Strategy in Action

Focus on four key areas to deliver success in food-on-the-go

Having a positive impact on people’s lives.
Read more about our Social Responsibility

Our strategic plan, first announced in 2013, set out to show that Greggs could be a winning brand in the highly competitive food-on-the-go market. Our business has been transformed in that time, delivering an unbroken record of positive like-for-like sales and new levels of profit. It is now time to set a higher aspiration for the business, our purpose being to make good freshly prepared food accessible to everyone, with the aim of becoming the customers’ favourite for food-on-the-go.

For the next phase of our strategic plan, we plan to reinforce our commitment to putting the customer at the heart of our business by focusing on four key pillars:

  1. Great tasting freshly prepared food
  2. Best customer experience
  3. Competitive supply chain
  4. First class support teams

These pillars are all supported by our long-standing approach to conducting our business in a responsible manner, and in doing so making a positive impact on people’s lives.

Making sure every day tastes good for our customers

We work hard to make sure our range meets our customers’ needs and, while our classic favourites can’t be beaten, there is always something new to excite them. We offer great value at every time of the day and care about where our ingredients come from.

 

Greggs is a strong and trusted brand and we draw on our heritage in fresh bakery to compete successfully in the food-on-the-go market. The Greggs product offer is differentiated by the way we freshly prepare food each day in our shops and by offering outstanding value for money for good quality, great tasting food-on-the-go.

 

Making good freshly prepared food accessible to all income levels is embedded in our core purpose as a brand, with outstanding value meal deals setting us apart from the competition. Our breakfast meal deal has held its great value for the seventh year running and we continue to see increased participation in our range of all-day meal deals offering any savoury or sweet product plus any hot drink.

 

Our Balanced Choice range offers a choice of wraps, sandwiches, salads, soups, porridge, fruit, yoghurt and drinks, which are all less than 400 calories and meet amber and green on the Food Standards Agency traffic light system for fat, saturated fat, salt and sugar. The range which was launched in 2014 now accounts for more than 10% of Greggs’ total annual sales.

 

With a strong pipeline of new product developments planned for 2017, we will offer customers even more choice in growth areas such as Balanced Choice, while making sure that we continue to deliver a great customer experience with our traditional best-selling favourites.

Balanced Choice accounts for over 10% of sales'

Making every day a great day for our customers

We provide customers with fast and friendly service, fixing issues without a fuss and enjoy making every day a great day for our customers by rewarding them for their loyalty. We are taking our modern shops to where our customers want them, becoming more and more convenient alongside their busy lives.

 

Great products alone will not succeed in food-on-the-go without great customer service. Our busy customers demand convenience with fast and friendly service and we continue to invest to improve in these areas.

 

Extended opening hours, particularly early in the morning and on Sundays, are meeting increased demand as our popularity for food-on-the-go grows. Investment in coffee machines, hot food ovens and new systems to free up more staff time are all contributing to our speed of service. We also launched Greggs Delivered, our pilot lunchtime delivery service targeted at offices and opened our first Drive-Thru in Irlam, Manchester, offering customers the ultimate convenience.

 

The latest release of Greggs Rewards, our award-winning mobile customer loyalty scheme allowing fully flexible payment has created a step change in customer participation. Customer data capture is now at a level that allows us to analyse behaviour and develop targeted marketing campaigns. 

 

Working in a Greggs shop can be very demanding so we rely on great people to deliver friendly service under pressure. Making Greggs a great place to work is key to a great customer experience and we are investing in training and systems to help us release time for customer-facing activities.

 

Alongside our internal measures used to reward teams who deliver great standards we were pleased to be ranked best in sector and 7th overall in the Institute of Customer Service’s July 2017 Customer Satisfaction Index.

80% of our shops open by 7am Monday to Friday.

Providing the best value to our customers

In March 2016, we announced a major £100 million programme of investment to support growth in shop numbers and reshape our supply chain in order to compete more effectively in the food-on-the-go market.

 

The first phase of this programme involved the closure of three bakeries before going on to invest in our remaining supply sites to create centres of excellence in manufacturing and distribution. In 2016, we successfully opened our new distribution centre in Enfield and closed both our Twickenham and Sleaford bakeries. Good progress was also made with the extension of our bakery in Glasgow, enabling us to plan for the closure of our Edinburgh bakery later this year.

 

Our investment programme will create increased capacity and efficiency in shop distribution to support substantial shop growth alongside improved quality and efficiency in bakery manufacturing by centralising production. This is a complicated investment phase, transforming the use of space and equipment across our bakery network and is expected to take approximately two years to implement. Overall our expansion plans will create thousands of new roles in retail and distribution operations, but will result in fewer roles in manufacturing.

 

This is our largest ever investment in our supply chain, reaffirming our strategic commitment to the competitive advantage offered through vertical integration and delivering an attractive return. Once implemented, this new supply chain platform will substantially improve the quality of our products, our competitiveness and, alongside system investment, will complete our transformation from traditional bakery to food-on-the-go. 

We're investing £100m into our supply chain.

A fully integrated approach to customer service

We are making significant progress in our major process and systems investment programme, now in its third year. We have successfully deployed SAP Finance as the core platform for integrated system development. This year, the roll out of central forecasting and replenishment is replacing shop-based ordering and is our largest ever new system roll out.

 

Our dedicated business change programme team are planning for the next stage of system development, centralising logistics and manufacturing to replace our existing local bakery solutions. We plan to launch pilots for both logistics and manufacturing later this year, with roll out to other sites in 2018. In addition, our teams have successfully deployed supporting SAP modules in procurement, product lifecycle management and human resource management, which together are transforming our working practices and effectiveness.

We've introduced a new shop ordering system.

