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At CFBG, we’ re more interested in exploring products that are less mainstream and therefore keep our customers different in the marketplace
CFBG’ s official formation in 2019 corresponded with Managing Director Philip( Phil) Atyeo taking up his role at the company. He joins Food Chain to tell us more about product strategy, collaboration between businesses and sharing a collective vision.“ Twelve years ago, Bidfood, who are owned by Bidcorp UK, purchased the foodservice supplier South Lincs,” Phil starts.“ After a couple of acquisitions that hadn’ t been overly
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skip the cow successful, they decided to do it differently and keep it as a standalone business. We were able to secure the customer base without the turmoil and change of rebranding it. There was an understanding that some customers want to work with regionals as opposed to national companies.”
Collective culture
Phil goes on to explain one of the challenges when developing buying groups:“ When you bring people into the fold, a buying group can sever ties, because they’ re worried about information sharing. That leaves these businesses disadvantaged as they don’ t want to be part of the company, but then they’ re not allowed to be part of buying groups either.” Subsequently, when it launched CFBG had the goal of replicating a level of freedom for its member businesses that they had in the independent world.
Product strategy also differs significantly from the national model.“ When I was working for national companies, they implemented the 80 / 20 rule,” Phil continues.“ Here, 20 percent of your products give you 80 percent of the volume. At CFBG, we’ re more interested in exploring products that are less mainstream and therefore keep our customers different in the marketplace.”
Furthermore, CFBG’ s customer base spans sectors.“ We serve anybody who provides meals in an out-of-home setting,” Phil states.“ Our last two acquisitions – Thomas Ridley and Turner Price – were more education and care-sector based, while our Caterfood business in the Southwest very much serves leisure and seaside establishments. Each business has its own pillar of strength and across the seven, we’ ve got it all covered.”
When integrating businesses, the group’ s priorities are lessening disruption by adhering to templates for consistency, keeping change to a minimum, and embedding its culture centered on purpose.
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