More than 1,200 jobs have been lost following the collapse of DC London Pie, a major Pizza Hut franchise operator, which has gone into administration. FTI Consulting was appointed as administrator of the company, which operated Pizza Hut dine-in restaurants across the UK, delivery outlets and held the master franchise for dine-in operations in the Republic of Ireland. Following their appointment, joint administrators Matthew Boyd Callaghan, Lindsay Kate Hallam and Christopher Jon Bennett confirmed the immediate closure of 68 dine-in restaurants and 11 delivery outlets. The move has resulted in 1,210 redundancies. In a parallel transaction, 64 Pizza Hut dine-in sites and the Republic of Ireland master franchise were sold to Pizza Hut UK through a pre-packaged deal, safeguarding 1,276 jobs. FTI Consulting said DC London Pie had struggled with “challenging trading conditions” and rising costs, compounded by “material cash flow pressures” linked to tax-related obligations. Matt Callaghan, joint administrator, said: “This transaction provides a stable platform for one of the UK’s best-known dine-in brands, securing the continuation of 64 Pizza Hut sites and importantly preserves 1,276 jobs. The joint administrators will continue to work with employees who have unfortunately been made redundant, to ensure they get the support needed."

In a move aimed at streamlining operations and enhancing growth prospects, The Coca-Cola Company and Gutsche Family Investments have announced the sale of a 75% controlling interest in Coca-Cola Beverages Africa to Coca-Cola HBC. This transaction, valued at approximately $3.4 billion, marks a significant milestone in Coca-Cola's ongoing refranchising strategy and underscores the growing importance of the African market in the global beverage landscape. CCBA stands as the largest Coca-Cola bottler on the African continent, operating across 14 countries and accounting for about 40% of Coca-Cola's product volume sold in Africa. Coca-Cola HBC, a key bottling partner with operations in 29 countries, will acquire 41.52% of Coca-Cola's existing 66.52% stake in CCBA, along with GFI's 33.48% share. This divestiture aligns with Coca-Cola’s broader refranchising efforts, which have seen the company reduce its bottling investments from 52% of consolidated net revenue in 2015 to just 5% following this latest transaction. The move is indicative of Coca-Cola's strategy to focus on its core competencies in marketing and brand management while leveraging the operational expertise of strategic bottling partners like Coca-Cola HBC. Henrique Braun, Coca-Cola's executive vice president and chief operating officer, said: “Coca-Cola HBC is a strong and valued bottler that will help usher in the next chapter of growth for CCBA”. Braun also highlighted the bottler's impressive track record in expanding market share in key African territories such as Egypt and Nigeria. The Gutsche family, through GFI, will maintain its involvement in the Coca-Cola ecosystem, having played a role in developing the Coca-Cola brand across Southern and Eastern Africa for over 80 years. Philipp Hugo Gutsche, GFI chairman, added: “Coca-Cola HBC is the ideal partner to carry the CCBA business forward and realise their shared vision for the Coca-Cola system on the continent”. Upon completion of the acquisition, Coca-Cola HBC will control two-thirds of the total Coca-Cola system volume in Africa, reaching over 50% of the continent's population. Zoran Bogdanovic, CEO of Coca-Cola HBC, noted: “With almost 75 years of experience in Nigeria and our successful acquisition of Coca-Cola’s bottling business in Egypt in 2022, we see huge growth opportunities in Africa”. Coca-Cola HBC plans to use its extensive experience and bespoke capabilities to further enhance CCBA’s operations, drive sustainable growth, and increase per capita consumption of Coca-Cola products in the region. The transaction is expected to close by the end of 2026, pending regulatory approvals. As part of its commitment to the African market, Coca-Cola HBC will pursue a secondary listing on the Johannesburg Stock Exchange, reinforcing its dedication to local operations. The financial advisory roles in this transaction were filled by Rothschild & Co for Coca-Cola, while Goldman Sachs and UBS acted as financial advisers for Coca-Cola HBC.

