Premier Foods revisits M&A with The Spice Tailor acquisition
CEO Alex Whitehouse says the deal will “leverage” Premier Foods’ branded growth model.
By Simon Harvey

Premier Foods has struck for UK-based meal-kits firm The Spice Tailor, marking the Mr Kipling cake brand owner’s first full-fledged acquisition in more than a decade.
The GBP43.8m (US$52.7m) purchase of privately-owned and London-based The Spice Tailor also represents CEO Alex Whitehouse’s M&A debut since he took the helm in 2019.
London-listed Premier Foods said the acquisition of The Spice Tailor, founded by Anjum and Adarsh Sethia, is “highly complementary” to its cooking sauces brands Sharwood’s and Loyd Grossman as consumers continue the pandemic-related trend of cooking more at home, along with an appetite for “premiumisation and authenticity”.
The Spice Tailor supplies products based on cuisines from India and south-east Asia, to the major UK supermarkets. Premier said it has been expanding at a CAGR of 20% over the past four years and is expected to post revenue in the 2022/23 financial year of GBP17.3m.
For the year ended 31 March 2021, The Spice Tailor reported profit before tax of GBP700,000. Key markets for the business are the UK and Australia, accounting for respective revenue portions of 58% and 35%. The company’s products are mainly manufactured in India.
As well as in the UK, Premier Foods also has a presence in Australia, along with supplying Canada and Ireland.
Whitehouse, who heads a business manufacturing branded and private-label products, said: “The acquisition is well aligned to our growth strategy and we see a clear opportunity to build on the excellent track record of The Spice Tailor by leveraging the elements of our proven branded growth model.
“This acquisition represents a highly complementary geographical fit, and we see significant potential to expand The Spice Tailor’s distribution in all our target markets.”
Premier Foods last instigated a full-fledged acquisition in 2006, when it bought fellow UK food maker and Mr Kipling owner RHM under the watch of then CEO Robert Schofield. The deal marked a spate of M&A activity over the course of two years.
Also in 2006, Premier Foods struck for the UK and Irish business of US-based Campbell Soup Co., inheriting the Oxo, Batchelors, HomePride and Fray Bentos brands.
The previous year, Premier Foods acquired UK snacks and tofu maker Cauldron Foods and Marlow Foods, the owner of the vegan brand, Quorn. Both of those businesses were later sold to Exponent Private Equity. Also in 2005, the company purchased the Bird’s Custard and Angel Delight names from what was then Kraft Foods.
Away from full acquisitions, the most recent transaction struck by Premier Foods was Knighton Foods in 2016, when it bought the 51% stake it did not already own in the powdered drinks and desserts business.
The Spice Tailor’s founders added: “We’re very pleased that The Spice Tailor will become part of Premier Foods and are looking forward to unlocking further growth for the brand, which we have nurtured since its inception. We see Premier, with their track record of brand investment and strong commercial relationships, as the perfect fit for The Spice Tailor, driving it onto the next stage of its evolution.”
The business supplies Tesco, Sainsbury’s, Morrisons, Asda, Waitrose, and The Co-op, while also selling its products online. The Spice Tailor could earn an additional payment from Premier Foods based on future performance.
“Additional consideration above the enterprise value of GBP43.8m is structured over a three-year timeframe from year ending 30 March 2024, dependent on future sales growth and subject to a maximum cap of total consideration (comprising initial consideration and additional consideration) of GBP72.5m,” Premier Foods said in a stock-exchange filing today (25 July).
A pipeline deal had widely been expected for Premier Foods under Whitehouse’s leadership. Presenting year-end results to 2 April in May, the CEO reiterated he was eying bolt-on acquisitions.
Martin Deboo, a managing director at investment bank Jefferies, wrote today: “The GBP44m acquisition of The Spice Tailor … looks well-judged and consistent with the strategy of capital allocation to higher-growth bolt-ons in related categories, without prejudice to the de-leveraging pathway. This, plus the better-than-expected Q1, continues to keep us interested.”
