has become part of every- day language. Fifty-two per- cent of Americans say they are familiar with it—eight points more than in 2025 and twenty more than in 2024. To determine whether a pro- duct falls into this category, consumers first turn to the ingredient list (56%) and the nutrition label (51%). Increa- singly, they also rely on their own judgment, artificial in- telligence, or the opinions of family and friends. For the supermarket and food industry, these findings point to a more demanding consumer who is only partia- lly informed and increasingly driven by convenience The New Food Pyramid: Widely Seen but Poorly Understood Three months after its launch, 83% of Americans have already seen the new Food Pyramid—a jump from the 76% and 77% who repor- ted familiarity with MyPlate in 2024 and 2025, respec- tively. However, only 54% say they know it “quite well,” a figure nearly identical to previous years. Awareness of the Dietary Guidelines that underpin the pyramid barely reaches 42%. Sollid warns of this gap between visibility and actual understanding, since seeing a chart does not guarantee that consumers will improve their diets or adopt its princi- ples. • FOOD INDUSTRY

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64 • September | October 2026 • abasto.com BY VIOLETA MONTES DE OCA T he National Grocers Associa- tion (NGA) and FMS Solutions (FMS) have released the 2026 U.S. Independent Grocers Financial Study, revealing how independent operators leveraged value-focused strategies, operational discipline, and technology to maintain profita- bility through fiscal year 2025. Strategic Resilience in a Challenging Market As the definitive financial bench- marking resource for the indepen- dent retail sector, the annual report highlights that grocers successfully navigated cautious consumer spen- ding, rising household debt, and broader economic uncertainty by doubling down on efficiency and cus- tomer-centric value propositions. New Study Highlights Independent Grocers Value Strategies Key Findings Financial performance remained resilient despite modest top-line growth. Total store gross margin increased from 27.4% to 27.9% year over year. Same-store sales grew 0.4%, modest but positive against intense competition for value-cons- cious consumers. Operators achie- ved these results through careful cost management, promotional exe- cution, inventory management and operational efficiency. Shoppers changed how and how much they spent . Grocery inflation moderated compared with previous years, but consumers continued fee- ling the cumulative effects of several years of higher food prices. Shoppers made more frequent trips while buying fewer items per visit, lea- ning heavily on promotions, private brands and value-focused strategies. Independent grocers responded with stronger loyalty initiatives, digital engagement and a continued empha- sis on fresh foods. Operational execution was a mixed picture. Out-of-stock levels improved, falling to 6.6%, and who- lesaler service levels remained above 90%. However, total store inventory turns declined from 17.8 to 16.1, and shrink rose to 3.9% of sales, areas the study identifies as priorities for operators focused on closing the performance gap with industry lea- ders. Labor remained the industry’s most persistent challenge. Sto- re-level employee turnover averaged 44% in fiscal year 2025. Rising wages and benefit costs increased pressure across the industry, and only half of independent grocers have imple- mented self-checkout. When consu- mers become more price-conscious, food-at-home spending typically proves more resilient than restaurant spending, positioning well-run inde- pendents to earn long-term shopper loyalty. Profit leaders separated them- selves through operational dis- cipline. Top-performing operators • FOOD INDUSTRY

65 • September | October 2026 • abasto.com distinguished themselves through lower shrink, stronger inventory ma- nagement, disciplined expense con- trol and investment in fresh depart- ments. Produce, meat, deli, bakery and seafood remained defining diffe- rentiators among the highest-perfor- ming independents. E-commerce is a significant, un- derutilized opportunity. Online sales represented just 1.1% of in- dependent grocers’ total revenue in fiscal year 2025. The average online basket was roughly three times the size of the typical in-store transac- tion, pointing to meaningful upside for operators willing to invest in their digital presence. Regional performance continued to diverge . The South and West pro- duced the strongest profitability re- sults, while the Northeast continued to face higher labor and occupancy costs alongside intense competitive pressure. Capital investment was measu- red. Capital expenditures averaged just over 2% of sales. Remodel activi- ty reached one of the lowest levels on record, reflecting the wave of capital projects completed earlier in the de- cade. Consumer interest in health, protein, ingredient transparency and GLP-1-related eating patterns continued to create new opportuni- ties in fresh foods and perimeter de- partments. Artificial intelligence is moving from conversation to pilot. The 2026 study examines technology, including AI, as a key strategic the- me. While only a small share of in- dependent retailers currently uses AI extensively, most are piloting or evaluating applications, primarily in marketing content, customer en- gagement and business analytics. Operators broadly view AI as increa- singly important to competitiveness over the next several years, though adoption remains in its early stages.