Evoca Group has unveiled the Gaggia G100, a compact bean-to-cup coffee machine and the first model in its new G-Line range. The launch brings together all of the company’s bean-to-cup, tabletop and super-automatic coffee machines under the Gaggia brand. The G100 is available in two versions: a powdered-milk model, previously known as Kometa, and a fresh-milk version that replaces La Brillante. Both are fitted with precision grinders and a self-adjusting system to ensure consistent drink quality across the menu. At 31cm wide, the G100 is designed for compact environments such as hotels, restaurants and offices serving up to 100 cups a day. It features a 7-inch touchscreen that guides users through drink selection, making it suitable for self-service or front-of-house set-ups. The machine’s design also simplifies maintenance. It includes an automatic milk-cleaning cycle, an easily removable brewing group and a coffee waste bucket that can be emptied without removing the drip tray. The G100 is compatible with Evoca Digital Services, allowing remote monitoring, telemetry and software updates.

PepsiCo has inaugurated a new beverage canning line at its Dragomirești-Deal plant in Ilfov County, Romania, following an $8.5 million investment. The canning line is said to be the only one of its kind in the Eastern Balkans region, marking a major milestone in PepsiCo’s investment in Romania. With seven production lines now in operation, the Dragomirești-Deal plant’s annual production capacity has been boosted to over 500 million litres of beverages, 15-20% of which will be exported. The new line supports 250ml, 330ml and 500ml packaging formats, covering the entire beverage portfolio of PepsiCo East Balkans: Pepsi, Mirinda, 7UP, Mountain Dew and Lipton. It is designed for high efficiency, with a capacity of up to 1.5 million cans per day. The new production line is integrated into the plant’s logistics flow through automated guided robots, which handle and store pellets. As a result, the product undergoes a fully automated process, from filling to loading on trucks. According to the beverage giant, the carbon footprint of the line is reduced by 210 tons of CO2 annually compared with conventional canning lines. Additionally, water consumption is reduced by around 20%, while electricity and natural gas usage will also decrease ‘considerably’. In 2023, the company also commissioned the most automated bottle filling line in its European portfolio following a $13 million investment. Radu Berevoescu, general manager of PepsiCo East Balkans, said: “This investment marks a new stage in the modernisation and development of our operations in Romania. Beverages produced in Dragomirești-Deal reach consumers in seven markets, positioning us as a strategic production and distribution hub for Central and Southeastern Europe.”

From alt-milk to mobile ordering, there has never been a better time to purchase beverages out-of-home (OOH). For operators, however, keeping up with consumer expectations requires flexibility, technological nous and a keen eye for trends. Here, a number of key players in the automated coffee machine sector share privileged insights on the latest developments in OOH beverages. L-R: Daniele Foti, Stephen Mills, Courtney Jones and Mario Fracasso. What do today’s consumers expect from their OOH beverages? Daniele Foti, vice president of marketing, Lavazza North America: Today’s consumers are looking for variety and personalisation in every cup. From flavoured coffees and plant-based milks to both hot and iced options, beverages have become more than a routine: they’re an experience. People are increasingly treating their daily coffee or tea as a moment of indulgence, especially when away from home. Stephen Mills, national account manager, Franke Coffee Systems UK: Consumer expectations can vary depending on the setting. In self-served environments, the priority is often speed and convenience with guaranteed taste, while served environments also appreciate added barista flair and engagement. Either way, whether it’s a fullyautomatic or semi-automatic coffee machine, customers demand and expect barista-grade quality at every stage of the drink creation process. Courtney Jones, marketing activation manager, Nestlé Professional: What we’re seeing is a fundamental shift in consumer expectations. When it comes to coffee, students and young consumers want a quality experience that aligns with their values. They’re willing to pay more for better quality, but they also expect innovation, sustainable practices and familiar brands they can trust. It’s about creating that perfect balance between premium experience and accessible pricing. Rheavendors representative: Today’s consumers are increasingly looking for both quality and personalisation when it comes to OOH beverages. They want their drinks to taste as good as