How have you found the market in 2010?

It is definitely getting more challenging. We have been one of the fastest-growing businesses of the last two years, but that has more to do with our strategy paying dividends than the situation in the rest of the industry. By having a very mixed customer base and product range, we have been able to spread ourselves commercially and benefit from that. In terms of our customers, retail is very important but we have seen massive growth in foodservice, growth in cash and carry and bulk trading as well as exporting.

Six years ago, we were 100 per cent retail but things like foodservice and manufacturing have given us a mixed depth. On top of this, we are quite unique in having a very large acreage, which a lot of our competitors do not have - we have a growing mentality.

Do you think there is any jealousy towards you and your growth in the trade?

Five or six years ago, people saw us as a nice, small company, but now we are much more of a marketing company than we were before. We are very proud of what we stand for. Our competitors are aggressively fighting back and to be honest, we would have been disappointed if they were not.

How has acquiring Taypack Potatoes earlier this year affected the business?

That was a massive thing for us. We are about to launch a huge campaign in Scotland, called On Your Doorstep, which we have already been successful with in Lancashire, Cornwall and the east of England. What I perhaps hadn’t realised was how passionate people in Scotland are about produce.

The UK has not been a big fresh produce exporter in recent years, but do you think there is increased potential in that route to market?

We export a huge amount of produce. A lot of our UK customers have businesses abroad, but we are aware that consumers in different countries are into different products. There is an opportunity to export more and we are starting to send ready-packed Inspire products aboard.

Your work with Gregg Wallace for the Inspire range has been well documented - what does working with high profile figures give businesses?

Gregg stands for British produce and that is important for Inspire. But one brand does not fit all, as much as one variety does not fit all. I have huge respect for Bartlett’s and what they have done with their marketing of Rooster; in ways, they have helped us all, but we will never have their marketing budget. Whenever you get a personality involved with your business, whatever they do ‘off the pitch’ is part of it. Obviously, it’s well documented that Gregg used to be handful in his younger days, but he is getting married now and is a great ambassador for the company.

What are your opinions on the supermarkets and their pricing strategies?

We work very closely with our customers to put promotional plans in place. Our customers want the offer to be good value all the time and we are working hard on that. Everybody blames the retailers, but there are still people going out there giving options that are not commercially viable. Some prices from our competitors do not stack up commercially and they are just trying to buy market share. Thankfully, our customers are seeing through this. It is not sustainable and I’m sick and tired of everyone blaming the retailers. Yes, it’s a big supply challenge but the middlemen have got to start looking at the way they are running their businesses as there is a danger of distorting the market.

What are your thoughts on the West Midlands?

I’m a Midlands boy, born near Solihull. We source a lot of product from the West Midlands. Six months ago, we tried to set up a platform in the region and we will try to do that again and attract grower partners to come on a journey with us. I think at the time people were not ready, but it’s time to bring that back to the table.

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