The Battle for Share of Stomach: Why Every Retailer Wants to Own Your Next Meal

 

Restaurants, Grocery Stores, Convenience Stores, Dollar Stores, Costco, IKEA and even fashion retailers are competing for more than food dollars. They are competing for consumer occasions, loyalty and Share of Stomach according to Steven Johnson, Grocerant Guru® at Tacoma, WA based Foodservice Solutions®.

The food fight is underway, and the battleground is bigger than ever. The competition for food dollars has blurred traditional boundaries between restaurants, grocery stores, convenience stores, dollar stores, warehouse clubs and retailers once known primarily for selling nonfood merchandise.

Today, the competitive set can include a neighborhood restaurant, a supermarket deli, a convenience store selling freshly prepared food, a warehouse club offering ready-to-eat meals, or IKEA serving a meal that makes a shopping trip more appealing.

The question is no longer simply, “Where will consumers shop for food?”

The more important question is, “Who will earn the next meal occasion?”

That is the essence of Share of Stomach.

At Foodservice Solutions®, we have long championed the Grocerant Niche: the intersection of fresh-prepared food, retail and foodservice, where Ready-to-Eat (RTE) and Heat-and-Eat (HnE) offerings meet consumers' changing needs for convenience, flavor, portability and value.

Consumers do not necessarily organize their lives around industry classifications. They organize their lives around hunger, schedules, budgets, cravings, family needs and the time available to get a meal on the table.

Retailers that understand this distinction can create new growth opportunities. Those that remain trapped in traditional channel definitions risk losing occasions to competitors they may not even recognize as competitors.

The Numbers Behind the Food Fight

Recent industry research reinforces the importance of looking beyond traditional retail categories.

·       56.3% of U.S. food expenditures went to food away from home in 2025. The USDA Economic Research Service reported that food-away-from-home spending exceeded food-at-home spending, illustrating the substantial role of restaurants and other foodservice occasions in the American food economy.

·       28% of consumers substituted grocery deli-prepared foods for restaurant meals in 2025, up from 12% in 2017. FMI's The Power of Foodservice at Retail 2025 also found that 53% of Americans use a hybrid approach, combining deli-prepared foods with items prepared in their own kitchens. Grocery retailers are not merely selling ingredients; they are increasingly competing to help complete the meal.

·       Nearly 75% of restaurant traffic occurred off-premises in 2025. Takeout, drive-thru and delivery have become central to the restaurant business, making portability, packaging, ordering technology and speed critical parts of the consumer experience.

·       Convenience-store foodservice continues to matter. NACS reported that foodservice and merchandise sales inside U.S. convenience stores reached $341.2 billion in 2025. Foodservice accounted for 28.5% of in-store sales and 38.9% of in-store gross profit dollars. Those figures show why convenience retailers increasingly compete on prepared food, not simply fuel and packaged snacks.

·       Consumers continue to redefine value. Circana reported that U.S. retail food and beverage prices had risen a cumulative 34% over five years in its 2025–2026 outlook. For 2026, Circana forecast continued dollar-sales growth but limited volume growth. That environment makes it more important for brands to demonstrate why their food is worth the price, rather than relying on price increases or promotional discounts alone.

These figures represent different parts of the food economy and should not be added together as if they measure one market. Collectively, however, they demonstrate a powerful competitive reality: consumers have more ways to satisfy the same eating occasion, and retailers must continually earn their consideration.

Ten Clues to Building a Contemporized Food Brand

Legacy food retailers and emerging fresh-food businesses share a common challenge: remain relevant while consumer expectations evolve. A recognizable logo or a long operating history is not enough. A brand must consistently give people a reason to choose it again.

Here are ten clues to building a contemporized food brand and winning a larger share of stomach.

1. Purpose: Give Consumers a Reason to Choose You

Why does your brand exist beyond selling food?

The strongest food brands connect their products to a meaningful consumer need, whether that means saving time, creating a family moment, delivering an indulgent treat, providing dependable quality or making an ordinary day easier.

Purpose must translate into the actual experience. A retailer cannot claim to simplify dinner if the consumer must navigate a confusing ordering process, wait too long or assemble a meal that fails to satisfy.

