Walk like a man, eat like a chimp… Chimpfood products in Whole Foods

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First there was juice, then there were smoothies, now there is, er, Chimp Food, the brainchild of Florida-based entrepreneur Scott Joseph, who lost 100lbs after eating like a chimp (he ditched meat, dairy & grains and ate nothing but fruits, vegetables, nuts and seeds) and wants to bottle his success.

Launched three months ago, his 290-calorie 16oz high-pressure-processed Chimp Food bottles – which retail at around $5.99 and contain a blend of 25 different berries, fruits (including the seeds, peel and stems), vegetables (including the skin), nuts and seeds – are now available in around 40 outlets in the Florida area.

Chimp Food bars- which retail at $2.95 and contain only nuts and dates (380-cal nut bars), and seeds and raisins (310-cal seed bars) – are also available in most locations that stock the drinks.

Chimp Food is not juice: I tried juicing when I was trying to lose weight and I gained weight

The plan has always been to start small, understand the customer base, iron out any formulation and packaging issues, and then build slowly, Joseph tells FoodNavigator-USA.

At the moment we’re still making the Chimp Food bottles ourselves [the bars are made in Chicago by a co-packer] and then sending them to Hyperbaric to go through the HPP process [which gives them a shelf-life of 45 days, but means they don’t have to add preservatives or lose nutrients, flavor or color], so if Whole Foods came along and said we want them in hundreds of stores tomorrow, I wouldn’t sleep for weeks.

“But I would love to get into Whole Foods. That would be the real test of our product. But I’d like to start with one store, then three, then 10 stores, and so on to see how things go.”

But just three-four months after launch things are already ramping up nicely, says Joseph, who started off by knocking on individual retailers’ doors, but is now talking to distributors (KeHE and UNFI) and brokers (Presence Marketing) about getting his products stocked in a wider range of outlets.

He’s also considering Amazon as he thinks the low shipping rates could help him reach a wider audience.

As for the target consumer, it includes everyone from Moms looking for something healthier for their kids, to bodybuilders, fitness enthusiasts, dieters and people looking to replace one meal a day with something filling and wholesome, he says.

And while the price tag is high, when you consider that each bottle is a meal, it’s a different proposition, he claims, noting that consumers have already proved willing to shell out up to $9 for a bottle of high-end juice.

We’ve been doing sampling three days a week, and it really works, as when people try it, they love it.”

13g of fiber, 6g protein: Peel, seeds, stems included…

The key is positioning the products correctly, says Joseph, who originally had the strapline, ‘Eat like you should, eat like a chimp’, but has switched to ‘It’s raw whole food that you drink’ and ‘Your super-healthy meal of the day’ to highlight the fact that his products can work as meal replacements, and that they are really foods, not drinks.

“They are not juices,” adds Joseph, who contends that drinking a juice-only diet is a fast-track route to diabetes rather than improved health.

“I tried juicing when I was trying to lose weight and I actually gained weight, and it spikes your blood sugar. When you eat Chimp Food [each bottle has 13g of fiber and 6g protein], because we’ve got all that fiber, the peel, the nuts and seeds, it won’t spike your blood sugar.”

I realized that none of them were selling anything as healthy as what I was making for myself

Chimp Food is not about ‘cleansing’ either, stresses Joseph, who is in his early 50s and says changing his diet transformed his life to such an extent he was convinced his strategy could work for other people. 

“I tried cleansing and you just get into this yo-yo pattern, cleanse, and then eat pizza, cleanse, then hamburgers.”

Chimp Food also has a different profile to meal replacements such as Boost, Ensure and SlimFast, he says. “They have an ingredients list half a mile long.”

He adds: “If you look at animals, they don’t have all these diet-related problems that humans have. Look at chimps as our closest living relatives; they just eat fruits and vegetables, nuts and seeds, and they get all the nutrition they need, so I started doing the same and the results were incredible.

“I was walking around Whole Foods and all these other stores and I realized that none of them were selling anything as healthy as what I was making for myself.”

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UNFI growth prospects looking good, analysts say.

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United Natural Foods, Inc., is positioned for continued strong growth, especially as it expands the perishables offerings from Tony’s Fine Foods beyond the West Coast while simultaneously reducing warehouse and distribution costs, analysts said Wednesday, a day after UNFI’s annual analyst meeting.