those from their favourite cafés. Moreover, we’ve seen how the growing focus on health and sustainability is shaping purchasing behaviour. More people want their drinks to reflect their lifestyle choices. Mario Fracasso, global marketing manager, Schaerer: As consumer expectations rise, quality and consistency have become non-negotiable for OOH beverages. The flavour, aroma and texture must be reliably excellent. Personalisation is also crucial: today’s consumers love tailoring their drinks to their mood and lifestyle. We are also seeing growing demand for reduced-sugar options, clean label ingredients and non-dairy alternatives and functional beverages. Furthermore, OOH customers highly value speed, digital convenience and innovation. Whether it’s mobile ordering, contactless payment or coffee machines that ‘remember’ past orders, frictionless service enhances the overall experience. And novelty counts: signature drinks, limited editions and eyecatching presentations create excitement and brand loyalty. What are the most popular hot beverages in an OOH setting? Mario Fracasso, Schaerer: Classics such as caffè latte, cappuccino, flat white and americano consistently top the charts thanks to their familiar, comforting flavours and the perception of high-quality. In markets with a deeply rooted coffee culture – think Italy, Spain or France – a robust, wellcrafted espresso remains indispensable. We also see that hot chocolate never goes out of style, especially in family-friendly locations and travel settings. Speciality and seasonal drinks, such as matcha lattes or gingerbread lattes, offer a great way to spark engagement, attract new customers and keep menus feeling fresh. Rheavendors: The most widespread OOH hot beverages remain classics like espresso and cappuccino. We have also seen an increasing interest in plant-based alternatives and wellnessdriven drinks such as matcha, fruit sodas and collagen shots. Our rhTT1 and rhMM2 machines work in tandem to serve fresh milk beverages, including plant-based options. Daniele Foti, Lavazza: We’re seeing a rise in caramel- and vanilla-flavoured coffee beverages, often paired with oat or almond milk. According to the National Coffee Association’s Spring 2025 Report, flavoured coffee is now the second most popular choice among single-serve machine owners, up 4.1% from last year. The flavour trend also builds on the growth of flavoured lattes, cappuccinos and other speciaility (espresso and non-espresso based) coffee reaching past-day penetration of 46% in January 2025, the highest level recorded since 2020. Stephen Mills, Franke: In terms of popularity, the modern-day beverage menu is constantly evolving. Traditional coffee drinks such as espresso and cappuccino remain long-standing customer favourites, alongside growth in areas like hot chocolate and decaf for those seeking an alternative to caffeinated drinks. How have the preferences of younger consumers, particularly Gen Z, changed the OOH market in recent years? Courtney Jones, Nestlé: Gen Z students are demanding year-round cold beverages, completely debunking the myth that cold drinks are seasonal. Students now expect iced options throughout the year, regardless of weather. They’re also gravitating toward blended and indulgent options. Their sustainability-first mindset is unprecedented, and plant-based alternatives are important to students. They demand menu variety, showing an expectation for constant innovation and newness. Daniele Foti, Lavazza: Gen Z has reshaped the beverage landscape, preferring to drink speciality coffee vs. traditional as they are focused more on variety, personalisation and individuality. They customise their drinks with syrups, milk alternatives and toppings to create a unique experience. Gen Z’s love for iced lattes, sweet flavour profiles (like mocha and caramel) and visually appealing drinks, often inspired by social media, pushes providers to think beyond the standard cup of coffee. Cold coffee demand continues to climb, even in winter, with 30% of 19-24-year-olds and 39% of 25-39-year-olds enjoying at least one cold coffee in the past week (NCA, Spring 2025). Stephen Mills, Franke: Cold drink options such as iced coffee and matcha are year-round favourites among many Gen Z consumers. Younger consumers also tend to be more adventurous, opting to try new beverages in OOH environments, as well as choosing alt-milk and paying extra for different blends. It’s also worth acknowledging Gen Z’s role in the ‘low and no’ movement, with many reducing – or cutting out entirely – their alcohol consumption, making coffeebased beverages an appealing alternative in OOH settings. Rheavendors: Gen Z OOH beverage preferences go beyond flavour: they seek customisation, ethical sourcing and a strong connection to personal values like sustainability and wellness. But what truly sets them apart