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Davidson’s Organics Refreshes the Cup that Cheers

By Lorrie Baumann

Davidson’s Organics celebrates its 40th anniversary with rebranded packaging, a new line of tea jellies and a new line of specialty tea chocolates.

“Consumers today live very busy lifestyles. They’re looking for simplicity, value and health benefits – all in a simple format,” said Kunall Patel, Davidson’s Organics Owner and Director. “Our new package design meets all those needs while providing a very visual, trendy and high-profile look.”

While Davidson’s Organics has been in business since 1976, Patel and his family bought the brand in 2007 after the company, which had been growing organic teas in India since the 1920s, decided to vertically integrate by acquiring a business active in the North American market. Today, the same farmer cooperative of third-generation tea growers grows the tea leaves in India, and Davidson’s Organics imports them to its plant in Sparks, Nevada, where the teas are blended, manufactured, packaged and shipped to retailers.

“We’re the only tea company today that’s 100 percent vertically integrated from farm to cup,” Patel said. “This is different from the majority of other operations who outsource sourcing, blending, manufacturing and distribution. We do everything under one roof.”

dsc_3219The company currently offers about 300 flavors of USDA-certified organic and kosher-certified tea – the largest product range of organic teas on the market. They include 11 distinct product categories: black, green and white teas; dessert teas that mimic the flavor profiles of classic desserts without the calories; honey teas that contain real organic honey inside the teabag that dissolves out into the cup as it’s infused; tulsi “holy basil” teas; rooibos-based red teas; holiday teas inspired by the season but available year-round; decaffeinated teas, chai; and traditional favorites – the Darjeeling, Ceylon and Irish Breakfast teas. They’re available in tea bags, as loose leaf tea and as brew bags designed for iced tea.

“The brand’s new packaging is designed to stand out on the shelf and portray the products’ clean-label health benefits, company story, key certifications and simple ingredients that are easily and quickly assimilated to influence buying decisions,” Patel said. “The consumer has very little time to analyze a product,” he said. “To engender loyalty you need something more than just price.”

davidsons-earl-grey-jellyThe celebration continues with a new line of tea jellies, the first of their kind on the market. The tea jellies are made by infusing real tea leaves, grown by the farmer cooperative of third-generation tea farmers in the Darjeeling region of India who grow the company’s other tea products. Pectin and cane sugar are then added to make the jelly. The jellies come in four flavors that reflect the four best-selling Davidson’s Organics teas: Earl Grey, White Pomegranate, Classic Chai and Coconut Vanilla.
“The jellies reflect the true flavors of the tea blend,” Patel said. “There are a lot of jellies out there. There’s no other real tea jelly that’s made out of infused organic tea.”

The Earl Grey Tea Jelly pairs very well with meat or cheeses, according to Patel. “It’s a wonderful addition to any backyard barbecue or dinner,” he said. “It makes a perfect combination of salty and sweet at the same time.” Consumers would use the Chai Tea Jelly as they might use a pumpkin butter in a holiday feast – as a complement to bread or cheeses. White Pomegranate Tea Jelly is a tart and fruity spread that pairs well in spring-time treats, and the Coconut Vanilla Tea Jelly is perfect as an addition to scones or croissants.

Following along with the thought that tea need not be just for drinking, Davidson’s Organics is also introducing a new line of specialty tea chocolates made with certified organic dark cacao chocolate sprinkled with loose leaf tea, molded into bars, and then sprinkled with more tea. The chocolate comes from a cooperative of 400 third-generation cacao farmers from the Esmeraldas region of Ecuador.

“It’s a perfect marriage and celebration of three generations of organic agriculture,” Patel said. He noted that although there are cultural differences between the two groups of farmers – the tea growers in India and the cacao growers in Ecuador —the partnership has benefited from a shared respect for each other’s agricultural tradition.

The 70g bars are 65 percent dark chocolate in three flavors: Earl Grey Lavender, Classic Chai and Coconut Vanilla. They retail for about $6.99.