For a grocer, purpose might mean making dinner easier to complete. For a restaurant, it could mean delivering a dependable flavor experience. For a convenience retailer, it might mean providing a fresh, satisfying meal when time is limited.

The test: Can consumers explain why your brand deserves a place in their daily lives?

2. A Story: Make Your Brand Mean Something

Every strong brand has a story, but food brands need more than a founder's biography or an origin tale.

Their story must connect with what consumers experience today.

A brand story might center on a signature flavor, a regional food tradition, an innovative preparation method, a commitment to convenience or a product that solves a recurring meal problem.

Consider the difference between telling consumers that a store sells sandwiches and demonstrating how its freshly prepared sandwiches help people enjoy a satisfying lunch without sacrificing their limited break time.

The product becomes part of the story.

In the Grocerant Niche, the story can be especially powerful because food crosses channels. A recognizable flavor, meal solution or preparation style can create continuity across grocery, restaurant, convenience and take-home occasions.

The test: Is your story memorable enough that consumers will tell it for you?

3. Consumer Interaction: Let the Experience Build the Brand

Advertising can create awareness, but repeated consumer experiences determine whether that awareness becomes preference and loyalty.

Every interaction matters: the first product image seen online, the accuracy of a digital menu, the ease of placing an order, the appearance of the food, the packaging, the temperature, the flavor and the way a complaint is resolved.

The National Restaurant Association's 2025 off-premises research identified speed, customer service, intuitive ordering and payment technology, value offers and loyalty programs as important elements of the takeout, drive-thru and delivery experience.

For retailers, this means the customer journey is part of the product.

A great meal surrounded by a frustrating experience may lose to a competitor offering a comparable meal with less friction.

Invite feedback, monitor repeat purchases and study what consumers actually buy. Do not assume that social media engagement, advertising impressions or a crowded store automatically translate into lasting brand preference.

The test: Does every touchpoint make the next purchase more likely?

4. Trust: Deliver on the Promise

Trust is earned through repeated performance.

Consumers want confidence that a familiar product will taste right, the price will be clear, the food will be handled appropriately and the promised service will be delivered.

Food retailers face a particular challenge because the product is experiential. A picture may attract the first purchase, but taste, freshness, consistency and perceived value influence whether the customer returns.

Trust also requires transparency. If a product is marketed as freshly prepared, the description should accurately reflect the product and its preparation. If a meal is designed for heating at home, the instructions should be clear and practical.

A promotion that creates confusion or a product that repeatedly disappoints can undermine years of brand-building investment.

The test: Can consumers purchase with confidence without needing to second-guess your promise?

5. Consistency: Meet Expectations Every Time

When consumers choose a brand, they buy an expectation.

That expectation may involve portion size, flavor, food quality, speed, availability or price. The brand earns its position when the actual experience repeatedly meets the expectation.

Consistency does not mean a brand must never change. It means changes should improve the experience without destroying the attributes that made consumers loyal in the first place.

For multi-unit operators, consistency requires disciplined execution across locations, employees, digital platforms and dayparts. For manufacturers and retailers, it requires reliable quality, product availability and accurate communication.

In a world of mobile ordering and off-premises dining, consistency must extend beyond the store. Food must remain appealing after packaging, transport and reheating when those are part of the intended experience.

The test: Would a customer receive the experience they expect regardless of when, where or how they purchase?

6. Differentiation: Give Consumers a Reason to Switch

Food is full of look-alike products, similar menus and competing promotions. Differentiation gives consumers a reason to choose one offering over another.

It can come from flavor, preparation, portion size, packaging, customization, speed, convenience, service or the way products are combined into a complete meal.

The important distinction is that differentiation must matter to the consumer.

A new label or an unfamiliar product name is not necessarily meaningful differentiation. A portable breakfast that is easy to eat on the way to work, a family meal bundle that reduces preparation time, or a fresh-prepared side dish that complements a home-cooked entrée can solve a real problem.

The 2025 FMI finding that 53% of Americans combine deli-prepared foods with items from their own kitchens illustrates an opportunity: consumers do not always need an entirely prepared meal. They may need one or two components that make dinner easier to finish.

The test: What can consumers get from you that makes their day, meal or experience meaningfully better?

7. Imitators: Lead Your Niche Instead of Following

Imitation can be evidence that a concept has attracted attention, but being copied does not guarantee leadership.