is their comfort with digital, interactive environments. Connected machines, with large and dynamic touchscreens capable of playing videos and animations, create a truly multisensory moment. Ordering becomes a form of entertainment: users can choose their drinks while being guided or inspired by engaging content on the display. Mario Fracasso, Schaerer: Gen Z consumers crave creativity and customisation as well as cold drink options like iced lattes, cold brews and flavoured fusions. They look for ethically produced options and drinks that support their wellbeing without compromise. A particularly notable shift is the strong preference for plant-based milk alternatives, such as oat, almond and coconut. They are increasingly becoming the default choice rather than just an option. Many Gen Z coffee lovers see plant-based drinks as healthier, more sustainable and better aligned with their values. Furthermore, Gen Z is highly digital. They expect seamless ordering, relevant app experiences and shareworthy drinks that turn their daily coffee into a social or online moment. How can OOH providers offer value to consumers when at-home machines are becoming more common? Stephen Mills, Franke: At-home coffee machines skyrocketed into the spotlight during COVID, when consumers had to seek alternatives to their usual coffee shop outings. This led to people having the opportunity to be adventurous, from trying different coffee blends to practising latte art with alt-milk types. This legacy of adventurous behaviour continues today, with many consumers looking to replicate their at-home beverage while out and about. It’s a great opportunity for businesses, as they can capture target audiences seeking a quick, convenient and just as delicious drink in out-of-home settings. For businesses to achieve a competitive edge over at-home coffee machines, they must take three factors into account: speed (especially in high-traffic areas, where queue times can impact lost sales), quality (both in terms of the drink ordering process and end result) and diversity (a wide-ranging menu with customisation opportunities, such as alt-milk types and syrup flavours). By doing so, businesses can go above and beyond what’s possible for consumers at home. Mario Fracasso, Schaerer: OOH providers offer value through constant innovation. Thanks to stateof-the-art coffee machine technology they can offer novel drinks, seasonal specials, global flavours and functional ingredients that go far beyond what most people can prepare at home. Schaerer machines are equipped to deliver superior espresso extraction, advanced milk foaming and multi-ingredient recipes at a scale and consistency that home set ups can’t match. Convenience is another major value. Busy lifestyles call for readyto-go-beverages – no prep, no clean-up, just great coffee whenever and wherever consumers need it. Features such as mobile ordering, loyalty apps and personalised recommendations create quick, frictionless experiences. As technology continues to evolve, it enables us to deliver hyperpersonalised experiences. For example, machines that remember guest preferences or AI-driven suggestions give providers lasting relevance in a rapidly changing world. Courtney Jones, Nestlé: Our research reveals that OOH providers can compete effectively with at-home solutions through strategic value creation. Loyalty programmes emerge as the top value driver, with 30% of students citing them as the primary offer that would encourage more coffee purchases, ahead of meal deals at 28%. Strategic meal deal positioning is crucial, as 97% of students consider branded coffee drinks important in meal deals, with one in three saying it’s essential – this creates value perception beyond just the beverage itself. Providers should also consider affordable premium options, such as Nescafé Freshly Ground Self Serve Coffee Machines, to compete with high street brands while maintaining quality expectations. Crucially, 21% of students are drawn to unique options they can’t find elsewhere, suggesting campus venues can offer experiences that home machines simply cannot replicate through social interaction, convenience and exclusive offerings. Rheavendors: Rhea’s machines don’t compete with the home coffee corner; we design and deliver solutions that enhance the moments spent away from home, transforming them into premium experiences. We excel in both attended and unattended environments, including hybrid formats, where automation plays a crucial role. Our machines are designed to deliver gourmet-level quality efficiently, making high-end beverages accessible even in high-traffic or self-service locations. For businesses, Rhea tailor-made machines are a powerful tool to create loyalty, elevate brand perception and foster meaningful moments between colleagues, clients or guests. Daniele Foti, Lavazza: People have