UNFI, based in Providence, R.I., acquired Tony’s Fine Foods, West Sacramento, Calif., last May. The Tony’s offering encompasses specialty cheeses, baked goods, deli, packaged proteins, seafood and prepared foods.

Analysts said UNFI’s effort to expand Tony’s offerings is part of the company’s new “building out the store” strategy — aspiring to have the top share in each category it serves.

“This is a change from the past, where the focus was on acquiring new customers,” Karen Short, an analyst with Deutsche Bank, New York, pointed out. “There could be a significant opportunity if UNFI can convince existing customers of its natural and organic products [who purchase ethnic and gourmet products from other sources] to purchase these specialty categories from UNFI because it could lower the customers’ overall product costs [by consolidating purchases] without sacrificing service.”

The near-term strategy involves rolling out the Tony’s model to Denver; Racine, Wis., which serves Chicago; and UNFI’s Hudson Valley facility in Upstate New York, which serves New York City, with the goal of boosting the company’s 1.5% share of the ethnic/gourmet categories, Short said.

The three facilities, along with Tony’s West Coast operation, will serve as main freight consolidation points where the Tony’s merchandise can flow to the rest of the country, Short said.

According to Andrew Wolf, managing director for BB&T Capital Markets, Boston, rolling out the Tony’s products will require UNFI to secure a major new customer in each region — a process that should take one to five months, he added.

UNFI is also seeking to reduce costs, the analysts said. According to Kelly Bania, an analyst with BMO Capital Markets, New York, “UNFI is well positioned to deliver operating margin upside relative to expectations as investments in technology and efficiency initiatives gain critical mass in coming years.

“Importantly, UNFI’s savings from its warehouse management system implementation could accelerate in coming years as only three of its distribution centers are currently on WMS,” Bania said. The company expects WMS to be implemented at a total of nine facilities by next October, with the system operating at all 18 facilities by the end of fiscal 2017, she pointed out.

“While not all cost savings will fall to the bottom line and consolidated operating margin expansion will prove more difficult in coming years as UNFI integrates lower-margin Tony’s, an outlook for a more accelerated pace of implementation could result in more meaningful cost savings in coming years,” Bania added.

Wolf said UNFI “made a convincing case” for its cost-cutting prospects, including plans to lower its cost structure and increase its relevance with customers through use of technology — for example, backhauling to improve logistics and engineered labor standards to improve warehouse operations.

In addition, the company is implementing programs like iUNFI, a mobile order-entry system that has enabled customers to improve their fill rates by 0.7%; and “UNFI arrive,” which helps customers track deliveries more carefully to do a better job of planning in-store labor, Wolf pointed out.

New product explosion looms in beverage aisles.

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Changes in the approach to brand marketing at the major soft drink companies could lead to a proliferation of new products on retail shelves that are backed by these giants, said Tom Pirko, president of Bevmark Consulting.

While the major soft drink companies have historically invested heavily in promoting and preserving the reputation of their core brands, they now appear ready to embrace a new way of thinking in which experimental new brands and products could be launched with more frequency, he said.

“The soft drink industry for a very long time was so reliant on managing consumer awareness and brand, but over the last five years that has been breaking down,” he said. “Now they are willing to throw things out there, and see what sticks.”

As consumers increasingly obtain information about new products through nontraditional channels like social media, and pressures continue to build against marketing traditional soft drinks to children, the major soft drink companies can no longer “keep it simple” by focusing on core brands, Pirko explained.

“I think you are going to see this greater proliferation of product at retail than you would have seen before, especially among the two biggest soft drink companies.”

Some new products could be line extensions, he noted, but others could be “products that span in different directions,” with experimental new flavors and ingredients, and new varieties of functionality.

“They are no longer going to be conservative about this,” Pirko said, noting that for the first time, some soft drink companies are diverting money away from their core brand to promote these new brands.

In fact, during a recent conference call with investors, Indra Nooyi, CEO of PepsiCo, said the industry was going through a “secular change” that the company will address with technology. The company is planning to debut several new beverage products with natural sweeteners in North America this year.

While many new beverage products from these companies may be developed in-house, others could be acquired from among the multitude of smaller operators producing new beverages with attributes such as healthfulness and natural ingredients.

Atlanta-based Coca-Cola North America in fact has established a division called Venture and Emerging Brands (VEB), which seeks out “high-potential growth brands” for investment.

The proliferation of beverage products “is good for retailers,” Pirko noted, because it gives them more product diversity on the shelf, “allows them to plug into hot new trends, and gives them insights into how young consumers behave, as opposed to their parents and grandparents.”