Long considered a so-called zombie-case because of overhanging debt, largely due to pension funds from the RHM acquisition, Premier Foods said the meal-kits deal does not digress from the longer-term target to cut leverage to 1.5 times, measured by debt to EBITDA, compared to 1.7 times in its most recent full fiscal year.
Deboo added: “While RHM presaged over a decade of crisis and zombiefication, this current move looks much less risky, and much more astutely judged.”
Premier Foods reported first-quarter results last week. Sales climbed 6% to 2 July to GBP197m, with branded growth of 4.2%. The company has, in recent months, alluded to private label becoming less of a priority.
“We’re no longer chasing after very margin-thin private-label contracts because, obviously, the focus of the business is on continuing to build the brands,” CFO Duncan Leggett explained in November.
Last year, Premier Foods reported sales of GBP900.5m, a decline of 3.6% due to the elevated pandemic-related demand in the previous 12 months. Over a two-year horizon, sales were up 6.3%.
Trading profit was flat at GBP148.3m but was up 11.9% over two years. Adjusted profit before tax climbed 11.4% on a one-year basis and rose 37.6% over two years to GBP128.5m.
Premier Foods shares were up more than 3% in London today after the deal announcement.
Darren Shirley, a retail and consumer analyst at investment group – and Premier Foods’ house broker – Shore Capital, wrote: “We warmly welcome the deal, which augments Premier’s strength in the category and complements internationalisation, hand-in-glove stuff. If this sets the tone for future such activity, then bright days are ahead, and the equity rating should expand.”
Shirley added: “Spice Tailor is an immature label to us that Premier, through its distribution and brand management capabilities, has the potential to materially expand in the medium term. Given the base, the acquisition to sales price is high at 2.5 times. However, we sense Premier ’s medium-term ambitions for the brand are considerable, and so the sales multiple should notably compress over the next three to five years.”
UK baker St Pierre Groupe ‘reviewing strategic options’
St Pierre Groupe has reportedly hired advisers from US investment bank Harris Williams to oversee the process.
By Andy Coyne

St Pierre Groupe, the UK bakery firm, is reported to be weighing up its future options, which could include a sale of the business.
UK broadcaster Sky News reported St Pierre Groupe, based in Manchester in north-west England, has hired advisers from US investment bank Harris Williams to “review strategic options that could include a GBP200m (US$237.9m) partial or full sale, netting a windfall for shareholders such as the UK bank-backed Business Growth Fund”.
St Pierre Groupe would neither confirm nor deny the story when contacted by Just Food. A spokesperson said: “We have no comment. It is business as usual.”
Just Food has also contacted Harris Williams seeking comment. The bank, which has a London office, specialises in advisory services and financing for middle-market companies. Its advisory services include M&A and restructuring advice.
St Pierre Groupe, co-founded by Jeremy Gilboy and Paul Baker, shuffled its executive pack last September in search of further growth.
David Milner, who had been working with the business and whose CV included chief executive roles at UK crisps maker Tyrrells and UK pet-food group Lily’s Kitchen, was inserted as CEO as part of a plan to double the value of the business in five years, partly through further international expansion.
Gilboy became chairman and Baker international director. The duo remains majority shareholders in the bakery business, which has a portfolio of brands including St Pierre, Baker Street and Paul Hollywood.
St Pierre Groupe has had success in the US where it says it has risen to become the country’s best-selling brioche brand. Its products are sold in more than 35,000 stores worldwide.
Milner said on taking up the CEO role: “There is still huge potential. I is innovative, superior quality and branded. The workforce has increased threefold in 18 months and I’m excited to guide the team to even greater success.”
He was charged with nurturing relationships in the US and exploring new opportunities to expand the company’s geographic footprint.
MycoTechnology’s mycelial fermentation unlocks new levels of nutrition in plant proteins, study finds
Transformative FermentIQ™ plant proteins to take center-stage at IFT Expo 2022
Protein beverage demos featuring MycoTechnology’s FermentIQ™ will be available during IFT 2022 at Booth #S3621, between live cooking demonstrations from Chef Ryan Hutmacher |
Wednesday, June 29, 2022
Next-generation plant proteins as nutritious as animal proteins are now within reach, thanks to the state-of-the-art, patented mushroom mycelia fermentation platform developed by MycoTechnology, Inc.