grown used to experimenting with their beverages at home and now expect the same freedom and flavour wherever they go. For OOH providers, that means creating spaces that feel like an extension of consumers’ home coffee routines. Whether it’s a breakroom with milk alternatives and flavoured syrups or technology that supports custom orders without extra effort, it’s all about putting choice into the consumer’s hands. The most successful workplaces are those that let employees personalise their drinks, from cold foams to frothy oat lattes, just how they like them. How can automated systems help meet demand for customisable hot beverages? Stephen Mills, Franke: Franke’s A line coffee machine range is modular, meaning that businesses can pick and choose exactly what they need. For example, while alt-milk was © 2025 FoodBev Media Ltd. Reproduced with the permission of FoodBev Media – www.foodbev.com originally designed for consumers with allergies and intolerances, it’s since become a popular choice among millennials and Gen Z. The SB1200 coffee machine features IndividualMilk Technology to avoid cross-contamination between dairy and alternative milk options from storage to cup. Franke also offers countertop and undercounter flavour stations, with up to six syrups available to enhance flavour and satisfy customers’ sweet-tooth cravings. Mario Fracasso, Schaerer: Schaerer focuses on enabling operators to excel at the basics of a speciality coffee menu, such as cappuccino, flat white, lattes and americano, while also providing the tools to diversify their offerings. Countless individual recipes for coffee specialities can be programmed and saved in Schaerer coffee machines. When installing the machine on site, we talk to our customers about their individual beverage requirements and, of course, advise them on trends and how these can be reflected in the machine’s beverage menu. Our professionals then set up the basic parameters for the desired drinks, whether with milk or milk alternatives; with various consistencies of milk foam; hot or cold; with syrup or other customer requests. The preset recipes can be further customised by staff or, in the case of self-service concepts, by guests, who can adjust their coffee strength or portion size. Daniele Foti, Lavazza: Flavia brewers, including the Creation 600 and 300, are designed with flexibility in mind. Our jet technology lets users froth dairy or plant-based milks directly into the cup, with no steam wand or clean up required. It is also designed to avoid allergen or taste transfer. For those who love flavour, we recently launched the Lavazza Latte line (Vanilla, Classic, Mocha) for easy, single-pack lattes at work, and new Lavazza Caramel for a flavoured coffee option. These offerings reflect a broader trend: 55% of Americans now enjoy espresso-based drinks like lattes weekly (NCA, 2025 Specialty Coffee Report). To meet growing demand for bigger beverages, our new Aroma Brewer pairs with the Lavazza Momento 12oz Freshpacks, perfect for travel mugs and on-the-go sipping. How can operators ensure consistently high quality? Mario Fracasso, Schaerer: Automated beverage solutions play a vital role in ensuring consistently high quality with every cup. By combining real-time data monitoring via Schaerer Coffee Link and intelligent process controls, Schaerer Coffee Machines manage every aspect of beverage preparation. In combination with preset recipes for each coffee specialty, this reduces human error and guarantees that each beverage meets the highest standards of taste, aroma and appearance – regardless of who is ‘pushing the button’. As a result, guests can be confident that their experience will be exceptional, every time. Importantly, automation also helps operators to overcome staff shortages and the challenges posed by untrained personnel. With their intuitive controls and user-friendly interfaces, Schaerer coffee machines can easily be operated by anyone, even without extensive training or onboarding. This enables businesses to maintain efficiency and beverage quality, even when experienced staff are in short supply, making high-quality service accessible for all operators in a rapidly changing hospitality landscape. Courtney Jones, Nestlé: The key to quality consistency lies in addressing the significant gap our research identified between what students expect and what they’re currently receiving. Only 41% of campus caterers rank coffee bean quality as most important, while 40% of students say campus coffee doesn’t taste great. Automated solutions can bridge this gap through consistent preparation methods and standardised recipes. Taking advantage of training programmes offered by branded coffee suppliers helps maintain consistency across wide drinks ranges, while brand partnerships provide additional benefits, since 78% of campus caterers recognise that