When competitors introduce similar products, promotions or services, the original brand must continue to innovate and execute.

That is particularly important in the Grocerant Niche, where restaurant menu items can inspire grocery deli offerings, convenience stores can develop restaurant-style prepared foods, and branded packaged products can move into foodservice or retail-prepared meal programs.

The advantage belongs to businesses that understand the consumer problem behind the trend and solve it better, not merely those that launch first.

Build capabilities that are difficult to replicate: dependable sourcing, distinctive recipes, strong execution, consumer insights, convenient packaging, effective merchandising and trusted brand associations.

The test: If competitors copy your latest idea tomorrow, what will make consumers continue choosing you?

8. Market Leadership: Own a Meaningful Consumer Occasion

Market leadership is not simply about having the largest footprint, the most advertising or the most menu items.

A brand can lead by owning a specific need in the consumer's mind.

Think about breakfast on the go, afternoon snacks, a quick lunch, dinner for two, family meal components or a late-night food occasion. Each represents an opportunity to build a distinctive position.

The opportunity is to understand not only what consumers eat, but when, why and under what circumstances they make the choice.

A grocery retailer might own the occasion of completing dinner with fresh-prepared entrées and sides. A convenience store might become the preferred stop for a satisfying breakfast. A restaurant might build loyalty around a distinctive portable meal.

The strategic objective is to become an easy answer when a particular need arises.

The test: For which consumer occasion is your brand the first one people think of?

9. Growth: Evolve Because Consumers Are Not Static

Consumers change their routines, preferences, budgets and expectations. Brands must change with them.

A business that relies exclusively on yesterday's successful products can become less relevant even when its historical performance looks strong.

The challenge is to evolve without losing brand identity.

That may mean developing smaller portions, more flexible meal bundles, new flavor profiles, fresh-prepared options, Heat-and-Eat solutions or digital ordering. It may mean extending a successful product into another daypart or creating new ways for consumers to purchase it.

The data supports continued attention to flexibility. FMI's 2025 research found that consumers increasingly substitute deli-prepared food for restaurant meals and combine prepared food with home-prepared items. These behaviors suggest opportunities for retailers to serve consumers who want control over both the effort and composition of a meal.

Growth requires more than adding products. It requires identifying unmet needs, testing solutions and learning which changes encourage repeat purchasing.

The test: Is your brand evolving with consumers, or expecting consumers to remain loyal to the past?

10. Marketing Presence: Follow the Consumer, Not the Old Playbook

A strong marketing presence is not simply about spending more. It is about being visible, relevant and useful wherever consumers make decisions.

Today, those decisions may begin with a mobile search, a loyalty-app offer, a digital menu, a social post, an online grocery order or a product seen while shopping for something entirely different.

Marketing should connect discovery to purchase and purchase to repeat business.

That requires more than posting content. Retailers need clear product descriptions, appetizing and accurate imagery, easy ordering, understandable offers and a way to measure results.

Promotions should also reinforce the brand's positioning. A discount can generate trial, but constant discounting may teach consumers to wait for a lower price. A compelling meal bundle can communicate value more effectively when the combination itself solves a consumer problem.

The 2025 National Restaurant Association research found that value offers matter to many off-premises customers. Yet price is only one part of the decision: convenience, service and the quality of the experience also affect whether consumers return.

The test: Does your marketing move consumers from awareness to trial, from trial to satisfaction, and from satisfaction to loyalty?

The Grocerant Niche: Where the Battle for Share of Stomach Becomes Visible

The convergence of retail and foodservice is not simply a contest over which business sells the most meals. It is a contest over who can deliver the right food, at the right time, in the right format, at a price the consumer considers worthwhile.

Restaurants have strengths in flavor, menu development, culinary identity and foodservice execution. Grocery stores have strengths in assortment, shopping frequency, ingredients and the ability to combine prepared foods with products from across the store. Convenience stores compete on accessibility, speed and immediate consumption. Warehouse clubs compete through scale, assortment and perceived value.

Other retailers can also use food to enhance a broader shopping experience, extend visits or create additional reasons to return.

No single channel owns every occasion.

The consumer can purchase a prepared entrée from a restaurant, add a grocery deli side dish, pick up a beverage at a convenience store and finish the meal at home. Tomorrow, the same consumer may choose an entirely different combination.