In a new scientific study published in the journal Food Science and Technology1, MycoTechnology’s FermentIQ™ PTP protein powder – produced by mycelial fermentation of a pea and rice protein blend – was found to deliver significantly better amino acid absorption than the unfermented protein blend. This suggests that MycoTechnology’s protein could be as complete and nutritious as animal proteins – or even more so.
The researchers, based at the University of Illinois and Cornell University, also found that transforming the plant-based proteins with MycoTechnology’s patented fermentation process enabled 99.9% of the protein consumed to be digested. This opens the door to higher quality plant protein products in markets where optimized protein uptake is especially desirable, including the sports, senior, and fortified nutrition sectors.With the digestibility of plant proteins a widely recognized concern, FermentIQ™ PTP protein offers a simple but groundbreaking ingredient solution that heralds a new era for animal free products.
Mushroom mycelia are the invisible, underground root systems of the mushrooms we know and love. MycoTechnology uses this resource as a natural processing agent on a commercial scale. FermentIQ™ proteins offer improved solubility and digestibility because the mycelial fermentation process alters the complex structure of plant proteins. This reduces the presence of anti-nutrients such as phytic acid – molecules that can make it harder for the body to absorb protein.
Showcasing cutting edge plant protein innovation at IFT Expo 2022
FermentIQ™ proteins will take center-stage for MycoTechnology at IFT Expo in Chicago (July 11-13, 2022). Exhibiting at Booth #S3621, the company’s experts will be on hand to discuss the findings of the Illinois/Cornell study and how they translate into the production of plant proteins with transformative benefits.
In addition, the booth will host daily live demonstrations from award winning chef and founder of the Well Beyond Food project Ryan Hutmacher. Chef Ryan, alongside MycoTechnology applications experts, will incorporate FermentIQ™ plant proteins into delicious recipes. Among the dishes available for visitors to sample will be a suite of plant-based meat and dairy concepts that are nearly indistinguishable from the real thing.
Chef Ryan’s culinary creations will provide an opportunity to experience another major benefit of FermentIQ™ plant proteins: improved flavor. The bitter, astringent taste of many plant proteins presents a major challenge for product developers – especially in the protein beverages category. The use of masking agents is often necessary to mitigate unpleasant off-notes, which can compromise clean label strategies.
Equally exciting, early results of product development tests – internally and with customers – suggest that FermentIQ™ proteins may moderate water activity. “We are working to prove this hypothesis,” said CEO Alan Hahn, “as this means our ingredient may help extend shelf life and inhibit mold growth in some food systems, potentially enabling juicer end products and addressing urgent challenges food companies are facing with current inflationary dynamics.”
Hahn added:“Our FermentIQ™ proteins put us in a unique position to study and capitalize on the amazing potential of mushroom fermentation, to unlock value for both manufacturers and their consumers. Our study of how we can fully harness the power of our natural fermentation platform has only just begun. As the world’s leading explorer of mushroom mycelia, we continue our forage to discover - and bring to life - the wonders of mycelia to create better foods, and a better future.”
Visit MycoTechnology on Booth #S3621 at IFT Expo, which takes place 11-13 July 2022 at McCormick Place, Chicago IL.
1Clark et al. Shiitake mycelium fermentation improves, digestibility, nutritional value, flavor and functionality of plant-based proteins, LWT – Food Science and Technology, 156 (2022) 113065 In collaboration with University of Illinois Department of Animal Sciences and Cornell University, Department of Food Sciences
SPACE: THE PLACE TO BE FOR INNOVATION IN AGRICULTURE
SPACE 2022 will take place from Tuesday 13 to Thursday 15 September at Rennes Exhibition Center, in France.
The Innov'Space 2022 prize-winners list has just been published: 36 products, services or equipment have received the Innov'Space 2022 distinction!
You will be able to find these innovations during your visit to SPACE 2022!
Discover the list of 2022 winning exhibitors on our website here.
See you at Rennes Exhibition Center, in France, from September 13 to 15.