branded coffee products are important to students. Automated systems from established brands can deliver the consistency and quality students expect while ensuring familiar taste profiles that replicate the high street experience that students crave. Rheavendors: Today’s consumers expect the same coffee quality they find in speciality cafés anywhere and anytime. We are able to satisfy this request by combining precision engineering, advanced brewing technology and intelligent software. Our automated solutions guarantee premium quality, following exact recipes and parameters every time, ensuring that each beverage meets the same standard of taste, temperature and quality. Our machines also include control systems that monitor performance in real time, flagging issues before they affect the user experience. Maintenance alerts and self-cleaning functions further reduce the risk of downtime or hygiene problems. Thanks to telemetry, we can offer remote diagnostics and updates, allowing our clients to keep their machines performing at their best with minimal intervention. Our induction heating system, Varitherm, adjusts the water temperature for each recipe even within the same beverage, ensuring perfect infusion and temperature layering. Unlike traditional boiler systems, Varitherm is highly energy-efficient and plays a vital role also in milk-based preparations: it heats milk indirectly, preserving its freshness and taste without using steam and works equally well with dairy or plant-based alternatives. Daniele Foti, Lavazza: Flavia’s technology ensures each drink is precisely brewed, with our pack-to-cup process designed to eliminate taste transfer between drinks. Our proprietary Freshpacks act as sealed, single-use brewing chambers that maintain freshness until the moment of extraction. No shared lines. No lingering flavours. Just a clean, consistent brew every time. Barcodes on each pack guide the system’s temperature, pressure and brew time, so your chai, coffee or cocoa is always prepared just the way it should be. That means maximum freshness, consistency and convenience, no matter the setting. Stephen Mills, Franke: iQFlow, our intelligent coffee extraction technology, allows operators to customise multiple flavour profiles for their coffee beans. This achieves full aroma, flavour and body from each roasted bean, with minimal variance from cup to cup. Another factor in ensuring consistently high-quality beverages is machine cleanliness and hygiene. Franke’s integrated cleaning systems fit seamlessly into day-to-day operations, being programmable for quieter times of the day with minimal staff involvement required. For businesses seeking a 360-degree view of their coffee machine fleet’s financial and operational performance, Franke Digital Services (IoT) can help. Businesses are able to analyse each coffee machine in real-time, monitoring insights that really matter (such as drink popularity and peak times), alongside deploying limited-time offer adverts via the touchscreen menu. By learning about customer preferences and updating the beverage menu accordingly, businesses can continuously improve and adapt to evolving demands – and ultimately stand out from the competition.

Krispy Kreme has opened its first store in Madrid, Spain. The store is part of a minority interest joint venture with Glaseados Originales. The Madrid store is the first of several planned in Spain, where the company aims to open more than 50 locations over the next four years. Two additional stores in Madrid are expected to open before the end of 2025, with future expansions planned in Barcelona, Valencia, Málaga, Zaragoza and Bilbao. Five of the locations will serve as combined retail and production hubs. Krispy Kreme CEO Josh Charlesworth said: “We’re thrilled to introduce Krispy Kreme’s iconic, fresh-made doughnuts to Spain. Partnering with Glaseados Originales not only strengthens our international presence with a highly experienced local operator but also reinforces our commitment to scaling efficiently through our franchise model that supports sustainable, profitable growth.” Krispy Kreme also plans openings in Brazil and Uzbekistan. In São Paulo, two stores are scheduled through a joint venture with AmPM, a subsidiary of Ipiranga. One will follow the brand’s new store design, while the other will be a smaller kiosk. Both will offer local and core flavours. In Uzbekistan, the company will open its first store in Tashkent through a franchise agreement with Food Town Logistics-Group, with plans for more than 70 locations in the next five years. Charlesworth added: “As we grow our international presence, we’re focused on sharing the joy that is Krispy Kreme with more people, in more places. From Spain to Brazil to Uzbekistan, we love seeing the excitement from fans around the world as they enjoy our fresh, delicious treats."

