azelnut – being distributed across about 800 locations, nationwide.   Gelatissimo’s chief executive Braeden Lord told Inside Retail that the rebrand helps to ensure that Gelatissimo is present in consumer minds, as the business modernises and expands. He explained that the new stores feature Instagrammable walls and ceilings with a wave-like texture, which replicates the mounting of its gelato in the display cabinets, and the swirling quality of its product. “We had quite a traditional sort of scripted branding, which gave a fairly strong nod to our Italian heritage. But, as the decades went on, it was obvious that we needed to contemporise the brand,” Lord said. “Our refreshed brand look and feel brings all that we stand for at Gelatissimo to life and truly represents our brand’s flavour obsessed proposition. Our new logo is fun and fresh, the colours evoke the taste and flavours of gelato, and our customers can walk in-store – or enjoy gelato at home – and immediately share the magic of Gelatissimo.”  He adds that the rebrand has been incredibly well-received by customers.  Two of its three most recent shop openings have been the most successful in the organisation’s history, and four of its revamped stores are experiencing a period of growth that has outpaced other, unchanged locations.  “It’s relatively unusual for an [Australian] food retailer to last 20 years, so we’re astute enough to recognise that, in order to remain present, we need to invest in our branding,” he said. “We want to be around for another 20 years, so we [have to] remain relevant, fresh and ensure that everyone in the business is excited about our brand. A dozen new stores a year Gelatissimo has grown from one retail store in central Sydney to 42 stores nationwide, and 26 stores across the globe. This includes stores in  China, the Philippines, Singapore, Saudi Arabia, Bangladesh, India and the United States. Lord identified Singapore and the Philippines as two particularly strong markets, and confirmed that the brand will open a kiosk in Hawaii, a store in Phuket and a fifth store in Singapore before Christmas. The brand is also opening stores in Sydney and Rhodes in New South Wales, as well as a store in Highpoint shopping centre in Melbourne, Victoria. He expects that Gelatissimo’s international presence will exceed its Australian footprint within the next three to five years. Still, the business sees room to grow Down Under. It is focused on expanding its presence in Australia’s southern states, as the brand is mostly concentrated in New South Wales and Queensland.  “We are quite comfortable that we can add up to a dozen stores a year over the next five to eight years in Australia,” Lord said. “We’re [looking to] expand some of our existing markets that we’ve been in for some time – like Singapore and the Philippines – as well as new markets like the United States, where we’ll expand appropriately with the right partners.” Gelatissimo’s newly established partnership with Coles was a two-year project which involved a rigorous process of ideation, sampling and testing, before it brought the five flavours to market.   “We pitched to them around March/April, were awarded [the contract] in July and by September we were in supermarkets. It was quite incredible, and it speaks to the nature of the people involved in the business,” he said. “There’s an ambitious, can-do streak, which has pushed us to the edge in being able to deliver an ambitious target.” Double-digit growth Gelatissimo’s food traffic and sales volume have more than doubled compared to its pre Covid-19 trading. Lord attributed this to the brand’s supermarket exposure and new brand identity, and to customers wanting products that put a smile on their face after the doldrums of the pandemic affected years.  “Two of our last three Saturdays have been our highest volume Saturdays ever, and that’s with [the] same core number of stores. There’s a halo of attraction around the business which is playing out beautifully, and is resonating exceptionally well with consumers,” he said. With Australia going though a La Niña year, there might be expectations of slowing growth in ice cream sales due to unpredictable or adverse weather.  However, Lord contends that this a misnomer, with the company experiencing a strong six months. “It doesn’t need to be hot or sunny for us to be successful. We undoubtedly get a boost through the summer period, but we’ve had a very strong winter even with the rains, storms and all the inclement weather,” he said.   He credits this success to the fact that the business is in the right spaces – such as weather-protected shopping centres and high traffic zones – as well as the rising number of tourists and backpackers in Australia.  “I remember my wife asking me, as I was contemplating joining Gelatissimo, ‘what will you do in the middle of winter,’ [but] last winter demonstrated to us that we’re a year-round business.” Trading up and down  Another challenge facing the retail sector is rising cost of living pressures, which present Gelatissimo with two distinct challenges. One is managing a rising cost environment, with labour shortages, rising distribution costs and the price of raw ingredients. The company is working closely with longstanding partners and suppliers to fractionalise costs, avoid wastage and efficiently manage their operations. Regarding pressures on customers, Lord sees Gelatissimo as an affordable experience that can provide an escape from other pressures. “We are starting to see a trading up and down effect. [Where customers] would go out and get a three-course meal, they might now get dinner and a scoop of gelato on the way back to the car. It’s slightly less expensive, but just as rewarding and appetising,” he said. “I think we need to be especially conscious of what might be shifting areas of demand for our business, and remain very connected to what our consumers are looking for.” Beyond that, he stresses the importance of ensuring Gelatissimo’s flavour profile and gelato offering remains current and relevant. “Our largest team inside our support office is product development, and we’ve just expanded our innovation lab in our warehouse,” he said. “There’s a lot of creativity and innovation in gelato at the moment, and we want to be leading that, while also making sure that our consumers get the best rewards from that innovation.”