If you want to participate to SPACE 2022 and you have not yet confirmed your attendance, please send an email to This email address is being protected from spambots. You need JavaScript enabled to view it., before July 22.
Best regards.
The SPACE team
Eco-labels: sexy but no silver bullet for sustainable food sales
Sustainability labels, whether focused on a single metric like greenhouse gases or a range of them, are popular interventions but what impact can they really have?

Most consumers want to buy ‘greener’ products and most food companies say they want to sell more of them. Yet the agri-food sector continues to wield one of the heftiest environmental footprints around. It is a frustrating paradox but changing behaviour – corporate or consumer – is notoriously difficult.
People are entrenched in their routines and strive for certainty. Sustainable products can be enticing but too often are expensive or elusive. Food companies are also in a comfort zone. “We’re essentially telling them that they should be producing different products, when their existing ones are selling,” explains Nicole Darnall, foundation professor at Arizona State University.
If it isn’t broken, then why fix it? And yet the food system is, by all accounts, busted. Can brands be trusted to nudge consumers to buy sustainable foods? What are the tactics, triggers and tools that will prove most effective? And will they be enough?
“The climate crisis is urgent and we must pull all the levers to mitigate it,” explains Sally Smith, sustainability and ESG director at Upfield, the owner of Flora and Becel spreads For a consumer goods company environmental labelling is “the best way that we can shift people towards sustainable consumption”, she says. Upfield has already put carbon labels on 120 million packs and is targeting four times that by 2025.
Sustainability labels, whether focused on a single metric like greenhouse gases or a range of them, are popular interventions. A recent review on communicating food sustainability, conducted by Globescan, WWF and UNEP, found that, while the literature is not unanimous, many survey articles and case studies suggest the presence of an eco-label has a “measurable and positive influence on consumer choices”.
Schemes are popping up all over Europe, in particular, with some already boasting their labels are working. Some 67% of consumers using the Eco-score label, available through apps, websites and increasingly on packaging at retailers like Carrefour, Colruyt and Lidl, say they’ve shunned a product because of a low rating.
Done well, these labels should empower shoppers with information they have no way of knowing without them. This is what academics call ‘credence characteristics’. These are different from ‘search characteristics’, like price, or ‘experience characteristics’, like taste, which come before or after purchase respectively. “Credence characteristics you can’t know either before or after you buy something so you just have to trust [the labels],” says John Thøgersen, professor of economic psychology at Aarhus University, Denmark.
Calls for harmony in eco-labels
Most research suggests consumers trust third-party labels more than those run by industry, but are most confident in state-controlled labels. France is to introduce a mandatory eco-labelling scheme. Calls for a harmonised approach for Europe intensified last week as Foundation Earth, which launched a label last year and counts Unilever, Veetee, Danone and PepsiCo among its supporters, coordinated an open letter calling for any eventual scoring and labelling scheme to be “governed by an independent organisation and harmonised across the continent of Europe”.
Such an approach has worked before, most notably with the EU energy label that provides consumers with information on home appliances. There will be plenty more political and private sector bickering before a food label is ready. The scope and data need to be agreed upon, as well as what it looks like.
“There are a number of reasons that eco-labels can fail, and one of them is the design,” explains Thøgersen. In one study, he added colour to the Tesco carbon footprint label that struggled to take off around a decade ago. In a choice experiment, the change doubled the label’s impact. “We also need anchor points or reference points, and that’s why traffic light labels are effective because they show us whether the carbon, for instance, represents a lot or a little or somewhere in between,” he says.
People are tied more intricately to their food choices than, say, their ovens or dishwashers. The real power of these labels is in shifting companies rather than consumers: they force brands to lighten their footprints in order to reduce their red products and grow their greens. Fundamentally, a standardised approach to scoring products could also provide a more accurate picture of what products companies should be pushing, promoting and profiting from.
This would also see efforts aligned on the biggest issues and goals rather than the current piecemeal approach with various labels, campaigns and ambitions spanning everything from plastic-free packaging to targets for sales of plant-based products. Consumers have largely been left confused. “We need real clarity on the key goals and far more guidance on what’s meaningful for customers to know,” explains Susan Thomas, senior director for sustainability at UK grocer Asda, “and we need to do that before we get into the debate around how to communicate all this and which levers we pull for maximum effect.”