The soft drink companies themselves will also increasingly take to the internet and social media to promote these brands directly to consumers, he said.

Roundy’s installs customer insights system.

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Roundy’s Supermarkets, Milwaukee, said it plans to implement a customer insights platform to help drive customer loyalty.

“[The system] will assist us in developing insights that we will use across the business to improve the customer experience,” said Don Hamblen, Roundy’s group VP and CMO, in a statement. “With a successful implementation, we will improve our overall value proposition and competitive differentiation, [and] as a result we believe our customers will reward us with increased loyalty.”

The system, from Symphony EYC, Palo Alto, Calif., is designed to enable a retailer to increase customer loyalty by making sure assortment, inventory availability, promotions, perceived price and the overall shopping experience are planned around the customers’ needs and preferences, the provider explained.

Gran éxito de las cadenas de supermercados “étnicas”, en Estados Unidos.

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Algunos de los más rápidos crecimientos en las cadenas minoristas de alimentos en Estados Unidos son los dirigidos a grupos étnicos, como los hispanos y los asiáticos , como lo demuestran los números,  SUPERMARKET NEWS TOP 75 mejores minoristas y mayoristas en América del Norte y el SUPERMARKET NEWS TOP 50 pequeñas cadenas e independientes.

El TOP 75, publicado en enero, incluye SUPERIOR GROCERS, con sede en Santa Fe Springs, California, que marcó un estimado de $ 1.6 mil millones en ventas de sus 42 supermercados el año pasado, casi el doble de su tamaño en los últimos cinco años. Aparece en el  No. 60 en la lista de este año .

Junto Superior Grocers entre los Top 75 de este año está EL SUPER – Bodega Latina , con base en Commerce, California , que hizo su debut en la lista en el puesto número 72 . La empresa, una división del Grupo Comercial Chedraui con sede en México , había estimado  las ventas de 1,2 millones en sus 45 supermercados.

En la lista de las 50 mejores , tres de los 10 más grandes de cadenas Hispanas de supermercados – Northgate Gonzalez Market , n º 3, con un estimado de $ 918 millones en ventas ; Cardenas Markets , N ° 5 con un volumen estimado en $ 856.000.000 , y Supermercados Vallarta , N º 7, con ventas estimadas de $ 800 millones.

Otros operadores de cadenas étnicas que están mostrando un crecimiento incluyen Sedano´s con 33 supermercados, operador hispano con sede en Hialeah , Florida , y Tawa Supermarkets, Buena Park , California, operador con 37 tiendas encaradas al mercado asiático.

Lo que muchos de estos operadores tienen en común es su cada vez más amplio atractivo más allá de las características demográficas que apuntan ostensiblemente . Superior Grocers , por ejemplo, se posiciona como un destino para los “caza-ofertas” de cualquier grupo étnico, pero otros también pueden ser beneficiados por el recurso cada vez más corriente principal de las cocinas étnicas .

En una entrevista con SN sobre sus proyecciones para el 2014 , John Rand , vicepresidente senior en el Cambridge Mass, oficina de Kantar Retail, dijo que existe una gran oportunidad para los minoristas tradicionales para abrazar un posicionamiento multicultural que se centra en productos populares , independientemente de su etnia u origen.

“Se trata de la comercialización a un grupo de personas que han adoptado esa cultura como propia “, dijo a SN . ” La gran victoria para los minoristas y los proveedores es lo que va a ir a la corriente principal. “

Los siguientes cuatro formatos étnicos – dos independientes y dos que son divisiones de grandes compañías de supermercados tradicionales – muestran la forma en que están evolucionando para satisfacer las necesidades de sus respectivos clientes.

Basha’s Food City banner, con 48 ubicaciones en Arizona, ha dado lugar a innovaciones que han sido adoptadas por su empresa matriz en las tiendas Bashas tradicional ” . Food City ofrece menús con chiles verdes y pollo fuera de sus tiendas , por ejemplo, una característica popular que ha sido adoptada por Bashas ‘ . Bashas ‘ también ha traído algunas grandes exhibiciones de productos más visuales del formato Food City EDLP a la Bashas.