66 • September | October 2026 • abasto.com Secaucus Brought Together Dominican Brands, Supermarkets, and Partners in New Jersey BY HERNANDO RAMÍREZ-SANTOS O n Thursday, July 16, the National Supermarket Association (NSA) held the 18th edition of its trade show at the Meadowlands Exposition Cen- ter in Secaucus, New Jersey. Hundreds of association members, business owners, manufacturers, distributors, wholesalers, technology providers, and brand repre- sentatives from the food sector filled the venue’s aisles. Education Before the Exhibition Floor One day before the expo, the NSA offered three seminars to prepare its members and attendees. Actor and entrepreneur Harry Geithner kicked off the agenda with “Act to Win,” a talk on how to sell to Ame- rican consumers and first-, second-, and third-generation Hispanics. Next, Alejandra Geithner presented “A Brand That Connects, A Brand That Sells,” focusing on brand perception and positio- ning. Afterward, Carlos Cotto, director of purchasing at Winn-Dixie, shared his in- sights on which products perform well in the market and what shoppers are really looking for when they arrive at the store. Sales and Networking from Early On The day of the expo began with intense business activity. From the very start, buyers and suppliers were negotiating on the exhibition floor. Around noon, Anthony Peña, president of the NSA, led the ribbon-cutting ceremony alongside the Board of Directors, former presidents of the organization, and executives from Porky Products, led by its president and CEO, Jon Ewig. Jorge Guillén, director of the NSA Show 2026, summed up the spirit of the event in a conversation with Abasto Media: “We’re NSA Show 2026: Opening Doors to the Hispanic Market very pleased with the support we’ve recei- ved from the brands and companies that always stand behind the association. It’s a team effort to provide this opportunity to companies that want to continue growing and to those seeking to enter such a cha- llenging market.” POR LOS PASILLOS 1. Exp. Group team’s. 2. José Pluma and Comercial Mexicana team’s. 3. Anthony Peña and Celinés To- ribio. 4. Guillermo Corona and Luis A. García from Salsa Huichol. 1 1 4 • Continues on page 66 2 3 • FOOD INDUSTRY

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68 • September | October 2026 • abasto.com Through the Hallways of the NSA Show 2026 Among the attendees, María José Ortiz of Ja- ved USA Strategy toured the exhibition floor in search of opportunities for the Hispanic brands she represents. The NSA brings to- gether more than 700 supermarkets in the Northeast, which piqued her interest. For the first time, the brand Salsa Hui- chol participated in the event. Luis Alfon- so García, its representative, explained that the company seeks to expand its pre- sence in New York, New Jersey, and su- rrounding areas. Other companies are already regulars at the show, including Global Trade Bridge Corp., which has attended for 15 years. Its CEO, Lorenzo Piña, highlighted the steady growth in the number of buyers and the arrival of new generations in the industry. NSA Strengthens Ties with INDEX Following the ribbon-cutting ceremony, the NSA signed a memorandum of unders- tanding with the Institute of Dominicans Abroad (INDEX). The agreement aims to promote scholarships, educational pro- grams, and exchanges for the benefit of the Dominican community in the United States. Ambassador Celinés Toribio, Deputy Minister of Foreign Affairs for Dominican Communities Abroad, signed the agree- ment alongside Anthony Peña. The part- nership will connect INDEX’s programs with the network of more than 1,000 inde- pendent supermarkets represented by the NSA on the East Coast, the Mid-Atlantic, and in Florida. Toribio explained that the agreement is part of President Luis Abinader’s policy to stren- gthen ties with the diaspora. Peña, in turn, emphasized that the partnership reflects the NSA’s commitment to the Dominican com- munity, of which he is a second-generation descendant. Both entities are already working on a joint agenda to translate the memoran- dum into concrete programs. A Partnership with a History Founded in 1989, the NSA represents more than 600 independent supermarkets on the East Coast, in the Mid-Atlantic region, and in Florida. Its members generate more than 100,000 jobs and an annual economic impact exceeding one billion dollars, through chains such as Associated Supermarkets, Bravo Su- permarkets, C-Town, Compare Foods, Food- town, Food Universe, Key Food, Met Super- market, and Price Choice Foodmarket. POR LOS PASILLOS 5. Padilla Import Sales and Marketing. 6. Johnathan Rivero, Francis Rodríguez, Jerry Hernández and Kent Tavera. 7.Jorge Guillén, Director of the NSA Show 2026. 8. Rocío Fonseca from Chaparral. 9. José Guzmán, Joselito Pérez and Samuel Collado. 10. Miguel Villareal from Monarca. 11. María José Ortiz, from Javed USA. 12. Eduardo Arango, de Mo’s Heat and Josh Badía, from United Food Brands. • Continuation of page 66 5 6 7 8 12 11 10 9 • FOOD INDUSTRY