This is why channel labels can obscure more than they reveal. Consumers are not necessarily choosing between a grocery store and a restaurant in the abstract. They are choosing between solutions to a specific need.

The winners will be those that understand the occasion, recognize their real competitive set and make the choice easy.

Three New Insights from the Grocerant Guru®

1. Share of Stomach is earned one occasion at a time.

Stop measuring competition only by traditional industry categories. Map the consumer's breakfast, lunch, snack and dinner decisions. Identify where your brand wins, where it loses and which competitors are solving the same need. The next growth opportunity may come from a retailer you have never considered a direct competitor.

2. Convenience is not just speed; it is the removal of friction.

Consumers value solutions that reduce the effort required to decide, purchase, transport, assemble and enjoy a meal. A well-designed meal bundle, dependable ordering process or complementary RTE and HnE offering can create value without relying exclusively on a lower price. Make the entire eating occasion easier, not merely the transaction faster.

3. The strongest contemporary food brands own a promise, not a channel.

A brand that consistently delivers distinctive flavor, dependable quality, appropriate pricing and useful convenience can earn loyalty across changing consumer routines. Build around the needs your brand serves, then adapt the products, formats and distribution channels required to serve those needs.

The bottom line: The battle for food dollars will continue, but the more important contest is for Share of Stomach. Consumers are dynamic, not static. Retailers and foodservice operators that adapt to those consumers—and make every meal occasion count—will be better positioned to build relevance, loyalty and profitable growth.

For corporate presentations, confidential engagements, educational forums or keynote opportunities, contact Steven Johnson, Grocerant Guru® at Tacoma, Washington-based Foodservice Solutions®.

FoodserviceSolutions.us
LinkedIn: linkedin.com/in/grocerant
Steve@FoodserviceSolutions.us

The Global Grocerant Opportunity: Fresh, Fast, Flavorful Food Is Redefining How Consumers Eat

 

Consumers do not need more complexity in their lives. They need better ways to solve everyday food decisions. That simple truth continues to reshape retail foodservice, restaurants, grocery stores, convenience stores, and the broader food industry according to Steven Johnson Grocerant Guru® at Tacoma, WA based Foodservice Solutions®.

Since Foodservice Solutions® identified the Grocerant Niche in 1996, the central premise has remained consistent: consumers want fresh-prepared, Ready-2-Eat (RTE) and Heat-N-Eat (HnE) foods that combine flavor, convenience, portability, and value. What has changed is the number of businesses competing to satisfy those needs.

Today, a consumer can purchase a prepared meal from a restaurant, grocery deli, convenience store, warehouse club, or another retailer expanding its foodservice offerings. Consumers do not necessarily organize these choices into industry categories. They decide what sounds good, what fits their schedule, what they can afford, and how much effort they want to invest in getting a meal on the table.

That is the opportunity at the heart of the Grocerant Niche.

The Data Are Clear: Prepared Food Is Becoming Part of the Everyday Meal Solution

Consider what recent industry research tells us about the changing food landscape.

According to FMI—The Food Industry Association’s 2024 Power of Foodservice at Retail research, approximately 70.7% of households regularly purchased foodservice products from retail stores. The research also found that 59% of shoppers wanted the opportunity to purchase combinations of prepared foods, including main courses, side dishes, and desserts, at a discounted set price. These findings demonstrate the importance of making meals easier to assemble and purchase. (FMI, 2024.)

The message for retailers is straightforward: convenience is not limited to selling a sandwich or a single prepared entrée. It includes helping consumers complete a meal.

In 2025, FMI reported that the share of consumers choosing grocery deli-prepared foods instead of restaurant meals had more than doubled, rising from 12% in 2017 to 28% in 2025. More than half of Americans, 53%, were also combining deli-prepared foods with items from their own kitchens to create meals. (FMI, 2025.)

By October 2026, FMI's Power of Foodservice at Retail research found that 56% of households combined home preparation with foods prepared outside the home for dinner at least once a week. The report also identified an opportunity for retailers to offer meal bundles, heat-and-eat side dishes, family-size options, and combinations of prepared and grocery items. (FMI, 2026.)