Once companies understand the products they need to sell more of they are pretty effective at ensuring it happens. “We can use prime store locations in high traffic areas, with compelling promotions, beautiful designs and bonus loyalty points,” Thomas continues. “Equally as powerful, we can tell our suppliers what types of products we are willing to put on our shelves or promote. These are core skills for all retailers and brand owners but at the moment we lack the clarity on what the ‘right’ products look like.”
Thomas offers two basic questions: what is it companies are trying to get customers to do and which levers are most effective to achieve that? Most likely every lever will matter to some extent, so while eco-labels are sexy they are no silver bullet to sustainable food shopping. “Today’s consumer culture has been built over decades and centuries [so] we cannot expect it to change overnight with one or two isolated interventions,” says Pendragon Stuart, a UK-based associate director at Globescan, a Canada-headquartered consultancy.
The World Business Council for Sustainable Development recently came to a similar conclusion following a review of the eco-labels available, evidence of their efficacy and how companies can best use them. “Coaxing and driving food systems in a more sustainable direction will require countless interventions – most often simultaneously,” the council noted.
More plants, please
The need to reduce meat consumption requires little explanation. New beefless burgers, legume lasagnes and ‘chicken’ fillets made by fermentation, are aimed not at small numbers of vegans and vegetarians but fast-growing numbers of flexitarians.
In France, 49% of households had at least one flexitarian in June 2021, up from 40% in 2020, according to Kantar data. Carrefour and Danone led an April campaign to promote more plant-based products, which are low impact and healthy (Nutri-Score A or B).
Results for the ‘Lundi c’est veggie mais aussi le mardi, mercredi…’ campaign, which also involved Barilla, Happyvore, Knorr, Bonduelle and NS Nutrition, are due to be presented at the Consumer Goods Forum global summit in Dublin this week. Speaking to Just Food ahead of the event, CGF health and wellness director Sharon Bligh says the project showed how important it is to make these activities visible, desirable and fun. “To get people to shift or change you really have to put that promotional piece behind it,” she says.
It isn’t easy though. The latest campaign between Unilever and Dutch supermarket Albert Heijn offered a free vegetarian meal gift-card for four people and used in-store and online messaging to “bring to life” the positive environmental impact of plant-based options – and how easy it is to eat more veg. Of the 38% of shoppers who had heard of the campaign, 58% started eating more meat substitutes as a result, says a Unilever spokesperson. Whether they are also eating less meat is not clear.
Bligh reports “incredible” sales uplifts from ‘Lundi c’est veggie’ for plant-based products but “we didn’t reduce meat sales. You can’t just push the plant-based option,” she notes. This chimes with research by the University of Surrey that found Veganuary promotions can increase purchases of vegetarian and vegan products for months but the impact on meat sales is minimal. In some stores, plant-based options shot up 57% and stayed 15% higher than the baseline for three months after the campaign ended, according to researcher Joanna Trewern. Meat sales fell by just 0.06%. “[…] additional strategies will undoubtedly be needed,” she suggests, including smaller meat portions and changes to availability.
In one 60-store case study by Kroger, plant-based meats placed within the meat aisles in a dedicated ‘set’ grew dollar sales by 23%, says Ben Pierce, research analyst at The Good Food Institute in the US. Store environments will certainly have to change because it’s notoriously difficult to explain often complex environmental issues in the seconds shoppers spend at the shelf (even with an eco-label). “We need the ‘greener’ choice to look just like the regular choice if possible,” says Thomas at Asda.
Better for whom?
Sustainable products will need to become the default choice. Retailers aren’t quite ready for that so are employing softer tactics. In the UK, Tesco is trying to nudge customers with its ‘better basket’ campaign. Plant-based foods, as well as those high in fibre, plus low-calorie snacks and products in reusable or recyclable packaging, are all being pushed. The supermarket began by promoting its ‘meat and veg beef mince’ (and it still remains cheaper than all but one of the ten mince products available on its website). “We understand that customers want to make better choices but not have to pay more,” says Oonagh Turnbull, head of health and sustainable diets campaigns at Tesco.