Focus on four key areas to deliver success in food-on-the-go

Our strategic plan, first announced in 2013, set out to show that Greggs could be a winning brand in the highly competitive food-on-the-go market. Our business has been transformed in that time, delivering an unbroken record of positive like-for-like sales and new levels of profit. It is now time to set a higher aspiration for the business, our purpose being to make good freshly prepared food accessible to everyone, with the aim of becoming the customers’ favourite for food-on-the-go.

For the next phase of our strategic plan, we plan to reinforce our commitment to putting the customer at the heart of our business by focusing on four key pillars:

  1. Great tasting freshly prepared food
  2. Best customer experience
  3. Competitive supply chain
  4. First class support teams

These pillars are all supported by our long-standing approach to conducting our business in a responsible manner, and in doing so making a positive impact on people’s lives.

Having a positive impact on people’s lives.
Read more about our Social Responsibility

Great tasting fresh food

Making sure every day tastes good for our customers

We work hard to make sure our range meets our customers’ needs and, while our classic favourites can’t be beaten, there is always something new to excite them. We offer great value at every time of the day and care about where our ingredients come from.

 

Greggs is a strong and trusted brand and we draw on our heritage in fresh bakery to compete successfully in the food-on-the-go market. The Greggs product offer is differentiated by the way we freshly prepare food each day in our shops and by offering outstanding value for money for good quality, great tasting food-on-the-go.

 

Making good freshly prepared food accessible to all income levels is embedded in our core purpose as a brand, with outstanding value meal deals setting us apart from the competition. Our breakfast meal deal has held its great value for the seventh year running and we continue to see increased participation in our range of all-day meal deals offering any savoury or sweet product plus any hot drink.

 

Our Balanced Choice range offers a choice of wraps, sandwiches, salads, soups, porridge, fruit, yoghurt and drinks, which are all less than 400 calories and meet amber and green on the Food Standards Agency traffic light system for fat, saturated fat, salt and sugar. The range which was launched in 2014 now accounts for more than 10% of Greggs’ total annual sales.

 

With a strong pipeline of new product developments planned for 2017, we will offer customers even more choice in growth areas such as Balanced Choice, while making sure that we continue to deliver a great customer experience with our traditional best-selling favourites.

Balanced Choice accounts for over 10% of sales'

Best customer experience

Making every day a great day for our customers

We provide customers with fast and friendly service, fixing issues without a fuss and enjoy making every day a great day for our customers by rewarding them for their loyalty. We are taking our modern shops to where our customers want them, becoming more and more convenient alongside their busy lives.

 

Great products alone will not succeed in food-on-the-go without great customer service. Our busy customers demand convenience with fast and friendly service and we continue to invest to improve in these areas.

 

Extended opening hours, particularly early in the morning and on Sundays, are meeting increased demand as our popularity for food-on-the-go grows. Investment in coffee machines, hot food ovens and new systems to free up more staff time are all contributing to our speed of service. We also launched Greggs Delivered, our pilot lunchtime delivery service targeted at offices and opened our first Drive-Thru in Irlam, Manchester, offering customers the ultimate convenience.

 

The latest release of Greggs Rewards, our award-winning mobile customer loyalty scheme allowing fully flexible payment has created a step change in customer participation. Customer data capture is now at a level that allows us to analyse behaviour and develop targeted marketing campaigns. 

 

Working in a Greggs shop can be very demanding so we rely on great people to deliver friendly service under pressure. Making Greggs a great place to work is key to a great customer experience and we are investing in training and systems to help us release time for customer-facing activities.

 

Alongside our internal measures used to reward teams who deliver great standards we were pleased to be ranked best in sector and 7th overall in the Institute of Customer Service’s July 2017 Customer Satisfaction Index.

80% of our shops open by 7am Monday to Friday.

Competitive supply chain

Providing the best value to our customers

In March 2016, we announced a major £100 million programme of investment to support growth in shop numbers and reshape our supply chain in order to compete more effectively in the food-on-the-go market.

 

The first phase of this programme involved the closure of three bakeries before going on to invest in our remaining supply sites to create centres of excellence in manufacturing and distribution. In 2016, we successfully opened our new distribution centre in Enfield and closed both our Twickenham and Sleaford bakeries. Good progress was also made with the extension of our bakery in Glasgow, enabling us to plan for the closure of our Edinburgh bakery later this year.

 

Our investment programme will create increased capacity and efficiency in shop distribution to support substantial shop growth alongside improved quality and efficiency in bakery manufacturing by centralising production. This is a complicated investment phase, transforming the use of space and equipment across our bakery network and is expected to take approximately two years to implement. Overall our expansion plans will create thousands of new roles in retail and distribution operations, but will result in fewer roles in manufacturing.

 

This is our largest ever investment in our supply chain, reaffirming our strategic commitment to the competitive advantage offered through vertical integration and delivering an attractive return. Once implemented, this new supply chain platform will substantially improve the quality of our products, our competitiveness and, alongside system investment, will complete our transformation from traditional bakery to food-on-the-go. 

We're investing £100m into our supply chain.

First class support teams

A fully integrated approach to customer service

We are making significant progress in our major process and systems investment programme, now in its third year. We have successfully deployed SAP Finance as the core platform for integrated system development. This year, the roll out of central forecasting and replenishment is replacing shop-based ordering and is our largest ever new system roll out.

 

Our dedicated business change programme team are planning for the next stage of system development, centralising logistics and manufacturing to replace our existing local bakery solutions. We plan to launch pilots for both logistics and manufacturing later this year, with roll out to other sites in 2018. In addition, our teams have successfully deployed supporting SAP modules in procurement, product lifecycle management and human resource management, which together are transforming our working practices and effectiveness.

We've introduced a new shop ordering system.