• Rhee Bros.’ Assi Plaza, una cadena de seis tiendas con sede en Hanover , Maryland, fue fundada como un concepto que ofrece alimentos básicos como el arroz de Asia , el aceite y el kimchi coreano preparado para cocinar , y está trabajando para maximizar su atractivo para los diferentes grupos étnicos y para inmigrantes asiáticos de segunda generación . “Hoy tienes modernos conceptos [ étnicos ], equipos modernos y lo que buscas en productos hoy en día tienen etiquetas en inglés , ” dijo el co -propietario Robin Rhee en una entrevista con SN .

Net Cost Market, con sede en Nueva York , se centra en la tarifa de Europa del Este – los artículos populares entre los inmigrantes procedentes de Rusia y Ucrania en el mercado nacional de la empresa de Brooklyn – pero se ha ampliado para ser más una cadena de tiendas especializadas que ofrecen  las importaciones difíciles de encontrar a precios asequibles. Entre ellos se incluyen artículos procedentes de Francia, Alemania, Italia , Bulgaria y Grecia , así como los estados de Europa del Este , como Ucrania , Rusia y Letonia y Uzbekistán en Asia occidental. Además , NET COST MARKET,  importa una gran selección de hierbas , especias y otros productos de la India , China y Vietnam.

• • United Supermarkets’ Amigos banner, tiene previsto abrir su primera ubicación  en agosto en Hereford , Texas , pero el concepto podría ampliarse a otros mercados , ahora que UNITED ha sido adquirido por Albertsons , Boise, Idaho. La tienda de United Supermarkets planeado en Hereford será la primera en un mercado que no tiene otros formatos UNITED cerca y se trataría de alcanzar un amplio demográfico. “Esto va a ser un lugar divertido , festivo para hacer compras, para una amplia gama de clientes “, dijo Juan Enchinton , director de iniciativas hispanas de UNITED SUPERMARKETS .

Ethnic retailing: Targeted formats expand amid shifting tastes, demographics.

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Some of the fastest-growing food-retailing chains in the country are those targeting ethnic groups such as Hispanics and Asians, as illustrated by the numbers in SN’s 2014 lists of the Top 75 Retailers and Wholesalers in North America and the Top 50 Small Chains and Independents.

The Top 75 list, published in January, includes Superior Grocers, based in Santa Fe Springs, Calif., which tallied an estimated $1.6 billion in sales from its 42 locations last year, nearly doubling in size over the last five years. It appeared as No. 60 on this year’s list.

Joining Superior Grocers among the Top 75 this year is Bodega Latina, based in Commerce, Calif., which made its debut on the list at No. 72. The company, a division of Mexico-based Grupo Commercial Chedraui, had estimated sales of $1.2 billion from its 45 locations.

On the Top 50 list, three of 10 largest small chains on the roster target Hispanic customers — Northgate Gonzales Market, No. 3 with an estimated $918 million in sales; Cardenas Markets, No. 5 with volume estimated at $856 million; and Vallarta Supermarkets, No. 7 with estimated sales of $800 million.

Other ethnically focused operators on the list that are showing growth include Sedano’s, a 33-store Hispanic operator based in Hialeah, Fla.; and Tawa Supermarket, Buena Park, Calif., operator of the 37-unit 99 Ranch Market banner seeking to serve Asian consumers in several states.

What many of these operators have in common is their increasingly broad appeal beyond the demographic they ostensibly target. Superior Grocers, for example, positions itself as a destination for bargain hunters of any ethnicity, but others may also be benefiting from the increasingly mainstream appeal of ethnic cuisines.

In an interview with SN about his projections for 2014, John Rand, SVP at the Cambridge, Mass., office of Kantar Retail, said a significant opportunity exists for traditional retailers to embrace a multicultural positioning that focuses on popular product, regardless of its ethnic origin.

“It’s about marketing to a group of people who have adopted that culture as their own,” he told SN. “The big win for both retailers and suppliers is what’s going to go mainstream.”

A clickable list of the 2014 Top 50 Small Chains and Independents

On the following pages, SN profiles four ethnic formats — two independents and two that are divisions of larger traditional supermarket companies — to show how they are evolving to meet the needs of their respective customers.

Basha’s Food City banner, with 48 locations in Arizona, has spawned innovations that have been adopted by its parent company in traditional Bashas’ stores. Food City often grills green chilies and chicken outside its stores, for example, a popular feature that’s been adopted by Bashas’. Bashas’ has also brought some larger, more visual product displays from the Food City EDLP format to the Bashas’ stores.