Pepsi has added a new Gingerbread flavour to its Zero Sugar cola range in the UK, ahead of the festive season. The limited-edition flavour was announced by PepsiCo’s UK manufacturing partner Carlsberg Britvic this week, now available exclusively in Tesco stores nationwide. Aiming to boost festive sales for the brand, the seasonal NPD combines the classic taste of Pepsi cola with familiar ginger, cinnamon and vanilla flavours that are synonymous with Christmas. In addition to tapping into consumer interest in nostalgic and seasonal options, the launch of Pepsi Gingerbread follows research showing that indulgent options and rich flavours are growing in popularity, while soft drinks continue to be viewed as affordable treats. The limited-edition cola is rolling out in a variety of formats, including 500ml (RRP £2.15), 600ml (RRP £2.25), 2-litre (RRP £3.75) and eight-can multipacks (RRP £6.89). The innovation aims to cater to a range of soft drinks occasions through the seasonal period, from nights in to on-the-go outings and festive celebrations.

Liquid Death has announced the appointment of Ricky Khetarpaul as chief financial officer. Ricky Khetarpaul With over 20 years of experience in the beverage industry, Khetarpaul's leadership is expected to bolster Liquid Death's ambitious growth plans as the company expands into new categories, including the lucrative energy drink segment. Khetarpaul joins Liquid Death from Health-Ade, where he played a pivotal role in steering the brand to become the top-performing kombucha label in the market. His experience encompasses key positions at prominent beverage companies such as Lavazza North America and PepsiCo, where he managed substantial revenue portfolios and contributed to significant brand scaling. Mike Cessario, founder and CEO of Liquid Death, said: "As we enter this next chapter of scale across all of our categories, Ricky will play an instrumental leadership role". Khetarpaul's appointment comes at a critical time for Liquid Death, which has successfully established itself in the mountain water and flavoured sparkling water categories. The company is now poised to leverage its entertainment-driven marketing strategy to capture market share in the $23 billion energy drink sector, anticipated to launch in 2026. Liquid Death has distinguished itself through innovative marketing tactics that resonate with health-conscious consumers. The brand's unique approach has made it one of the fastest-growing ready-to-drink tea among the top ten brands, significantly outpacing category growth. Notably, its recent product launches, including the limited-edition Cereal Criminal collaboration with Fruity Pebbles, have set new records in consumer engagement and sales. The company's success can be attributed to its focus on sustainability and health, packaged in an entertaining format that appeals to younger demographics. Liquid Death is also enhancing its distribution capabilities, recently announcing a partnership with Big Geyser, one of the largest non-alcoholic beverage distributors in the US. This agreement is expected to solidify the brand's footprint in key markets, particularly New York, which is crucial for beverage sales. Khetarpaul’s background in building national retail distribution networks will be vital as Liquid Death aims to expand its presence across convenience stores, grocery chains and entertainment venues. The brand has already established strategic partnerships with Live Nation and MSG, facilitating the sale of its products at major events and venues.

Nestlé is set to reduce its workforce by 16,000 positions, representing approximately 6% of its global staff, as new CEO Philipp Navratil accelerates a strategic turnaround for the Swiss food giant. The company announced these cuts will take place over the next two years, coinciding with a heightened focus on cost efficiency and operational effectiveness. In a statement released today (Thursday 16 October 2025), Navratil highlighted the need for rapid adaptation in a changing market landscape. "The world is changing, and Nestlé needs to change faster," Navratil commented. "This will include making hard but necessary decisions to reduce headcount over the next two years. We will do this with respect and transparency." This decision comes as part of a broader initiative to enhance profitability, with the company raising its cost-saving target from 2.5 billion Swiss francs (approx. $2.8 billion) to 3 billion francs (approx. $3.7 billion) by the end of 2027. Navratil, who previously led the Nespresso division, was appointed CEO last month following the ousting of Laurent Freixe , who was removed amid a scandal involving personal conduct. The leadership shakeup also saw chairman Paul Bulcke resign earlier than planned , with former Inditex CEO Pablo Isla stepping in as his successor. This transition has created a period of uncertainty within the company, known for its traditionally stable corporate culture. The new leadership faces the dual challenge of reviving volume growth while addressing governance issues that have surfaced in recent months. Although Navratil has indicated he will largely continue Freixe’s strategic direction, stakeholders are keenly watching for any additional insights into his plans for revitalising Nestlé's brand portfolio and market presence. Despite the impending job cuts, Nestlé reported stronger-than-expected third-quarter sales, attributed to higher prices and increased product volumes. This performance suggests that the company is experiencing a rebound in demand, albeit alongside significant operational restructuring.

