Strategy

While Greggs has enjoyed tremendous success in recent years as we sought to become the customers' favourite for food-on-the-go, our journey is far from over. We have an ambitious plan to double Greggs' sales in the next five years and while the fundamental strategic pillars of our business model have not changed, we are continually learning and adapting and have identified four key growth drivers which will become the focus of our strategy to reach our full potential in the years ahead.

 

Our fundamental strategic pillars

Great tasting, freshly prepared food

You cannot beat freshly baked, freshly prepared food. With our great flavours, responsibly-sourced ingredients, consistent quality and outstanding value our food-on-the-go leads the way.

 

Best customer experience

Fast and friendly service is a key reason why customers choose Greggs. Great service is not an easy thing to deliver under pressure, and our shop teams do an amazing job. Through our Greggs App, we are able to build long-lasting relationships with our customers and reward their loyalty.

 

Competitive supply chain

By owning our supply chain, we can make great tasting, freshly prepared food at low prices accessible to everyone.

 

First class support teams

We've invested heavily in leading-edge systems. They equip our support teams to provide the best service to their colleagues and, ultimately, our customers.

 

Our four key drivers of growth

Growing and developing the Greggs estate

With a strong new shop opening pipeline and a significant opportunity to improve the quality of our estate through relocations and the next generation of shop refits, our ambition is to reach at least 3,000 shops as the next target for our supply chain capacity planning assumptions.

 

Evening trade

Through extending the trading hours in many of our shops, delivering new and exciting additions to our menu and leveraging our existing customer channels, including delivery and Click + Collect alongside walk-in customers, we have a strategic opportunity to effectively compete for food-on-the-go sales in the evening.

 

Digital channels

Through our digital channels we are able to compete more effectively at all times of day. Our delivery partnership with Just Eat enables us to increase the reach of our shops beyond customers passing by and, in addition, offers the added attraction of serving multiple customers in one order with higher-than-average basket size. Click + Collect offers our customers the ability to easily browse our menu, skip the queues and ultimately personalise their order.

 

Making Greggs mean more to more people

We have successfully repositioned the Greggs brand in recent years to become recognised as a customer favourite for food-on-the-go. Through our brand activity, and with timely and effective customer communication via our new Greggs App, website and CRM system, we have the opportunity to effectively communicate how Greggs can mean more things to more people, so that we are a brand considered by more people, in more places and at all times of day when they need food-on-the-go.

 

Investing in our supply chain and systems for a bigger business

Our ambition to double sales revenues will require significant investment in manufacturing and logistics to increase capacity. Building a centralised business model has required a transformational investment in systems and, now that our SAP implementation is nearly complete, we have accelerated our digital transformation programme. With this new platform in place, we see significant opportunities to grow our digital capabilities and enable more efficient operations which will see a programme of continuous improvement as the business grows.