Saturday, November 29, 2025

Eating for Health: A Historical Look at How America Shops, Eats, and Redefines Food Convenience

 


For more than a century, “eating for health” has evolved from a luxury of the elite to a mainstream expectation shaped by consumer demand, technology, and retail innovation. From the first self-service supermarkets in the 1930s to today’s frictionless, omnichannel food ecosystem, one constant has persisted: shoppers want food that is better for them, faster for them, and more accessible than ever according to Steven Johnson Grocerant Guru® at Tacoma, WA based Foodservice Solutions®.

Today, every retail sector—from dollar stores to drug stores—is reshaping its fresh-food focus to meet the rising consumer appetite for healthier choices, affordable meal solutions, and transparent food quality. Through the lens of the Grocerant Guru®, we can see how each channel has taken its own path toward healthier food relevance—and how the next chapter is already unfolding.

 


The Historical Arc of “Eating for Health”

From Survival → Nutrition → Wellness → Functional Food

·       1910–1950: Eating healthy meant simply having enough food. Freshness was a privilege, and canned goods defined convenience.

·       1960–1980: The USDA food pyramid era introduced nutrition awareness. Low-fat and fortified foods entered the mainstream.

·       1990–2010: “Better-for-you” became a selling point. Whole grains, organics, and natural foods grew rapidly.

·       2010–Today: Consumers equate “healthy” with fresh, real, easy, and functional. Foodservice formats and Ready-2-Eat solutions grew 6–14% annually, outpacing traditional grocery.

Across all channels, customers increasingly shop “by the meal, not by the aisle.” As the Grocerant Guru® notes:

“The more consumers cook less, the more they look for retailers that can help them assemble meals, not ingredients. Health is now built into convenience.”

 


How Each Retail Sector Is Adapting to ‘Eating for Health’

Dollar Stores

Once known primarily for shelf-stable bargains, dollar stores are aggressively shifting into fresh and better-for-you options as food inflation reshapes consumer loyalty.
Three examples:

1.       Dollar General’s DG Fresh expansion

o   Now supplies over 20,000 stores with produce, dairy, and better-for-you refrigerated foods.

o   Fresh fruits and vegetables now in 5,000+ locations.

2.       Family Dollar’s meal-kit-style freezer options

o   Protein + veg + starch combinations at low-unit pricing.

o   Appeals to lower-income and time-pressed shoppers aiming for balanced meals.

3.       Dollar Tree’s transition to multiprice healthy snacks & beverages

o   Addition of $3–$5 SKUs enables healthier packaged foods, low-sugar beverages, and protein options.

Grocerant Guru® take:
Dollar stores are filling a health-access gap in food deserts while normalizing value-driven healthy eating.

 


Restaurants

Restaurants have long shaped America’s perception of healthy eating. Today, 60% of consumers say restaurant meals influence their at-home choices.

Three examples:

1.       Fast-casual pioneers like Panera and Sweetgreen

o   Set the bar for “cleaner menus” and transparent sourcing.

2.       Chain restaurants offering calorie-conscious bundles

o   Applebee’s, Chili’s, and others offer portion-controlled, protein-rich bowls and platters.

3.       QSRs elevating better-for-you basics

o   Chick-fil-A grilled options, Wendy’s baked potatoes/salads, and Taco Bell’s customizable “Fresco” choices.

Grocerant Guru® take:
Restaurants remain health trendsetters—what begins in foodservice ultimately flows to retail.

 


Convenience Stores (C-Stores)

C-stores have undergone a health-focused transformation, driven by mobility, meal replacements, and “restaurant-quality” perceptions.

Three examples:

1.       Wawa, Sheetz, and Casey’s Fresh Food programs

o   Made-to-order salads, wraps, grain bowls, and protein-heavy breakfasts.

2.       7-Eleven’s private-label health snacks & fresh fruit cups

o   Growth driven by the “fresh snacking” trend.

3.       Rutter’s and RaceTrac fresh kitchens

o   Full-service kitchens producing higher-protein, customizable, ready-to-eat meals.

Grocerant Guru® take:
C-Stores have become the neighborhood’s fastest healthy meal solution—especially for younger shoppers.

 


Drug Stores

Historically prescription-focused, drug stores are now increasingly seen as “health hubs” offering better-for-you food.

Three examples:

1.       Walgreens’ refrigerator expansions

o   Yogurt, high-protein drinks, hard-boiled eggs, and grab-and-go salads.

2.       CVS HealthHUB rollouts

o   Emphasis on diet-aligned foods (keto, low-cal, gluten-free, heart-healthy).

3.       Rite Aid wellness positioning

o   Natural food snacks, portion-controlled nuts, and hydration-focused beverages.

