Insights & Trends

What the foodservice industry really wants from suppliers – and why this is a credibility moment

January 2026

By Anita Murray, CEO, William Murray PR & Marketing 

Foodservice has always been a demanding environment. But it is rare for the industry to be under this level of sustained, multi-directional pressure.

Rising input costs have become a permanent feature of pricing conversations. Labour shortages continue to reshape menus, skills and service models. Sustainability expectations are accelerating faster than the systems and data needed to support them. At the same time, availability remains fragile and trust across the supply chain is being tested.

In response to these pressures, we’ll shortly be publishing new research exploring what foodservice operators actually want from suppliers – and why so much supplier marketing and PR is failing to build credibility, partnership and growth in this environment.

Against a tough backdrop, suppliers are investing heavily in innovation, sustainability programmes and brand marketing. Yet many are frustrated that this effort isn’t translating into stronger relationships, influence or long-term partnerships, despite significant investment in marketing and communications.

That gap, between effort and impact, is what prompted our research.

Over the past few months, we’ve spoken in depth with chefs, caterers, wholesalers, procurement specialists, sustainability leads, trade bodies and industry media. We explored: what helps supplier communication land credibly when operators are under this much pressure?

The answers were strikingly consistent.

Operators are not asking for louder messaging or more product launches. They want transparency over pricing, supply and sustainability. They want proof rather than promises. They want relevance to real kitchen and commercial pressures. And they value suppliers who help them lead conversations and remove complexity, rather than add to it.

Too often, they experience the opposite: generic product-led messaging, corporate sustainability narratives disconnected from operational reality, and “innovation” that feels abstract or impractical. As one editor put it bluntly, suppliers need to deliver a simple, value-led message: “Why do I need this product in my operation?”

What’s emerging is what I would describe as a credibility moment for foodservice suppliers.

Many businesses are doing good work – investing responsibly, improving quality, innovating with purpose. But that work is frequently undermined by how it is communicated through marketing and PR. Overclaiming, vague commitments and polished narratives create distance at a time when relevance and proof matter more than ever.

Our forthcoming report sets out what operators, wholesalers and media actually want from suppliers in 2026 – and how marketing and PR leaders can respond. It explores why credibility is built through operational reality, honest sustainability communication and evidence-led insight, rather than volume or visibility.

Want to receive the report first? Sign up to the William Murray newsletter to receive the full report when it’s released, alongside practical insight on how marketing and communications can build trust, influence and long-term relevance, by aligning more closely with operational reality.

News

Hospitality equipment suppliers back industry call for 10% VAT

June 2026

Foodservice and hospitality equipment suppliers have added their support to an industry-wide call for VAT in hospitality venues to be cut to 10%.

High-speed oven manufacturer Merrychef and water filter specialist BRITA Professional have backed #VATsTheProblem, an initiative spearheaded by chef Tom Kerridge calling on the government to reduce VAT for hospitality venues from 20% to 10%.

Merrychef managing director Colin Lacey said: “Operators are facing what can only be described as a relentless accumulation of cost pressures. Since Covid, the sector has absorbed significant increases in energy costs, wage inflation, National Insurance contributions and wider operating expenses, all while consumers themselves are becoming more cautious with spending.

“From our conversations with customers, the challenge isn’t a lack of ambition, it’s confidence. Businesses are being asked to grow and modernise at a time when the cost of doing business continues to rise. For many operators, it feels like death by a thousand cuts.

“Hospitality is one of the UK’s most important industries, creating jobs, supporting communities and driving economic activity. We believe measures that improve cash flow and encourage investment are critical to the sector’s future, which is why Merrychef supports the industry’s call for a reduced VAT rate for hospitality through the #VATsTheProblem campaign.”

The petition, which has more than 200,000 signatures, calls on the government to bring hospitality VAT in line with European countries such as France, Spain and Italy, where it is 10%.

BRITA Professional UK sales director Samantha Scoles added: “At BRITA, we work closely with hospitality operators, and we see first-hand the pressures they are facing. Rising costs, tighter margins and increasing operational demands continue to challenge businesses across the sector. At the same time, we see the vital role hospitality plays in communities, local economies and employment.

“We support initiatives that help create a more sustainable environment for operators to invest, grow and continue delivering exceptional experiences to their customers. That’s why we are proud to support the #VATsTheProblem campaign and the call for a 10% VAT rate for hospitality.”

Kerridge highlighted the breadth of the initiative. “This campaign reaches far deeper than just the front-line positioning of pubs, restaurants, coffee shops, bars and hotels,” he said. “We all know that hospitality is built upon relationships with supply chains. These are building blocks that the individual businesses are built upon. So, whilst this campaign hits the front end, it makes a big difference to everybody who is working or has an attachment with hospitality. We continue to thank the supply chains for all of their support.”

William Murray CEO Anita Murray encouraged the industry to get behind the initiative and support hospitality businesses.

She said: “If you haven’t signed the petition yet, now is the time. Let’s help take this campaign beyond one million signatures and send a clear message that hospitality businesses need more support.”

The campaign is also supported by major hospitality groups, including UKHospitality, the British Beer and Pub Association, the British Institute of Innkeeping and CODE Hospitality.

To sign the petition, click here.

(Image credit: AnnaNahabed)

Insights & Trends

Why it’s time to stop selling products and start solving kitchen problems 

April 2026

By Fiona Hamilton, director of strategic growth 

As the conflict in the Middle East continues to disrupt supply, food inflation remains high, and consumers spend more cautiously, pressure is increasing on foodservice buyers.  

The impact is clear: less time, tighter margins, and little appetite for just another product pitch. 

Buyers need solutions that work in the reality of a busy kitchen. And that shifts the role of marketing and how we sell. For those that want to win, it becomes less about pushing products harder and much more about showing how you solve real operational challenges. 

The brands cutting through are starting with the problem – labour, consistency, cost, speed, additional profit potential – and showing where their products can help. 

Get that right and buyers don’t just see your product. They see it working in their world. Which is much more likely to result in a ‘yes’. 

How to reframe your narrative: 

Start with your USP – but make it relevant
Differentiation still matters, but only if it connects to a real need. Don’t just ask what makes you different; ask why that difference matters in a busy kitchen. If it doesn’t save time, reduce stress, improve consistency or drive profit, it’s not your strongest story. 

Prove there’s demand
Buyers are risk-averse so demonstrate that your product is already resonating with consumers. Use strong social proof to build immediate trust and credibility. That could be usage data (“9 out of 10 consumers would choose X”), or compelling consumer testimonials. 

Highlight your operational edge
Focus on tangible improvements your solution delivers in practice: faster service, simpler prep, lower costs, or improved labour efficiency. The clearer the day-to-day advantage, the stronger your proposition. 

Quantify the commercial impact
Show how your offer improves performance where it matters most – margin, throughput, or meal-time spend. Wherever possible, give numbers to it to turn interest into a clear business case. 

Speak your buyers’ language
Lose the brand jargon. Step into their world – whether that’s the kitchen or boardroom. Talk covers, wastage, labour constraints and service pressure. When buyers feel understood, they’re far more likely to engage. 

At its core, this approach is about reducing risk. The more proof you provide, the easier it is for buyers to make a decision. Then the faster your sales team can move. 

Create your selling story 

If you need help shaping your brand narrative, let’s talk.