Meal Delivery Service Caters to the Health-Conscious But Busy

By Lorrie Baumann

Terra’s Kitchen is one of those meal kit delivery services that have been springing up all over the country, and while it’s only just over a year old, it’s taking off nationally by offering convenience, freshness and flexibility to busy individuals with a wide range of dietary requirements and concerns about the environmental sustainability of their choices. “We know that there are many different ways to eat in a healthy manner,” said Michael McDevitt, the company’s CEO. “We’re meeting the needs of many different types of consumers.”

McDevitt started the business just 19 months ago. “I got the news that I was becoming a father, and I wanted to do everything I could do to reinvent the childhood I had growing around the table, which seemed to have fallen off,” he said. “People are just so busy today.”

“We exist to connect family and friends back around the dinner table. That’s why we are here,” he continued.

The company has four pillars to its brand: health, talk, balance and convenience. Recipes for the meals are developed as a cooperation between the company’s Creative Culinary Director, Libbie Summers, and its Director of Nutrition, Dr. Lisa Davis, PhD, PA-C, CNS, to ensure that they’re both tasty and nutritious, and variety is a key, with more than 40 seasonal offerings on the company’s website at any given time. Customers can filter the menu offerings according to several dietary regimes so that the choices they’re offered meet their own needs, whether that’s Paleo, vegetarian, gluten-free or just generally nutrition-conscious. Most of the meal choices are priced between $10 and $15 per serving.

Ingredients for the meals are prechopped and packaged for shipment in a reusable vessel that the consumer unpacks at home and then puts back outside for pickup the next day by the same service that delivered it. The vessel is delivered back to Terra’s Kitchen, where it’s sanitized and reused. There’s no outer box or gel packs to make the kind of excessive packaging waste that many critics of meal delivery services have pointed out as a conflict with environmental sustainability. Individual ingredient items, organic or non-GMO when possible, are packaged in recyclable plastic containers – 4-inch by 4-inch plastic boxes of the kind that consumers are used to seeing as packaging for deli salads in their supermarkets. Consumers may recycle the plastic containers either by returning them to the vessel to be delivered back to Terra’s Kitchen or putting them into their own municipal collection, or they often find other ways to use the containers, McDevitt said. The minimal packaging drops the amount of packaging waste for a Terra’s Kitchen delivery to about 8 ounces per week, or about 25 pounds per year, which compares to about 450 pounds a year for some of the company’s competitors.

Along with every meal, as part of the company’s brand pillars, the customer gets a table talk topic that’s designed to spark conversation. Topics range from light-hearted philosophical questions to nutrition information about the actual meal the consumer is eating. “We do what we can to spark conversations around the table,” McDevitt said. “We have a lot of fun helping table talk.”

The company’s focus on balance and convenience means that every meal offered can be prepared in less than 30 minutes. McDevitt says this reflects that the company is conscious of the time and effort needed to prepare a healthy meal and aware that its customers are looking for help managing both their time and their nutrition. “Everybody knows how they should be eating, but it’s very difficult to take those steps,” McDevitt said. “We take the majority of the prep work out of the meal by sending everybody pre-cut ingredients.”

Terra’s Kitchen ships from both the East and West Coasts to cover the entire nation. Subscribers order weekly meal deliveries for up to four or five weeks. They can to go back and alter their choices ahead of each shipping date, and they can choose the days of the week on which they’d like their shipments to arrive. “The benefit is that you can do all of your meal planning for a month in a 10-minute sitting,” McDevitt said.

The average customer is likely to order two or three dinners and two or three grab-and-go items to pack for office lunches. Terra’s Kitchen does not yet offer traditional breakfast items. The company requires a minimum $65 order for each shipment. “You’re signing up for meals to come in the container, which comes in a weekly basis, but you can skip weeks and only have it come on the weeks that you want it,” McDevitt said. “We are very much aware of our clientele. The most typical consumer is a busy, two-income family with young children, both working, both very busy. We’re also having tremendous success in the empty nester market as well, those people who have time on their hands and are just looking for a more convenient way to gather around the table together for dinner – other than going out to dinner.”

He added that, “It started for the purpose of helping families getting together around the table, and we’re having tremendous success with that.”

Wandering the Human Zoo with a Market Researcher Guide

By Lorrie Baumann

Around 52 million American consumers are people that market researcher Maryellen Molyneaux says are among those motivated by health and sustainability. This population, which she calls LOHAS consumers, is particularly important to retailers because they’re well-educated, they’re well-off, and they tend to put their money where their values are.