These are not merely statistics about deli sales. They illustrate a larger shift in how consumers participate in meal preparation.

Consumers can prepare an entire dinner, buy a fully prepared meal, or combine the two. They can purchase a protein and prepare the sides, pick up a complete family meal, or select several individual items that reflect different tastes and dietary preferences.

The winning proposition is not necessarily a fully prepared meal. It is the right amount of preparation for the consumer's needs at that moment.

Convenience Has Become a Food Marketing Imperative

Convenience is often discussed as though it simply means faster checkout, drive-thru service, or delivery. The Grocerant Guru® sees a broader opportunity.

Convenience means reducing the effort required to decide what to eat, find the desired food, purchase it, transport it, and serve or consume it.

The National Restaurant Association's 2024 State of the Restaurant Industry report found that 52% of consumers considered restaurant takeout an essential part of their lifestyle. By April 2025, the Association reported that nearly 75% of restaurant traffic occurred through off-premises channels, including takeout, drive-thru, and delivery. Its 2025 research also found that speed, good service, easy-to-use ordering technology, value offers, and loyalty programs were important elements of repeat business. (National Restaurant Association, 2024 and 2025.)

The implications extend well beyond restaurants.

A grocery store with an attractive deli but no coherent meal solution may lose a consumer to a restaurant offering an easy family bundle. A convenience store with excellent coffee but limited fresh-food choices may miss lunch and dinner occasions. A restaurant that excels at flavor but makes ordering, pickup, or reheating unnecessarily complicated may surrender repeat business to a competitor.

The opportunity is to make the complete food experience easier without compromising quality.

That means investing in food packaging that travels well, clear product information, reliable availability, sensible portion choices, convenient ordering, and menus designed for real-life eating occasions.

Portable food is not just food that fits in a container. It is food designed around the consumer's destination, schedule, appetite, and circumstances.

Differentiation Means Familiar Food With a Twist

One of the enduring principles of effective food marketing is that differentiation does not always require inventing an entirely new food.

Often, it means taking something familiar and making it more relevant.

Consumers recognize sandwiches, salads, bowls, pizza, chicken, breakfast items, snacks, and comfort foods. Retailers can differentiate those familiar choices through seasoning, ingredients, preparation, portion size, packaging, accompaniments, or a distinctive flavor profile.

A familiar meal can become more compelling with a globally inspired sauce, a different protein, a regional flavor, a plant-forward ingredient, or a convenient format that makes it easier to eat on the move.

Individualization matters, too. Some consumers want a complete meal, while others want to select their own sides or add a preferred snack. Some prioritize protein; others seek vegetarian options, lighter meals, or familiar comfort food.

The lesson is not that every retailer needs an enormous menu. It is that every retailer needs a clear food proposition with enough flexibility to serve different needs.

Food marketing must begin with the consumer and the occasion—not simply with the products a company already knows how to sell.

Price Matters. Value Is the Bigger Equation.

In a competitive food market, convenience alone will not guarantee success. Consumers still compare prices, portions, perceived quality, and the total effort required to obtain a meal.

The National Restaurant Association's 2025 off-premises research identified value offers as an important purchase motivator. Its findings reinforce the need to make the benefit of an offer clear rather than assuming consumers will pay more simply because a product is convenient.

For Grocerant Niche operators, value can take several forms:

• Price value: A competitive price, meaningful promotion, or well-designed meal bundle.
• Quality value: Freshness, flavor, ingredient quality, and dependable execution.
• Time value: Less shopping, preparation, cooking, and cleanup.
• Choice value: Options that fit different appetites, budgets, and preferences.
• Social value: Food that makes it easier to share a meal with family, friends, or coworkers.
• Portability value: Food that fits the consumer's schedule and destination.

The lowest-priced item does not automatically offer the greatest value. A reasonably priced meal that tastes good, travels well, and requires little additional work can be a stronger proposition than a cheaper item that leaves the consumer to purchase several more ingredients.

Retailers should measure value through the entire meal occasion, not just the shelf price of an individual product.

Retail Foodservice Is Becoming a Destination

The latest data point to another opportunity: retailers can build a reputation around a signature food offering.