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70 • September | October 2026 • abasto.com Trends From the 2026 Fancy Food Show BY RON MARGULIS T he summer edition of the 2026 Fancy Food Show, held at the Javits Center in New York City sent a clear message to Hispanic grocers this week. The next wave of specialty is about fla- vor adventure with clean labels clear sto- ries and fresh solutions that fit everyday baskets as much as weekend occasions. Big Ideas Behind the Booths The Specialty Food Association framed the conference around SenseMaxxing and five related trends that ran through the floor. Shoppers are looking for food that hits more senses and more needs at once, so products promise flavor plus function plus values in one bite or sip. That is good news for Hispanic retailers who already sit at the crossroads of tradi- tion discovery and health and can curate assortments that lean into those overlap- ping needs. Flavor: Swicy and Global Mashups Bold global cross pollination is everywhe- re as makers chase what SFA calls the “pro- miscuous palate.” Swicy pairings showed up in hot honey style sauces, tropical chili condiments and snacks that marry sweet fruit notes with assertive heat which line up naturally with Latin flavor profiles. Ready-to-use regional sauces and seaso- nings from Asia, the Middle East and Sou- th America are positioned for simple wee- kday cooking, which creates a bridge for retailers that want to expand center store without confusing core shoppers. Clean Label and Honest Processing Plant based 2.0 is moving away from meat copycats packed with mystery ingredients and toward shorter ingredient decks built around recognizable plants, mushrooms and even sea vegetables. SFA’s “Honest Processing” theme tracked a broader push to show how food is made with less industrial language and more kit- chen language that matches the growing de- mand in Hispanic neighborhoods for trans- parency without losing indulgence. Many exhibitors at the 2026 Fancy Food Show spotlight non-GMO heritage grains, minimal sugar and functional ingredients like probiotics and adaptogens that su- pport everyday wellness rather than strict diet programs. What Hispanic stores need to know to complement their product assortment • Continues on page . 72 • FOOD INDUSTRY

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72 • September | October 2026 • abasto.com Branding and Storytelling with Roots Rooted Rituals was another headline trend and it may be the most relevant for Abas- to readers. Startups in the Spark Pavilion and established brands across the hall lea- ned into origin stories, family recipes and cultural rituals, whether it was a snack inspired from a grandmother’s kitchen or a beverage tied to a regional celebration. These values-based brands focus on com- munity investment and responsible sour- cing, giving Hispanic retailers rich material for endcap storytelling, local social content and in store tasting events that connect pro- ducts to the lives of their shoppers. Fresh, Functional and “Appetite Reset” Fresh is not just about produce this year. Exhibitors pushed functional hydration and “active” foods that promise energy, focus or calm as part of daily routines. The Appetite Reset theme reflected a consumer shift toward fewer empty calo- ries and more purposeful snacking so pro- ducts like protein rich Latin inspired bites, low sugar aguas and frescas-style drinks will answer the call. For Hispanic grocers already strong in perimeter departments, the opportunity is to pair fresh staples with these new spe- cialty items and build meal and snack so- lutions around health plus flavor. What it Means for Hispanic Retailers For Hispanic supermarkets, specialty foods -such as those featured at the 2026 Fancy Food Show- are now less about cha- sing every novelty and more about cura- ting the trends that fit the community. Swicy items can sit next to traditional salsas to give shoppers a safe way to expe- riment. Clean label, plant-based products that respect authentic flavors can extend assortments for younger households that expect transparency but still crave the tas- tes they grew up with. Most of all, the emphasis on ritual and ori- gin stories aligns perfectly with the role His- panic grocers play as cultural anchors in their neighborhoods, which turns every new pro- duct with a real story into content for the aisle as well as for the next circular and social post. • Continuation of page 70 • FOOD INDUSTRY