To understand this better, let’s think first about what market researchers actually do for us. If you picture your municipal zoo, but then imagine that the various enclosures are populated with human consumers rather than other kinds of exotic animals, the market researchers are like tour guides. When you come into the zoo as an interested but casual observer, these tour guides meet you at the gate and explore the zoo with you. Many of today’s market researchers would draw your attention to enclosures with signs that label them as creatures like “Baby Boomers” or “Millennials.” They’ll say things that sound like this: “Notice that the Millennials are young adults. You’ll see that some of them are carrying their young but others haven’t yet begun to reproduce. Don’t they all look happy accessing the internet with their smart phones! Now over here in the next enclosure, you’ll see the GenXers, and you’ll notice that they’re about to enter what we think of as middle age, which means that they’re thinking more about their health. Look at them wandering around the health and beauty aisle that we’ve set up inside their enclosure to help them feel that they’re in familiar surroundings.”

If you should happen to draw Molyneaux as your tour guide, though, she’ll draw your attention to subgroups of creatures that she sees within each of these generational enclosures, and what she’ll point out is that in each of the various enclosures, there’s a group of people who just seem a little cooler than the rest. It’s that coolness that draws her interest, and she can see it being acted out when they spend their money.

She’s especially interested in watching these particular creatures make their purchasing decisions because, when the other creatures in their enclosure see what these cool creatures are buying, they start wanting to buy those things too. This means that what these cool creatures are buying is about to become a trend.

Molyneaux calls these cool creatures LOHAS. They’re the market segment that, irrespective of the generation in which they’re found, are greatly motivated by their concerns for health and environmental sustainability. “When you think about conscious consumption, LOHAS consumers lead the pack and will continue to do so. They’re the ones who buy with their values,” Molyneaux said. “Not only do they buy with their values, but they become brand champions.”

When she’s not acting as our tour guide in our imaginary zoo, Molyneaux is the President and Managing Partner of the Natural Marketing Institute. Her market consulting company has been advising businesses about how to leverage information about consumers interested in health, wellness and sustainability since 1990, and she’s been collecting proprietary trend data since 1999.

LOHAS consumers now comprise 22 percent of all American consumers, and where they lead, others tend to follow. “Adoptions of attitudes and behaviors come first to LOHAS, but then their attitudes are flowing into the mainstream groups,” Molyneaux said. “To be able to understand these consumers is important…. These are the consumers that set the bar.”

LOHAS consumers have education and more money than other market segments, and in general, they favor the organic label. While more than 60 percent of American consumers have used an organic product in the last year, LOHAS consumers use more organic than anyone else. Two thirds of them believe that organic foods are safer to eat, and 71 percent of them believe they’re safer for the environment. That compares to 63 percent of all organic users who believe that organic foods are safer to eat and 64 percent of all organic users who believe that organic foods are safer for the environment. Three-fourths (76 percent) of LOHAS consumers believe that it’s important that their store carry food grown on farms that practice sustainable agriculture, compared to half of the general population who share that belief.

LOHAS consumers are growing in their perceptions that organic foods and beverages are safer to eat, more nutritious, fresher and better-tasting than conventional foods and beverages. In the decade between 2006 and 2015, the number of general population consumers who believed that organic food is safer to eat grew from 41 percent to 50 percent, and the number who said that organic food is more nutritious grew from 35 percent to 45 percent. Similar gains were observed on the questions of freshness and taste.

LOHAS consumers are more likely than the general population to prefer vegetarian meals. While 30 percent of the general population is trying to cut down on meat consumption, 40 percent of LOHAS consumers are doing that. “They’re very into protein sources and the effect of protein sources on sustainability, including the sustainability of agriculture,” Molyneaux said. We see the general population beginning to follow that trend: 41 percent of general population consumers now say they want more plant-based protein in their diets, and one out of five general population consumers say they’re consuming more plant-based protein than they did a year ago.