Grocerant Guru® take:
Drug stores thrive when food supports wellness, not indulgence—food as a health extension.

 


Grocery Store Service Deli

The grocery deli has become a centerpiece of ready-to-eat and healthier meal components.

Three examples:

1.       Kroger’s and Publix’s expanded fresh-prepared meal lines

o   Rotisserie chicken, steamed veggies, sushi, and chef-crafted bowls.

2.       Whole Foods’ health-forward hot bar & salad bar

o   A pioneer in transparent ingredients and customizable mealtime.

3.       Regional grocers adding restaurant-style meals

o   Hy-Vee, H-E-B, Harmons offering meal kits, heat-and-eat entrées, and smart-portion sides.

Grocerant Guru® take:
The deli is now “the grocery store’s restaurant”—the epicenter of meal assembly and healthy ready-to-eat solutions.

 


Insights from the Grocerant Guru®

1. The ‘Health Halo’ Will Become Personal and Digital

AI will increasingly tailor meal solutions to dietary preferences, health data, and shopping history.
Retailers that suggest healthier meal components—instead of just products—will win the future.

2. Snacking Will Replace Meals—but Healthier

By 2030, over 60% of eating occasions will be snacks.
Expect more high-protein, low-sugar, nutrient-dense, grab-and-go items across all channels.

3. Retailers Will Compete on “Healthy Meal Assembly,” Not Price

The next growth wave is curated, mix-and-match meal components:

·       $5 produce + protein bundle

·       Fresh bowl bases + toppings

·       Global sauces + lean meats

·       Balanced mini-meals

Consumers aren’t looking for ingredients—they’re looking for healthier solutions.

 


Think About This

Eating for health is no longer a trend—it is the foundation of modern food retail. Whether in a dollar store, a C-store, a restaurant, or a grocery deli, the winners will be those who deliver fresh, flavorful, functional, and frictionless food experiences.

As the Grocerant Guru® reminds us:

“When health meets convenience, consumer adoption accelerates. Retailers who merge the two will own the next decade.”

Elevate Your Brand with Expert Insights

For corporate presentations, regional chain strategies, educational forums, or keynote speaking, Steven Johnson, the Grocerant Guru®, delivers actionable insights that fuel success.

With deep experience in restaurant operations, brand positioning, and strategic consulting, Steven provides valuable takeaways that inspire and drive results.

💡 Visit GrocerantGuru.com or FoodserviceSolutions.US
📞 Call 1-253-759-7869



Friday, November 28, 2025

Stuck in the Middle: What the Grocery “Mushy Middle” Feels Like — A Grocerant Guru® Take


There’s a physical sensation to being “stuck in the middle” of the grocery sector — a vibration between two magnets pulling in opposite directions. The discounters (Aldi, Lidl, WinCo and others) are tugging hard on price-sensitive shoppers while tech-forward giants (Walmart, Amazon-adjacent players) and premium specialists pull on convenience, assortment and experience. In the middle sit legacy supermarket operators — think Kroger and, for many product categories, Walmart’s traditional grocery business — trying to be everything to everyone and risking being nothing memorable to anyone.

Below I’ll walk you through the history, the current facts that matter, why this middle is dangerous, and finish with four Grocerant Guru® insights on where to actually go next.

A short history — how we arrived here

Grocery used to be simple: low price or differentiated assortment. For decades the market bifurcated into broad national chains (big assortment + scale), regional premium/specialty grocers (fresh, variety, service), and the warehouse/wholesale clubs. In the last 15 years two structural forces changed the map:

1.       Discounters perfected private-label value at scale. Aldi and Lidl brought extremely lean stores, concentrated SKUs and strong private-label programs that undercut mainstream supermarkets on staples and increasingly on fresh items. WinCo—employee owned, warehouse-like—has gained traction by offering wholesale-like pricing without a membership. Discounters have been expanding and grabbing share from traditional supermarkets.

2.       Technology and e-commerce rewrote convenience expectations. Amazon, and then the grocers who tried to emulate its model, pushed same-day delivery, subscription convenience and hyper-personalization. That forced incumbents to decide: double-down on price, double-down on tech, or try to do both. Many tried the latter and got caught between heavy capital investment and thin operating margins.


The current battleground — what the data is telling us

Discounters are growing visits and market share. Foot-traffic and market studies show value grocers continuing to gain momentum as consumers prioritize price and private label. Aldi and Lidl, in particular, report strong visit growth versus the broader grocery segment. WinCo and other value chains have also shown traffic gains.

Kroger’s expensive experiment is being rethought. Kroger’s robotic/automated fulfillment strategy (the partnership with Ocado) is being scaled back — recent announcements show Kroger closing several automated delivery/fulfillment centers and taking a material impairment charge as it reorients to a hybrid, store-based fulfillment model and third-party delivery partnerships. The company says this will improve e-commerce economics but it’s a clear signal that trying to be both low-cost scale and high-tech convenience is fiendishly hard.