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74 • September | October 2026 • abasto.com BY VIOLETA MONTES DE OCA O perating a family-run inde- pendent grocery store for nearly a century is a miles- tone few achieve. Since 1929, Pitts- burgh-based Labriola Italian Markets has thrived against big-box competi- tion by anchoring its operations in a simple, foundational business philo- sophy: “Where the Best Costs Less.” “Our core DNA has always been rooted in quality and service,” says Leonard Labriola, Owner of Labriola Italian Markets. “The philosophy has remained simple: sell the best products available and back them with strong, personal customer service. My dad’s parents often said, ‘buy the best and you have less complaints.’ That idea still guides how we operate today.” For independent retailers looking to survive and scale across multi- ple locations, Labriola’s operatio- nal playbook offers critical strategic takeaways for today’s hyper-competi- tive market. Decentralized Family Oversight and Vendor Agility As Labriola’s grew from a single sto- refront to a multi-location operation, consistency was maintained by pla- cing family members directly into day-to-day management roles at each store. This layout kept inventory de- cisions, product quality control, and store standards tightly aligned. Crucially, their supply chain stra- tegy relies on bypassing large, ri- Surviving the Discounters: gid wholesalers in favor of direct relationships with smaller regional vendors, local producers, and di- rect importers. Maintaining cons- tant communication throughout the week allows them to remain agile, quickly pivot inventory to meet chan- ging demands, and guarantee pro- duct freshness that mass discounters simply cannot replicate. Driving Efficiency Through Smart Automation Operational modernization is often a tough sell for legacy independent grocers, but a shift during the pande- mic proved that backend tech is vital for frontline survival. Spearheaded by Leanne Labriola, Senior Vice Pre- sident and Board Member, the com- pany initiated a full infrastructure overhaul to support employees and safeguard efficiency. The most transformational upgra- de was transitioning to Markt POS , introducing item scanning, structu- red product codes, and automated inventory categories. “Before the upgrade, many of our employees had to memorize hun- dreds of product prices, and training new staff took a long time,” notes Leonard Labriola. “The new system improved accuracy, reduced pricing errors, and significantly sped up checkout. It modernized the busi- ness in a way that improved both effi- ciency and the customer experience, while still allowing us to maintain personal, hands-on service.” Winning the High-Margin Prepared Food Segment With “grocerants” trending heavily in 2026, independent grocers are sear- ching for ways to capture the consu- mer’s food dollar. Rather than building a massive, unmanageable menu to compete directly with full-service res- taurants, Labriola’s strategy relies on a tightly focused, high-turnover menu of core scratch-made comfort foods. Keeping the menu small ensures absolute freshness, eliminates waste, and maximizes labor efficiency in the kitchen. This category has become a major destination driver, capturing high-margin catering business during holiday and graduation seasons. The Independent Blueprint: Curation Over Volume For independent grocers struggling to survive against mass discounters, Leonard Labriola offers a single, definitive piece of advice: Focus on curation, deep product knowledge, and community trust. “Independent grocers succeed when they understand exactly what they are selling, where it comes from, and what makes it different,” Leonard Labriola stresses. When an indepen- dent retailer meticulously curates their shelves, customers stop viewing shopping as a chore and start viewing the grocer as a trusted partner. “One customer told us that shopping at our store feels like the products have already been hand-selected for her. That trust is what keeps independent businesses strong.” Independent Grocery Strategy from a 97-Year Legacy • FOOD INDUSTRY

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76 • September | October 2026 • abasto.com Cut out this checklist for your store and explore this and other resources in both English and Spanish on the Retail Learning Institute website. Fundamentals of Product Merchandising The Retail Learning Institute, which trains and develops retail industry professionals, has developed job aids categorized by de- partment and position. These quick-reference guides aim to rein- force critical duties and skills required for efficient supermarket operations. FORE MORE INFO • FOOD INDUSTRY