Rhee Bros.’ Assi Plaza, a six-store chain based in Hanover, Md., was founded as a concept offering Asian staples like rice, cooking oil and prepared Korean kimchee, and is working to maximize its appeal to different ethnicities and to second-generation Asian immigrants. “Today you’ve got modern [ethnic] concepts, modern equipment and you’re looking at products today that have English labels,” co-owner Robin Rhee said in an interview with SN.

Net Cost Market, based in New York, focuses on Eastern European fare — the items popular among the immigrants from Russia and Ukraine in the company’s home market of Brooklyn — but has expanded to become more a specialty retailer offering hard-to-find imports at affordable prices. Those include items from France, Germany, Italy, Bulgaria and Greece, as well as Eastern European states such as Ukraine, Russia and Latvia, and Uzbekistan in West Asia. In addition, Net Cost imports a large selection of herbs, spices and other products from India, China and Vietnam.

United Supermarkets’ Amigos banner is planning to open its first ground-up location in August in Hereford, Texas, but the concept could be expanded to other markets now that United has been acquired by Albertsons, Boise, Idaho. The planned Amigos store in Hereford will be the first in a market that does not have other United formats nearby and will seek to target a broad demographic. “This will be a fun, festive place to shop, for a wide range of guests,” said Juan Enchinton, director of Hispanic initiatives at United.

— Mark Hamstra

H-E-B expands Whataburger line.

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H-E-B has expanded its co-branded Whataburger line with the addition of salt-and-pepper seasoned Whatafries.

Whatafries, a potato chip version of the french fry, launched in H-E-B stores in original flavor last spring. The latest flavor launched Jan. 31.

“We continue to receive overwhelming customer support for our Whataburger line of products,” Reade Ahrens, H-E-B’s group VP of grocery procurement and merchandising, said in a statement. “We want to provide Texans with the products and brands they love, and our goal is to continue introducing new and unique items our customers will enjoy.”

As reported, H-E-B partnered with the San Antonio–based hamburger chain last year to sell Whataburger’s ketchup varieties: Fancy Ketchup and Spicy Ketchup, in 20-ounce bottles, and its Original Mustard in 16-ounce bottles.

Whatafries are available in 7.4-ounce bags.

Grupo Siro, interproveedor de Mercadona, invertirá más de 200 millones en I+D y nuevas líneas de producción.

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El Grupo Siro, interproveedor de Mercadona desde 2004 como fabricante de la marca Hacendado, invertirá más de 200 millones de euros en los próximos años dentro su plan estratégico, según ha informado la compañía en un comunicado.

   Las futuras inversiones del grupo estarán dirigidas principalmente a actividades de I+D, a la mejora de las instalaciones, a la eficiencia energética y a nuevas líneas de producción en sus centros productivos.

   Para ello, la compañía, que está situada en Venta de Baños (Palencia), dispondrá de una línea de crédito a largo plazo otorgada por el Banco Europeo de Inversiones de 100 millones de euros.

   Estas inversiones permitirán al Grupo Siro, con capital 100% español,  continuar con su crecimiento como resultado de su plan de acompañamiento a Mercadona.

   El presidente del Grupo Siro, Juan Manuel González Serna, ha destacado la inversión de la compañía para los próximos años. “La concesión de la línea de crédito de 100 millones de euros por parte de una entidad tan prestigiosa como el BEI refuerza la confianza en el modelo y la estrategia de crecimiento de la compañía y supone un impulso para la creación de riqueza y empleo a través de la actividad empresarial”, ha indicado.

   El grupo Siro, que vendió en 2013 un total de 320 millones de kilos, está presente en España en los negocios de galletas, pasta, pan de molde, pastelería, bollería, cereales, coproducto y en I+D+i.

   El interproveedor de Mercadona cuenta con 22 centros de trabajo, con una plantilla de casi 4.000 personas que se reparten en 15 centros de producción: cuatro en Venta de Baños (Palencia), dos en Aguilar de Campoo (Palencia), El Espinar (Segovia), Toro (Zamora), Medina del Campo (Valladolid), Briviesca (Burgos), Paterna (Valencia), Navarrés (Valencia), Antequera (Málaga), Jaén y Montblanc (Tarragona); un almacén logístico automatizado en Venta de Baños, y un centro de I+D+i en El Espinar.

   Asimismo, dispone de un centro de valorización de residuos alimenticios en Venta de Baños, y tres oficinas en Venta de Baños (Palencia), Madrid y Telde (Gran Canaria).