Venkie Shantaram Swiss self-serve retail company Selecta Group has appointed Venkie Shantaram as its new chief executive officer, following a leadership transition period led by Michael Rauch. Michael Rauch, who has been interim CEO since May 2025, will now step down after helping the company through the transition. The board thanked him for his “professionalism and commitment,” saying he played a key role in keeping things steady during the search for a new CEO. Shantaram, who starts immediately, has more than 30 years of experience leading large teams and improving business performance. He previously led Compass Group’s Europe & Middle East division, where he managed 130,000 employees across 25 countries and achieved strong growth and better customer results. More recently, he worked with Morgan Stanley Infrastructure Partners, helping businesses strengthen their operations and long-term performance. The board said Shantaram’s experience and people-focused approach will help lead Selecta into its next stage of growth. Venkie Shantaram, CEO of Selecta Group, said: “I’m honoured to join Selecta at such an exciting stage in its journey. The company’s commitment to quality, innovation and customer care truly stands out. I look forward to working closely with our talented teams to build on this strong foundation – and to continue delivering outstanding value to our customers and partners across Europe.”

Activist investor Starboard Value has taken a stake in Keurig Dr Pepper, coinciding with the company's announcement of its plan to acquire European coffee maker JDE Peet's for approx. $18 billion. This latest development, first reported by the Financial Times , follows KDP's announcement in late August regarding the JDE Peet's acquisition , which aims to enhance KDP's coffee portfolio amid increasing competition in the speciality coffee market. The acquisition is expected to lead to the separation of the merged entity’s coffee operations from its other beverage businesses, creating two distinct US-listed companies. This restructuring is intended to improve focus and operational efficiency, particularly as JDE Peet's will be delisted from the Amsterdam stock exchange following the merger. Keurig Dr Pepper's stock experienced a modest uptick of nearly 3% on Monday, rebounding slightly after a significant decline of approximately 24% since the acquisition announcement. The market's reaction reflects investor concerns about the strategic implications of the deal and its potential impact on KDP's long-term growth trajectory. While the exact size of Starboard's stake remains undisclosed, the hedge fund has engaged in private discussions with KDP's management, focusing on enhancing operational execution and restoring investor confidence. Unlike typical activist campaigns, Starboard's approach appears to be collaborative, aiming to align with management on strategic priorities rather than pursuing a public confrontation. The backdrop of this investment is particularly noteworthy given the recent challenges faced by KDP, including rising costs and increased competition in the beverage market. As consumer preferences shift toward premium coffee products, KDP's acquisition of JDE Peet's positions the company to capitalise on this trend, though it also raises questions about integration and execution risks.

Nuova Simonelli has launched Appia Viva, the newest version of its long-running Appia espresso machine range. The model has been developed to simplify day-to-day operations for baristas and improve consistency in coffee preparation. Appia Viva includes updates aimed at both workflow and sustainability. The machine features the company’s Soft Infusion System (SIS), which helps stabilise extraction, and an E-Milk system for automatically frothing dairy and plant-based milks. Up to four recipes can be pre-set and adjusted to suit different drinks. A new feature, C-Automation (Coffee Automation), allows communication between the espresso machine and grinder to monitor output and guide grind adjustments. According to Nuova Simonelli, this helps standardise results and reduce waste. The machine is available in several formats, including two- and three-group versions, a compact model and a single-group option. The XT model adds a touchscreen display for programming drinks and cleaning cycles, while all versions have a redesigned control panel. Energy use has been lowered by about 7% compared with the previous Appia Life model, through the addition of an insulated boiler and an optimised hydraulic circuit. Viva Grinder The company says Appia Viva is intended for coffee shops, restaurants and chains looking for a machine that balances ease of use, quality, and efficiency. Appia Viva will be shown at HostMilano, where it will appear alongside the new Viva Grinder. The grinder, which can connect directly to the machine through C-Automation, has a stainless-steel body, micrometric grind adjustment and 65mm or 75mm burrs.