FMI's 2026 research found that only about one-third of shoppers considered their primary grocery store known for a particular deli-prepared food item. Rotisserie chicken, roasted chicken, sandwiches, sushi, and pizza were among the products shoppers associated with grocery foodservice departments. The report also found that half of same-day dinner decisions occurred between 3 p.m. and 7 p.m. (FMI, 2026.)

That creates two significant marketing opportunities.

First, retailers can establish a signature item that gives consumers a reason to visit. A recognizable product can become a food destination, encourage repeat purchases, and provide a platform for complementary products.

Second, retailers can align their merchandising with the moments when consumers are making food decisions. Dinner solutions displayed and promoted when shoppers are deciding what to eat may be more relevant than products presented without regard to the occasion.

A retailer does not need to be everything to everyone. It needs to be particularly good at solving selected food needs while offering enough variety to encourage additional purchases.

This is where a disciplined foodservice strategy can turn the deli, prepared-food counter, or grab-and-go department into a destination rather than simply another department in the store.

The Consumer Does Not See Industry Silos

Consumers are not required to remain loyal to a single food channel.

The same person might buy breakfast at a convenience store, lunch from a restaurant, a snack at a grocery store, and dinner from a warehouse club or another retailer. The next day, those choices may change.

The consumer's decision is shaped by the occasion, appetite, budget, schedule, location, and perceived value. Brand preference matters, but it competes with all those other considerations.

This is why the Grocerant Niche is best understood as a consumer-driven food marketplace rather than a single retail category.

Restaurants, supermarkets, convenience stores, warehouse clubs, and other retailers increasingly compete for overlapping meal occasions. Each has different operational strengths, but the competitive question is similar: Can the business offer the food the consumer wants, when it is needed, at a price that feels worthwhile?

For operators and suppliers, this creates opportunities for collaboration, product development, co-branding, new distribution arrangements, and foodservice partnerships. It also demands a willingness to reconsider established assumptions about who owns a customer or a meal occasion.

Consumers migrate. Businesses must adapt.

Is Your Food Marketing Looking Ahead—or Looking Back?

The growth of prepared-food choices does not mean every retailer or every prepared-food product will succeed. Execution matters. Food safety, freshness, consistent quality, labor, waste, packaging, and profitability remain essential.

Nor should every retailer attempt to copy the same menu or the same service model. A convenience store, supermarket, restaurant, and warehouse club have different operating environments and customer expectations.

The strategic opportunity is to identify unmet consumer needs and create food solutions that fit the business's strengths.

Ask yourself:

• Does your food proposition solve a specific consumer problem?
• Are your RTE and HnE products designed for convenience, flavor, portability, and quality?
• Can customers easily combine prepared foods and grocery items to complete a meal?
• Do your price points communicate meaningful value?
• Do you have signature foods that can build consumer awareness and repeat visits?
• Are you competing for the consumer's next meal occasion—or relying on yesterday's channel boundaries?

At Foodservice Solutions®, we believe the next phase of food marketing belongs to companies that understand the evolving consumer and develop products, partnerships, and experiences around the way people actually eat.

The opportunity is not simply to sell more prepared food. It is to make convenient meal participation easier, more appealing, and more relevant.

The Grocerant Niche continues to offer a useful framework for understanding that opportunity. The businesses that put the consumer first, deliver consistently, and make the value proposition clear will be better positioned to earn the next purchase.

Are you looking a customer ahead?

For food marketing strategy, retail foodservice ideation, partnership development, and ways to strengthen your brand's position in the Grocerant Niche, visit FoodserviceSolutions.us.

Steven Johnson is the Grocerant Guru® at Foodservice Solutions®, Tacoma, Washington.

Three Insights from the Grocerant Guru®

1. Consumers migrate to solutions, not silos.
The next meal occasion belongs to the business that best combines flavor, convenience, quality, and price—not necessarily the business that has traditionally owned the channel.

2. Fresh-prepared food is a platform for differentiation, not just another product category.
Signature items, meal bundles, portable formats, and customizable combinations give retailers and restaurant operators practical ways to build relevance, encourage repeat purchases, and earn a larger share of the consumer's food spending.

3. Make the meal easier, and make the value obvious.
Consumers want more than speed. They want food that fits their schedule, budget, appetite, and lifestyle. The brands that remove friction while delivering dependable flavor and quality will be better positioned to win the next purchase.