Sales and Expansion
Greggs, the largest fast-food chain in the UK, recorded a significant rise in total sales of £1.1bn for the first six months of the year, representing a 7.2% increase compared to the same period a year ago. This boost in revenue was driven by the company’s strategic expansion and changes to its menu, such as the addition of iced matcha lattes and a broader selection of salads and chicken rolls. These offerings have aligned with shifting consumer preferences and helped capture more sales during the warm summer months.
During the reporting period, Greggs added 34 new stores across the country, bringing the total number of outlets to 2,773 by June. Roisin Currie, the chief executive, highlighted the success of these new locations, attributing their strong performance to a focused strategy on placing shops in high-traffic areas. Alongside this, sales at existing stores rose by 2.1%, with the increase supported by recent price hikes on key items that were implemented at the beginning of 2026.
Cost Control and Profit Growth
The company’s pre-tax profit surged by nearly 20% to £76m in the first half of the year. This impressive growth was the result of effective cost management and the expansion of Greggs’ new “bake at home” line of frozen treats. These treats are now available at major supermarkets such as Tesco and Iceland, broadening the brand’s reach into the home baking market. In addition, the cost of essential commodities, including cocoa and coffee, which had previously been inflated, has recently declined, further supporting the company’s profitability.
Adapting to Consumer Trends
To cater to a growing demand for healthier options, Greggs has introduced menu items such as the chicken Caesar salad and prawn-layered pasta salad. These additions have drawn in health-conscious consumers and contributed to the chain’s positive performance. A new chicken roll launched in April also gained widespread popularity, serving as a major draw for customers looking for a balanced, satisfying meal.
Currie emphasized that the company has taken proactive steps to adapt to the UK’s increasingly frequent heatwaves by expanding its range of iced beverages and reinvigorating its salad offerings. In addition to these changes, Greggs has introduced new drinks like lemonades, refreshers, and matcha-based options. These additions have proven particularly appealing to younger consumers, such as those in Gen Z, who were born between 1997 and 2012.
The company’s strategic shift in product and location planning appears to be yielding strong results. Currie noted that Greggs continues to perform better than the market average and still has considerable room for further expansion. Priority areas for new stores include travel hubs, industrial zones, retail parks, and motorway locations, where the chain can increase accessibility and convenience for a wider customer base.
Julie Palmer, a managing partner at BTG, a financial and real estate advisory group, praised Greggs for its resilience and commitment to expansion despite the challenging economic environment. She also pointed to the growing use of weight-loss drugs in the market as a potential factor influencing consumption patterns. However, she cautioned that the company must continue to carefully manage pricing and control costs to maintain its market leadership and continue growing as the preferred food-to-go provider.