Alimentaria 2014 BARCELONA: “The Alimentaria Experience”

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The Alimentaria Experience, la nueva área gastronómica de Alimentaria 2014, reunirá a cerca de 40 chefs españoles de máximo nivel, como Joan Roca, Pedro Subijana, Quique Dacosta, Carme Ruscalleda, Martín Berasategui, o Juan Mari Arzak. Un elenco de lujo, con cerca de 50 estrellas Michelin, para un show innovador que rompe con el formato de un congreso y convierte al visitante en protagonista de una experiencia gastronómica única.

Con más de 4.500 m2, The Alimentaria Experience (Salón Restaurama) acogerá las siguientes actividades:

SHOWS GASTRONÓMICOS:

  • Talleres “Tocando las estrellas”: los chefs más influyentes y premiados impartirán clases magistrales junto a un público reducido que podrá degustar sus creaciones y vivir la sesión de forma interactiva. Con Joan Roca, Pedro Subijana, Quique Dacosta, Carme Ruscalleda, Martín Berasategui, Pepe Rodríguez y Fermí Puig entre muchos otros. Organiza GSR.
  • Showcookings: demostraciones culinarias con algunos de los mejores chefs del momento, como Javier y Sergio Torres, Carles Gaig, Víctor Rodrigo o Miguel Ángel de la Cruz. También estarán algunos de los ganadores del concurso Cocinero del Año en España y Alemania, como Beatriz Sotelo, J.Carlos Fuentes o Sebastián Frank.

Cocineros The Alimentaria Experience

AULA GASTRONÓMICA

Acogerá catas, presentaciones y demostraciones de nuevas técnicas y productos.

GRAN FINAL CONCURSO COCINERO DEL AÑO

Cinco jóvenes promesas de la cocina española se enfrentarán el 3 de abril en la final nacional del V Concurso Cocinero del Año, organizado por Caterdata. Todos ellos prepararán un menú ante el público y un jurado presidido por Martín Berasategui (3*Michelin) elegirá el Cocinero del Año 2013. Patrocinan: Alimentaria, Makro, Arcos, Campofrío, Manitowoc-Convotherm, Carbonell, Jobeline y Diversey.

VINORUM

En esta edición, The Alimentaria Experience acogerá VINORUM, el espacio de cata donde se mostrarán los 50 rompedores: 50 vinos que, por su calidad, características o nivel de innovación han sido escogidos como los más rompedores del momento. El visitante podrá catar los caldos elegidos por un comité de expertos y conocer las características que los han hecho merecedores de esta distinción.

Más información

IV Y V GAMA

Espacio dedicado a los productos de IV gama (sometidos a operaciones de clasificación, lavado, pelado, cortado)  y de V gama (sometidos a operaciones culinarias y tratamientos de conservación, conservados y distribuidos en refrigeración).

ZONA DE PARTNERS GASTRONÓMICOS

Destacadas marcas del sector, como Unilever, Audens Food, Cominport Distribución y New Food Spray  mostrarán sus últimas novedades en The Alimentaria Experience.

Consulta la agenda del Experience y cómo asistir

Partners Gastronómicos

 

Colaboradores técnicos

   

Colaboradores

Con el apoyo de

Winners and losers in five years of Top 75.

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In big picture terms, in the last five years business has been booming at the retailers and wholesalers on SN’s Top 75. Total combined sales of all 75 companies on the list topped $1.18 trillion in 2014, up from $891.1 billion in 2010.

Some retailers have fared particularly well.

As in most aspects of the list, Walmart is in a league all by itself. The company’s outsize sales — hundreds of billions more than No. 2 Kroger Co. — also grew the most by volume of any other retailer since 2010. Sales climbed $112 billion, as the retail behemoth continued to gain market share.

The next biggest sales gainers were Kroger and perennial Top 75 No. 3 Costco Wholesale Corp., increasing volume by $22.9 billion and $19.1 billion, respectively, from 2010 to 2014. Kroger has managed to accomplish these impressive sales gains while shedding 107 stores, although that only represents a 3% drop in the number of stores coupled with a 23% rise in sales.

While Albertsons and Bi-Lo Holdings also experienced big gains ($18.8 billion and $8 billion, respectively), this can mainly be attributed to the former’s acquisition of Albertsons stores from Supervalu and the latter’s purchase of Winn-Dixie.