The LOHAS consumers are also thinking about how their preferences for products made without toxins or artificial ingredients can apply to more than just food, and they’re driving demand for personal care products and cleaning products. They’re already requiring that manufacturers meet their demands for transparency around the issues of health and sustainability. “They don’t expect perfection. They expect progress. You can be transparent about the progress you’re making, what you’re trying to accomplish, what the next thing is,” Molyneaux said. “That goes from operating your store in a more sustainable manner to conserving waste to serving social needs. There are so many platforms that can be address and that should be addressed, using these consumers as your springboard.”

BJ’s Wholesale Club Announces $10,000 Donation and Partnership with Lowcountry Food Bank

BJ’s Wholesale Club has made a $10,000 donation and joined a partnership with the Lowcountry Food Bank, a Feeding America Member food bank. The donation from the BJ’s Charitable Foundation will help alleviate hunger in the community by supporting the food bank’s acquisition of fresh, nutritious food during the holiday season.

“BJ’s is committed to making a positive difference in the communities we serve, and we’re proud to support the Lowcountry Food Bank,” said Kirk Saville, Senior Vice President of Corporate Communications at BJ’s Wholesale Club. “This partnership marks the beginning of BJ’s presence in South Carolina, and we’re happy to help the Lowcountry Food Bank source fresh, nutritious food during the holiday season.”

The BJ’s Wholesale Club is slated for opening in Charleston, South Carolina, in spring 2017 and will provide affordable fresh food options to the community that beat grocery store prices every day. Additionally, through its Feeding Communities Program, the Club will donate unsold produce, meat, poultry, seafood, dairy and bakery products on a daily basis to reduce food waste and provide wholesome, fresh food to neighbors in need.

“We are excited about our new partnership with BJ’s Wholesale Club,” said Pat Walker, President and CEO of the Lowcountry Food Bank. “Their generous donation will help provide thousands of families impacted by food insecurity with nutritious food. With a partner like BJ’s Wholesale Club, together we will be able to make a significant impact in the fight against hunger in our community.”

 

Murray’s Cheese Debuts Annelies

By Lorrie Baumann

annelies-for-webMurray’s Cheese has introduced a brand new cheese into the American market. Annelies starts with an Appenzeller-type cheese made in Switzerland by Walter Räss of Kaserie Tufertschwil. Räss makes the cheese, ages it in Switzerland for a couple of months and then ships the wheels to Murray’s Cheese in New York, where it’s aged on wood, its rind washed weekly with purified water, for a minimum of nine more months. “The cheese is very pliable early, without a whole lot of depth of flavor. As it ages, around the 13-month mark, we’re getting a lot of the tropical fruit [flavor notes], the salt is more concentrated, and you get more depth from the savory flavors,” said Steve Millard, Murray’s Cheese Vice President of Merchandising and Foodservice.

Murray’s will be the only shop selling the cheese outside the Räss’ village of St. Gallen in Switzerland. The Annelies name comes from Räss’ wife, who shares the name. It’ll be available at Murray’s New York stores and online throughout the year, as supplies allow. “It’s a good amount of cheese, but I fully anticipate us selling through it pretty quickly,” Millard said.

The collaboration responsible for the cheese started with a visit. “The cheesemaker came and visited the [Murray’s] caves a couple of years ago and had a conversation with our cave master,” Millard said. “The two of them really hit it off and got into a discussion about taking some of Walter’s cheeses at a young stage. He went back to Switzerland, and two months later, we got a couple of wheels of cheese wrapped in paper.”

“We had room in our cave, and we knew from aging Tarentaise that we get from Springbrook that our Alpine cave was developing some really good flavors,” he added. “We wanted to do it, in general, because we didn’t really have any Alpine cheeses that we were aging from a green stage…. We’ve always operated an Alpine cave, but we had previously been taking existing cheeses and aging them further.”

Murray’s cave master set the two wheels from Räss on a wood shelf and wash the rind every week for a year. “Walter came back in July, 2015 and tasted the cheese that had been in the cave for a year. He was totally blown away,” Millard said. “He instantly agreed to send us 30 wheels a month.”

The cheese is now part of Murray’s Cheese’s exclusive Cave Master line, which also includes Greensward. Greensward, a collaboration between Murray’s Cheese and Jasper Hill, shared third place honors with Jeffs’ Select Gouda in the best of show category at this year’s American Cheese Society Annual Judging & Competition. Greensward starts with Jasper Hill’s Harbison and is then washed with cider as it ages in Murray’s Affinage Caves.