Research may suggest people are willing to pay more for sustainable products but what they say and do can be some distance apart
Research may suggest people are willing to pay more for sustainable products but what they say and do can be some distance apart. Taste and price remain paramount when it comes to food purchasing priorities, while environmental sustainability “trails far behind”; it has been that way for the past decade, according to the International Food Information Council. Its latest survey, published in May, suggests Americans place a high value on sustainability – 39% said environmental sustainability has an impact on their decisions to buy certain foods and beverages, up from 27% in 2019 – but inflation “may be thwarting values-based purchasing”.
Jayson Lusk, distinguished professor and head of the agricultural economic department at Purdue University, says results from the consumer surveys he is running shows people are stomaching higher food prices – at least for now. Taste, price and perhaps nutrition top the priorities, he says, and if brands achieve those then there’s a chance to move the average consumer with an environmental message. “One rule of thumb is that everything matters on some level,” he explains.
Playing the personal rather than the planet health card may be more persuasive. Research by Darnall at Arizona State University tracked the daily consumption of 132 Italian consumers over 30 months and across 370,000 transactions. They found only around 7% of shoppers were really persuaded by the suite of sustainability products and labels – a finding that was “depressing”, she admits.
However, 22% were willing to purchase such products if there was a personal benefit derived from the sustainability label – so if they saved energy, or water, or there was a health benefit. All of a sudden that 7% becomes 29% and “we enter a space where we can really tip the scales”, she explains. “This is where there’s real opportunity to change routines [because] we know it doesn’t take much more before producers are radically rethinking the way in which they’re producing a product.”
There are brands that have made this their raison d’etre – those that have disrupted categories with products that shout about sustainability. “There’s huge appetite for sustainable goods all over the consumer products system,” says Ben Black, director at Belgium-based Verlinvest, the investment company of the family behind brewing behemoth Anheuser-Busch InBev that counts both dairy-alternative firm Oatly and ethical confectioner Tony’s Chocolonely among the firms it backs.
Black says he looks for products that could shake up a big category that’s boring or under-invested with traditional brands – “and particularly what we like are ones where there is a fundamental problem that not many people are aware of because that creates an opportunity to champion a solution.”
This kind of disruption is essential but so too is collaboration. CGF’s Bligh suggests consumers need to be “hit from all sides” – repeatedly. Marc Colona, co-founder and CEO at Heura Foods, says allying with other brands that understand the importance of plant-based diets is “a great way to start accelerating this movement. As a company rooted in activism, we empower people through information”, he says. “People’s empowerment should always be the goal”.
There is an important point here and one which many experts are making: that all these levers rely too heavily on companies coaxing consumers and will lead to little change. Can eco-labels, promotions, advertising campaigns – both controversial and conservative – really be enough?
Darnall points to all the nutritional information consumers now have, and yet obesity rates keep rising. Companies have been very good at shifting blame onto consumers, so it’s going to be very difficult for companies to take huge numbers of consumers out of their comfort zones within the timeframes we have relating to biodiversity and climate change and all those other things.
It is here the conversations inevitably turn to regulation. For Smith at Upfield, “there is only so far that brands can go”. There also needs to be a level regulatory playing field, she says (in Upfield’s case between plant-based foods and their meat and dairy counterparts). Carbon and sugar taxes may also play a part, so too mandatory eco-labels. “We have allowed the system to set itself up so that food companies can make money doing business as usual,” says Darnall. “So until we change that equation, it’s going to be very difficult, I think, to create the widespread change that will be needed.”
Despite the precarious position of the food system, politicians are currently reluctant to apply too much pressure. The onus, for now, will be on the private sector to promote more sustainable products, more often. “We’re still trying to find out the behaviour change mechanisms,” says Bligh at CGF, and doing so will involve a certain degree of risk-taking from companies.
“There’s definitely long-term commitment needed in this space and often doing things where we don’t maybe fully understand the short-term hit on financials or you won’t have your commercial teams that follow you. It’s not going to happen overnight.”