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78 • September | October 2026 • abasto.com Intersnack Acquires Utz Brands BY ABASTO U tz Brands is heading toward a new chapter, and it starts with a German buyer and a $2.9 billion check. The Hanover, Pennsylvania-based snack maker has agreed to a deal that will take the company private. Germany’s Intersnack Group will acquire all outstanding shares of Utz Class A com- mon stock for $14.25 per share in cash, ac- cording to a joint press release distributed by Business Wire. That price marks a roughly 91% premium over Utz’s July 20 closing pri- ce, giving the Utz Brands acquisition an en- terprise value of about $2.9 billion. Once the deal closes, Utz will stop tra- ding on the New York Stock Exchange. Ownership will split evenly between Inter- snack Group and the company’s founding Rice and Lissette Family Entities, each hol- ding a 50% stake. A Family Legacy Meets a Global Snack Giant Utz has spent more than a century buil- ding brands that sit on grocery shelves across the country, including Utz-branded chips, On The Border Chips & Dips, Zapp’s and Boulder Canyon. Intersnack got its start in 1968 as a Ger- man potato chip producer. Since then, it has grown into one of the largest snack manufacturers across Europe and Ocea- nia, expanding through acquisitions and partnerships while keeping a family-owned structure. The company posted roughly $5 billion in sales in 2025 and employs about 14,500 people across 31 countries, per the companies’ joint release. What Intersnack hasn’t had, until now, is a foothold in the U.S. market. “For more than 100 years, Utz has made snacks that are enjoyed by consumers across the U.S.,” Dylan Lissette, chairper- son of the Utz Board of Directors, said in the release. Utz CEO Howard Friedman echoed that sentiment, crediting Intersnack’s manu- facturing depth and innovation track re- cord as key reasons the deal made sense. He said those capabilities will help Utz keep building its brands going forward. Why Intersnack Wanted In For Intersnack, the math is straight- forward: the U.S. snacking market is mas- sive, and the company has been sitting on the sidelines. “Our partnership with the Rice and Lis- sette Family, and commitment to Utz, re- presents a compelling opportunity for In- tersnack to expand our exposure into the large and attractive U.S. snacking market, where we do not currently have a presen- ce,” said Johan van Winkel, executive chairman of Intersnack Group. News of the Utz Brands acquisition sent shares climbing sharply in premarket tra- ding. Reuters reported that the deal, valued at about $2.9 billion including debt, sent Utz’s shares up roughly 85% premarket. The snack manufacturer moves into the private sector How the Deal Gets Funded Financing for the transaction draws from several sources. Inters- nack Group will con- tribute approximately $920 million in cash. A new $1.1 billion term loan facility and a new $250 million asset-based lending facility will cover additional costs. Closing is targeted for the fourth quarter of 2026, pending regula- tory clearance and a sha- reholder vote. Approval requires support from a majority of Utz’s outs- tanding common stock, along with a majority of votes cast by disinteres- ted stockholders. Once the transaction closes, Dylan Lissette will step into the role of executive chair at Utz. • FOOD INDUSTRY

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80 • September | October 2026 • abasto.com • FLAVOR FOCUS A t first glance, salsa macha and Asian chili oil could pass as distant cou- sins: dried chiles, hot oil, and an aroma that makes you salivate before the first bite. But once you taste them, you know—they live in different worlds. Origin and Soul Salsa macha was born in Veracruz, Mexico, rooted in indigenous tradition. Chili oil is a Chinese clas- sic, with beloved varia- tions in Korean and Japa- nese kitchens. What’s in Them? Salsa macha: Mexican dried chiles (árbol, guaji- llo, morita), garlic, seeds (sesame, pumpkin), nuts (peanuts, walnuts), and so- metimes vinegar or salt. Chili oil: Asian chile va- rieties, garlic, ginger, star anise or Chinese cinna- mon, and occasionally soy sauce or MSG. Texture and Use Macha: thicker, chunkier, toasty, and crunchy. Per- fect on tacos, eggs, quesa- dillas, fish—even fruit or ice cream. Chili oil: more liquid, aromatic, with heat that’s sharper but less layered. A star over dumplings, nood- les, or rice. And the Flavor? Macha is deep, smoky, and toas- ty. The flavor comes from fried dried chiles, garlic browned almost to cara- mel, and seeds that add irresistible crunch. Yes, it’s spicy, but it also has subtle sweetness, a hint of bitter- ness, and a nutty backbone that makes it complex. Chili oil is lighter and more aromatic, with a flo- ral lift. The heat is direct but less enveloping, and the spiced notes—star anise, cinnamon, ginger—make it fragrant but less dense, and far less “eat-it-by-the-spoon- ful” than macha. The Soul of the Difference Salsa macha doesn’t just aim to burn, it wants to se- duce, with texture, depth, and the character of the comal, Mexico’s culinary heart. Tip for you: I love to soften the heat with a touch of agave ho- ney, it helps the flavors come together beautifully, especially if dinner is pai- red with a glass of wine. Remember: spice am- plifies the perception of alcohol and can throw off your wine, but a wine with a hint of sweetness tones it down, creating a balanced and harmo- nious pairing. Ingredients (for 3 tacos): • 3 small flour tortillas. • 9 fresh white shrimp, peeled and deveined. • 9 thin slices of Jamón Consorcio Serrano. • Broccoli microgreens, to taste. • 2 tsp extra virgin olive oil. • Salt and pepper, to taste. For the avocado-cilantro sauce: • 1 ripe Hass avocado. • 2 tbsp plain Greek yogurt. • ¼ cup fresh cilantro. • 1 tbsp lime or lemon juice. • 1 small garlic clove. • 1 tsp of olive oil. • Salt to taste. For the Macha honey: • 1 tbsp of salsa Macha (or to taste, depending on heat level). • 2 tbsp of agave honey. Procedure: For the avocado sauce, blend the avocado, yogurt, cilantro, garlic, lime juice, and salt until smooth and creamy. Refrigerate. For the Macha honey, mix the honey with the Macha sauce until fully combined. Adjust the spice level to keep the pairing balanced, then set aside. Wrap each shrimp with a slice of ham and sear in a skillet with a little olive oil for 2–3 minutes per side, until the ham is golden and crispy. To assemble the tacos, warm the tortillas, spread a la- yer of avocado sauce, add three shrimp, drizzle with Ma- cha honey, and top with microgreens. Serve and enjoy! Doreen is an author, chef, wine educator, creator of la- cocinanomuerde.com, and founder of vitishouse.com. Follow her @doreencolondres Shrimp Wrapped Serrano Taco with Avocado, Cilantro Sauce and Macha Honey Salsa Macha or Chili Oil? Similar... But Not the Same BY DOREEN COLONDRES lacocinanomuerde.com