Rastelli Foods Group Caters to Both Consumers and Other Retailers

By Lorrie Baumann

As both a retailer and a wholesale meat processor, Rastelli Foods Group is in prime position to observe how the American grocery landscape is evolving. Rastelli Foods Group supplies meat in the wholesale market to grocers and meal kit delivery services up and down the East Coast of the U.S., provides meat for U.S. military installations overseas, ships directly to consumers across the U.S. and operates two New Jersey specialty grocery stores, a 6,000-square foot store originally opened in Deptford as Rastelli’s Meat Stop and then remodeled and reopened five years ago as Rastelli Market Fresh and a new 40,000 square-foot specialty grocer in Marlton.

Ray Rastelli, III is the company’s Vice President and son of the Founder who started Rastelli Meat Stop about 40 years ago and grew it into one of the premier meat suppliers on the East Coast. His father, also Ray Rastelli, is still very active in the business and likely to be recognized by the QVC shoppers who see him pitching fresh and frozen meats four to six times a week on their televisions. The QVC sales are part of a direct-to-consumer mail-order operation that delivers 50,000 to 60,000 packages, mainly fresh and frozen meat and seafood products, both to those QVC shoppers and to customers who come directly to the company’s website. “We started our e-commerce platform in 2009,” Rastelli says. “For the first few years, we sold a few thousand packages a month. Over the past 18 months, we’ve seen a significant, significant increase.”

From this vantage point, Ray Rastelli, 33, is seeing a trend that’s corroborated by marketing researchers. U.S. government figures document that about half of Americans’ food dollars are now spend on food prepared in restaurants, and even when Americans eat at home, that doesn’t necessarily mean they’re doing the same kind of cooking that their grandmothers did. “The biggest thing I see that’s really changing in the past two years is the evolution of the at-home delivery companies,” Rastelli said.

“Some of the retailers we work with are trying to come out with their own version of that – meal kits right at the front of the store. Those companies are definitely taking market share.” According to market research firm Packaged Facts, there are now more than 150 meal delivery kit services operating in the U.S. and over the past few years, these businesses have raised more than $650 million in venture capital. Most of these meal kit delivery services are targeting young professionals and families with children who live in urban areas.

Americans between the ages of 25 and 55 are increasingly comfortable ordering their food online, and and cooking it at home, often in the form of meals that can be prepared in 30 minutes or less. Women now spend less than an hour a day on food preparation and cleanup, while men still spend an average of less than half an hour a day working in the kitchen, according to 2015 statistics compiled by the U.S. Department of Labor.

Rastelli says his company’s online customers tend to be foodies who care about the quality of the food they’re getting. “They’re definitely people who are really engaged in food, not people who are just looking to put something on the plate,” he said.

He says they’re increasingly likely to see organic and all-natural foods as healthier options. “Five years ago, organic and all-natural would be one one hundredth of the business,” he said. “These days, it’s between 30 to 45 percent of the product we manufacture.”

Rastelli, who started work sweeping floors in his father’s business when he was 10 years old, then became a regular employee on the night shift while he was a sophomore in high school, now sees these trends playing out in the company’s two retail stores. The original Rastelli Market Fresh was converted from a 6,000-foot Rastelli’s Meat Stop store five years ago. Designed as a kind of hybrid between Whole Foods and the previous store, but with a lot of prepared options, the business at the new store inspired the company to expand with a second, bigger location in Marlton, New Jersey, about a half-hour drive from Philadelphia.

The new Rastelli Market Fresh is more of a prepared food store with a pantry of specialty items than a full-service grocer, with almost half of its business professional customers stopping in to eat in the store rather than purchase a basket of food to take home and cook. The store includes several made-to-order restaurant-type concepts – there’s no hot-line buffet – including a pizza stand, sushi restaurant, a taqueria and a Craftwich sandwich shop. Customers order from any of the concepts and the store’s deli counter from a self-service kiosk that prints out a ticket for the customer, who waits only about 2-1/2 to 3 minutes for a meal that’s made from scratch. “It’s set the world on fire in that area,” Rastelli said. “It’s been beyond our expectations.”

