Headquartered in Toronto but with consumers across the United States, Hubba is presented as a one-stop shop for stores to notice and order new and emerging logo products.
“The center is quite basic. It’s a platform that connects emerging brands with retail orders looking for unique, attractive and selling products,” Zifkin told FoodNavigator-USA.
Hubba takes a 10% commission on all orders (excluding taxes, tasks and shipping costs) placed on its website. According to the company’s website, a separate payment processing of 2.9% consistent with the transaction is also charged through its payment processor.
Zifkin describes the brands on Hubba’s B2B site as “plus a hobby, but not yet Unilever.” The products discovered on Hubba’s online page are of the same type you can find in a food industry exhibit where highly seasoned and preserved avocado is located for a long time. lupini bean sauces or snack bars
“They may only be in a few positions and we’re helping them get into a lot of forward-looking positions,” he said.
These places are the same old suspected a small logo to identify themselves in retail, which includes independent grocery stores, deli stores and fitness and wellness stores.
Hubba not only supplies potential new consumers for brands, but also valuable initial sales knowledge (e.g. which stores buy their products and how they renew them), Zifkin added.
The coronavirus pandemic has not only increased sales on the Hubba platform, but has also displaced the same company visitor base as it seeks to buy the next logo to come.
Last year, before the pandemic, hubba’s consumer mix of business consisted of approximately 80% of classic stores and 20% of chosen shoppers (restaurants, gyms, etc.). Today, the balance is approximately 60/40, from the classic retailer to the retailer of choice, according to Zifkin.
“Alternative retail is through our biggest growth domain,” Zifkin said
“Our retail business has grown particularly over the past year, but our retail choice has overshadowed it in terms of growth.”
Since the closure of COVID, many restaurants have joined the Hubba platform to generate profits at a time when seated food is an option for many operators.
In recent months, Hubba has seen a 341% increase in the number of U.S. restaurants. They register with it to start promoting packaged food and beverages in their spaces.
Restaurants are candidates for Hubba’s offerings because they already have infrastructure, such as a point-of-sale formula for selling packaged items, Zifkin said.
“We give them a pantry module that they can sell [in their space] to build the length of their basket in order to bring other people a little more frequently,” he said.
“For them, it’s almost like placing an order on Amazon. We have very low order minimums because we need other people to review it and we need to reduce the risk,” Zifkin said.
Outside of restaurants and cafes, Zifkin explained that the retail chain of choice is long and fragmented, but offers plenty of logo opportunities for initial distribution and logo exposure.
“When you start lowering the chain a little bit, you start thinking about offices, coworking spaces, Airbnb, condominium construction rooms and student residences,” he said.
Hubba is that it serves as a central market for a variety of retail institutions and select brands.
“It’s about: how can we take you to those other places where other people live, paint, and play?”
Operating an online platform like Hubba gives the company a worldview of emerging food and beverage trends, Zifkin said.
“We have this panoramic view of the industry. We can see those transactions very early [between brands and retailers], and the good thing about that is that we can see micro trends and macro trends,” Zifkin said.
While strong sales from the GIC logo heiress show that many consumers stick to the familiar and traditional coronavirus pandemic, Zifkin said the time has come to become a logo at the forefront of emerging food trends.
“Our biggest peaks are in products similar to keto, herbs and any other ‘best health’ food,” he said.
“All our knowledge shows that food desires and demands are no longer negotiable now, that’s where consumers went.”
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