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82 • September | October 2026 • abasto.com Anúnciate aquí: (336) 483-5892 • sales@abasto.com CARBÓN NATURAL / LEÑA PARA ASAR Marca privada disponible ¡Llama hoy! excelente promoción (956) 683-0453 PRODUCTOS LÁCTEOS 100% MEXICANOS Con todas las certificaciones de calidad. ¡Llama hoy! Las mejores ofertas. (956) 683-0453 BEBIDAS DE ALOE VERA Mango, piña, aloe, guayaba, fresa, coco, etc. Buscamos distribuidores. ¡Llama Hoy! (908) 313-4861 PRODUCTOS LATINOS Encuentra los productos de tu país Las Mejores Ofertas. Llama Hoy! (949) 456-2697 SAZONADORES MEXICANOS Chorizo, chipotle, carne asada. ¡Llámanos hoy!. Las mejores ofertas (800) 621-5422 SAL CON SAZONADOR Sazonador para tacos, especias finas. ¡Los Mejores Precios! (404) 766-5334 COBERTURA Y RELLENO CONGELADO PARA POSTRES Vainilla, chocolate, cobertura para confitería. ¡Llama Hoy! (800) 590-2575 VARIEDAD DE VELADORAS Religiosas, Esotéricas, tumblers, plain ¡Llama hoy! Excelente Promoción (954) 627-4653 DULCES 100% MEXICANOS Tamarindo y sandía con chile. ¡Buscamos Distribuidores! +52 55 55 02 5625 CHIPS DE PLÁTANO PREMIUM Chile limón, salsa verde ¡Excelentes ofertas! (281) 657-5702 SALSAS Y BOTANAS MEXICANAS Salsa negra, picante y habanera, tortillas, chips nacho style. ¡Buscamos distribuidores! (210) 907-9415 DULCE ENCHILADO CONFITADO Sabor a tamarindo ¡Las mejores ofertas! (773) 847- 4333 CHULETA AHUMADA Excelente producto mexicano, la mejor calidad. Buscamos distribuidores, ¡llama hoy! +52 378 121 43 61 ESPECIAS MEXICANAS Chile de árbol, cacahuates chile japonés. ¡Excelentes precios de oferta! (336) 495- 5000 DULCES Y SNACKS MEXICANOS Burritos de tamarindo, churritos, frituras, etc Las Mejores Ofertas! Llama Hoy!! (619) 271-0846 BEBIDAS ENERGIZANTES Blueberry, guaraná y frutos rojos. ¡Llámanos hoy! (800) 835 6190 Tortilla chips original y de salsa verde, palanqueta mix, chicharrones, frituras de maíz con sal y limón (832) 630-8494 Botanas mexicanas TORTILLAS DE MAIZ Con Sabor a Jalapeño con Frijoles y Queso. Trocitos de Maiz con Sabor a Queso (817)751-4675 Marketplace

83 • September | October 2026 • abasto.com