Of the 20,000 customers a week who come through the store and check out with an average $38 purchase, fully 9,000 to 10,000 of them came to eat at the 150-seat cafe/lounge or to pick up a single meal to take home with them. According to research reported by the Washington Post in 2015, less than 60 percent of suppers served at home in 2014 were actually cooked at home, and although that trend stalled a bit during the recession, Americans began picking up takeout again as the economy improved.

The single most popular concept in the Marlton Rastelli Market Fresh store is a create-a-plate offering in which customers select a protein from several choices that might include a chicken breast, a filet mignon, a grilled salmon portion and a lamb chop and then add two sides from a menu of 10 selections to put together a total customized meal priced at $8.99. The concept has lines of customers waiting every day from 11 a.m. to 7 p.m., Rastelli said. “We package it up for them and off they go.”
The retail stores also act as a product development lab for products offered by the company’s online and wholesale operations.

For instance, recipes for pre-marinated steaks and chicken breasts, which are extremely popular items, are pilot-tested in the retail stores, where Rastelli and other family members will spend time on the weekends talking to customers about whether they like what they’re eating. If not, the recipe goes back for more work until there’s general agreement that the company has a really good product before it’s mass-marketed to Rastelli’s online customers and to other grocery retailers. “We’re finding that grocery stores are just shifting to what people are looking for. “People still have to eat,” Rastelli said. “We try to cater to business professionals who are in a jam and trying to get dinner for their families because they worked late.”

New Study Assesses Potential Impacts of Geographical Indications on American Dairy Industry

By Lorrie Baumann

A new study highlights the cost for American cheesemakers and the entire dairy industry if European rules restricting the use of the “feta” and “parmesan” names were to be enforced in the United States as well. The only real good news in the report is that although small and medium-sized firms would be significantly pressured by lower cheese prices, they might be able to survive by marketing their niche and specialty cheeses. The report was funded by the Consortium for Common Food Names, a dairy industry group.

According to Informa Economics IEG, a market research firm specializing in the agriculture industry, the adoption of rules prohibiting American companies from using the “feta” and “parmesan” names would diminish demand for American-made cheeses now sold under those names, and the negative impacts could also affect American-made cheeses labeled Asiago, Gorgonzola, Romano, Havarti, Neufchatel, Fontina and Muenster. Eventually, those restrictions could also affect Brie, Mozzarella, Ricotta, Camembert, Gouda, Raclette, Edam, Provolone, Burrata, Emmentaler and even Cheddar cheeses.

Under European Union regulations, only cheesemakers in the specific geographic area in which certain cheeses originated are allowed to use names that have been ruled as geographic indicators. At present, there are 250 cheeses that have been granted such protection in the EU or are in the process of acquiring it. If U.S. cheese manufacturers were forced to adhere to these regulations, they’d likely be required to suspend use of names that have commonly been used in the U.S. for decades. The report suggests that the only U.S. cheeses that we can assume will never be affected by such restrictions are those sold as blue cheese, Monterey Jack, Baby Jack, Brick, Swiss, Colby, Baby Swiss and processed cheeses like Velveeta or Kraft Singles.

If these restrictions were to be imposed in the U.S. the immediate impact might be to reduce consumption of U.S.-produced cheeses by 578 million pounds, or 5 percent of total U.S. cheese consumption in 2015. At current market prices, that would be worth about $2.3 billion. Delayed impacts would be even greater, with consumption of U.S.-produced cheeses possibly falling by a projected 1.71 billion pounds.

Those drops in demand for American cheeses would have a significant effect on the U.S. dairy industry as a whole, with the possible effect that milk prices to the dairy farmers could fall by significantly over a 10-year period. That would put some dairy farmers out of business and reduce the size of the nation’s dairy cow herd. “The lower dairy prices do boost domestic consumption of other dairy products, and it does increase exports, but not nearly enough to offset the drop in cheese consumption,” according to the report.

Overall, the consumer reaction if the only mozzarella cheese they could find in their supermarket was imported from Italy and their cheddar could only come from Britain would trigger a sharp contraction in the U.S. dairy industry. The report predicts that dairy farm revenue could fall by 5.5 percent to 12.7 percent over three years, leading to revenue losses of $5.8 billion to $13.2 billion.