Walmart doesn’t want to be the middle — it wants the edge. Walmart publicly and privately has leaned into technology (GenAI, agentic AI, real-time fulfillment improvements) to be faster, cheaper and more convenient — basically to out-Amazon Amazon on a blend of scale + tech. Walmart’s corporate narrative in 2025 stressed AI and automation as strategic priorities for making shopping faster and more relevant. That’s not a middle-management choice; it’s an identity shift.

Online grocery economics remain challenging. Online grocery has grown enormously as a share of consumer behavior, but unit economics are still poor unless you achieve scale or efficiency in fulfillment. That is why Kroger’s shift to third-party partnerships and Walmart’s aggressive tech push are such important strategic moves — both are experiments to solve thin margins in delivery/fulfillment.



What “stuck in the middle” feels like operationally and for shoppers

·       Confused assortment and unclear value proposition. Middle grocers try to stock everything — premium dinner kits, private-label staples, a sushi case, and too many SKUs. The shopper who wants the cheapest eggs goes to Aldi or WinCo; the shopper who wants a curated meal experience goes to a specialty or foodservice-forward retailer. Middle grocers end up being the “also-ran” in both missions.

·       Margin squeeze from two sides. Discounters compress prices on staples while tech/fulfillment investments inflate operating costs. Trying to match both results in underpriced promise and overexpansive delivery. Kroger’s recent write-downs of automated centers are a textbook symptom.

·       Brand identity dilution. When your ads claim both “lowest price” and “premium chef-quality meals” you create a fuzzy brand that makes loyalty fragile. Consumers migrating toward specialists (value or premium) vote with feet and wallets.

·       Operational whiplash. Constantly switching strategies — build warehouses, then close them; push proprietary delivery, then partner with Instacart/DoorDash — leads to execution drag, associate churn, and customer confusion.


Marketing & food industry facts the middle must reckon with

·       Private-label is a weapon. Discounters leverage a tight private-label assortment to deliver perceived quality at low prices and that perception is holding up with shoppers. That’s an advantage the middle must either match or clearly differentiate from.

·       Foot-traffic trends favor simplicity. Recent data show value grocers posting higher traffic growth than the average supermarket, especially when inflation bites. Consumers will trade up on occasional items but shop down on staples.

·       E-commerce is essential but costly. Kroger’s shift away from a full Ocado roll-out and toward hybrid fulfillment plus third-party partnerships is a reminder: owning the tech is not the same as making the economics work.

 


Four Grocerant Guru® insights for grocers stuck in the middle

1.       Choose a real strategic pole — don’t try to be the midpoint on price and the leader on tech.
If you want price leadership, ruthlessly optimize assortment and private label. If you want convenience/tech leadership, accept higher AOVs and build fulfillment economics that scale (or partner where it’s smarter). The middle dilutes investment and brand clarity.

2.       Turn stores into micro-experience hubs, not cost centers.
If you cannot win on lowest everyday price, win on a handful of foodservice or fresh offerings that create habit (breakfast bundles, ready-to-heat chef bowls, local fresh counters). Make those experiences repeatable, measurable and profitable.

3.       Be pragmatic about tech: hybrid > headline.
Kroger’s closures remind us that headline robotics are sexy but store-first hybrid fulfillment often wins in cost-per-order and speed in sprawling U.S. markets. Use automation where density justifies it; everywhere else, optimize store labor and routing.

4.       Market decisively to the evolving consumer — not to a mythical average shopper.
Segment your marketing into clear missions: “value staples,” “midweek fresh meals,” “premium weekend entertaining.” Speak to the shopper’s occasion — the consumer increasingly shops by meal occasion and mission. Those who craft messaging by occasion win share.

 


Think About This from the Grocerant Guru®

The “mushy middle” isn’t a fate — it’s a warning label. The discounters have made price a science; the tech players have made convenience a technology playbook; the winners will be the ones who make deliberate bets and then own the day-to-day mechanics of that bet. For Kroger, Walmart and others, today’s choices — close or repurpose automated sites, invest in AI search, partner with third-party delivery — are identity moments, not mere tactical shifts. The market rewards clarity. Choose your pole, optimize for it, and then tell your customer exactly why you exist for their life.

Are you ready for some fresh ideations? Do your food marketing ideas look more like yesterday than tomorrow? Interested in learning how our Grocerant Guru® can edify your retail food brand while creating a platform for consumer convenient meal participationdifferentiation and individualization?  Email us at: Steve@FoodserviceSolutions.us or visit: us on our social media sites by clicking one of the following links: FacebookLinkedIn, or Twitter