John Cochran Joins Hollandia Produce as CEO

Hollandia Produce, L.P., a portfolio company of Mosaic Capital Partners, LLC, has named John Cochran as its new Chief Executive Officer effective November 14, 2016.

Cochran’s experience as a CEO of high-growth consumer packaged goods businesses will serve as a springboard for Hollandia as it plans to accelerate growth in 2017. He previously served as CEO of Ole Smoky Distillery and Pabst Brewing Company. In addition to his time as vice president of strategy at Roll International (now The Wonderful Companies), Cochran also held the positions of President and COO at FIJI Water.

“I am very excited for the opportunity to work with the Hollandia Produce family,” said Cochran. “They have done an amazing job growing the hydroponic lettuce market to what it is today. Our plans for the future are very exciting, and we look forward to partnering with our customers as the category captain for living greens.”

Cochran will assume his new leadership role in place of Hollandia’s founder and long-time CEO Pete Overgaag, who will continue with the company as Executive Vice President of Innovation and Corporate Strategy. Mosaic Principal and Hollandia Board Member Ian Mohler spoke of the hire saying, “Pete built Hollandia into the leading hydroponic lettuce company, and we are excited about adding an individual with John’s track record to an amazing team as we focus on growing the company.”

This change in leadership comes as the company celebrates one year of being 100 percent employee-owned through an employee stock ownership plan.

Holiday Gift Basket Auction to Benefit Meals on Wheels

The Olive Fruit, creators of Kiklos Greek Extra Virgin Olive Oil, are holding the company’s first annual holiday gift basket charity auction, with the creation of a gift basket to be auctioned to the highest bidder through its Facebook page. All of the proceeds benefit Meals on Wheels, America’s oldest and largest national organization supporting more than 5000 community-based programs dedicated to addressing senior isolation and hunger.

The basket will include a range of epicurean delights supplied by generous partners, such as Sir Kensington Condiments, Terry’s Toffee, Royal Rose Syrups, Tate’s Bake Shop Cookies, Fundamentally Nuts, Sandamiri Crostini and, of course, Kiklos Olive Oil.  The estimated value of the basket is $200, but Kiklos and partners are hoping that the auction will produce double that amount.  Moreover, the Olive Fruit will then match the final bid with its own corporation donation.

Facebook fans participate in the auction by commenting their bids on the Holiday Gift Basket Charity Auction image on The Olive Fruit Facebook page: https://www.facebook.com/The-Olive-Fruit-215702495257739/. In order to drive more bids, Kiklos and partners are also offering participants the chance to win a duplicate holiday basket, even if they aren’t the highest bidder.  The Kiklos Holiday Gift Basket Charity Auction runs for 12 days, ending at noon EST on December 21.

Dancing Deer’s Chocolate Chunk Brownie Named Official Brownie of Boston

In honor of National Brownie Day on Thursday, December 8, 2016, the Boston Mayor’s office has named Dancing Deer Baking Co.’s Chocolate Chunk Brownie the Official Brownie of Boston. All scratch-baked in Dancing Deer’s Boston bakery, the Chocolate Chunk Brownies have been delighting Bostonians’ taste buds since 1994.

As part of the proclamation, Dancing Deer was recognized for the company’s outstanding work in the community as seen through its support of One Family Inc., an organization dedicated to ending homelessness in families in Massachusetts.

Since 1994, Dancing Deer Baking Company has been known for its delicious, scratch-baked brownies, cookies, cakes, baking mixes and gourmet gift arrangements. Dancing Deer is renowned for its superb quality, innovative products, socially responsible business practices and world class customer service. Its brownies have twice been recognized as “Best Brownies in America,” and Dancing Deer has won many other national awards and accolades for its distinctive products.

In 2009, the company was one of the first 25 Massachusetts companies to become certified as a sustainable business leader. Dancing Deer places an emphasis on giving back to the community, most notably by helping homeless and at-risk families through its Sweet Home Project initiative. Dancing Deer baked goods can be found in specialty, natural food and grocery stores nationwide.

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