The panel:

Bill Ayzin, Owner, Wealth of Health Natural Market, Idaho Falls, ID, https://wealthofhealthnutrition.com

Ramona Billingslea, Marketing Manager, Betsy’s Health Foods, Spring, TX, https://betsyhealth.com

Susanne Engelbert, Owner, Eterna Health Food Store, Mansfield, TX, https://eternahealthfood.com

Alina Hornfeldt, Co-owner, Mastel’s Health Foods, St. Paul, MN, www.mastels.com

Brian Mosser, Business Development Director, Get Healthy Vitamins & Natural Foods, Brooksville, FL, www.getingethealthy.com

Holly Prugar, Supplement Manager, The Mustard Seed Natural Market, Watertown, NY, www.themustardseedonline.com

Pat Sardell, Owner, Country Vitamins, Corvallis, OR, https://countryvitamins.com

Dianna Singh, Owner, Elk Grove Vitamins, Elk Grove, CA, https://elkgrovevitamins.com

Renee Carpenter Southard, Owner, Organic Marketplace, Gastonia, NC, (704) 864-0605

Adam Stark, Owner, Debra’s Natural Gourmet/Debra’s Next Door, Concord, MA, www.debrasnaturalgourmet.com

David Termine, Co-owner, Your Health Matters, Sturbridge, MA, https://yourhealthmattersma.com

Bing Thomas, Owner, Healthy Way Health Food Store, Massena, NY, www.healthywayny.com

There were times when the health-food industry was very worried about the impending extinction of mom-and-pop and independent natural products retailers due—at first to Whole Foods, Wild Oats and big-box supermarkets—and then to online sales.

Yet, despite numerous ongoing and emerging market threats, independent and small-chain health-food stores have very much survived and, in many cases, are thriving.

What springs to mind is the famous misquote attributed to Mark Twain, “The reports of my death are greatly exaggerated” or the famous victory of David and the Israelites over Goliath and the Philistines.

In fact, the 1984 book by the late industry icon, Frank Murray—More Than One Slingshot: How the Health Food Industry Is Changing America—recounted the stories of the first big battles the industry had successfully fought up to that point, all of which led to the Hosmer-Proxmire Vitamin Bill being signed into law on April 22, 1976.

With an industry that, in 1994, was valued at $4 billion and which had around 4,000 products on the market, and which today is gauged, by some measures, at $50 billion with more than 80,000 products for sale.

To discuss where health-food retailing is today, we turned to a knowledgeable panel of retailers to discuss market pressures, products and categories, social media and community engagement, in-store marketing, regulatory threats, industry participation and the future of natural products.

VR: It appears that health-food retailers have survived the big-box, chain and online storms; in many cases they are thriving. Please comment on this.

Stark: What we lack in weight, heft and scope, we make up for in agility, adaptability and authenticity. The indies are doing just fine, and we’ll continue to do just fine. And we’re not doing it alone, either. Here at Debra’s, we’re proud to be members of INFRA—the Independent Natural Food Retailers Association—the purchasing cooperative and (for lack of a better term) support group that represents indies like us around the country.

We’re single-location but, bolstered by the combined buying power of 500 independent storefronts, we’re competing with Whole Foods on price, and beating the local markets. Plus the support we get on HR, marketing, training, etc., means we get to focus more on what we’re proudest of: being awesome, leading the movement, curating the best stuff, filling healthy lunchboxes, talking about supplements and pioneering sustainable alternatives.

Engelbert: I think the larger mom-and-pops are faring quite well. The smaller ones are truly struggling. For me, when two Sprouts came into town, it was not only competing with them but then also the grocery stores who stepped up their supplement/grocery/HBA products to compete with Sprouts, Natural Grocers, etc.

Termine: I still believe what I did many years back, that those doing the actual face-to-face contact with a customer have more of a stake in the success of an independent store, and the results will help to sustain it. If that person is an owner or member of a smaller, tight-knit team, they’ll be sure no one leaves a stranger and, as a result of the relationship established with every customer, you will have a better chance of success.

Ayzin: Correct. Even though big boxes have affected how we do business (we only have Natural Grocers, Fred Myers and a few other conventional grocery stores here), we were really never threatened, and now, after five-plus years of [Natural Grocers] being open, we are doing great. One thing that did change is we now spend less time on the floor helping and educating customers, and instead working backroom computers for discounts and margins. Obviously that is not what we want to be doing.

Hornfeldt: We have seen Whole Foods reduce their variety of supplements, staff less in wellness, and discontinue whole lines—like Boiron’s blue tubes—in this way sending customers directly to us. Larger stores are also much slower in picking up new and trending products. We can buy direct and get on the store locator as the only place in the Midwest outside of Chicago to carry a new hot item. We have also seen big-box stores locking up their supplements and personal care. Doing so can’t be helping sales in those departments, even if it cuts down on theft.

Regarding online retailers, we have found that people are getting sick of the amount of packaging they have to deal with in boxes and plastic, and supplements are too expensive or risky if they don’t work. When they enter the store, they will have someone custom-walk them through the options and guide them. They also get the experience and connection they have missed over the last few years. Functionally, coming right into the store immediately gets them started on their health goals. No waiting around and second-guessing. No shipping, no emails, no tracking.

Mosser: I can thankfully say here at Get Healthy we are one of the lucky retailers that are thriving especially in a post-COVID retail world. From our experience, customers have expressed missing and wanting that in-person shopping experience. As for big box stores, customers have stated that they trust and value mom-and-pop stores over big-box supermarkets especially when it comes to health and nutritional knowledge, but also the special love and care they don’t experience from those big stores.

Thomas: I believe that one of the reasons that health food retailers are surviving and thriving is the care that customers are given while visiting their store. At our location, we know a lot of our customers by name, which makes them see that they matter to us.

Sardell: Small independent businesses continue to have to work hard to compete with the corporate big-box entities. I would not characterize these stores as ‘thriving’ but truly surviving. The increased costs of doing business—from increased leases or rents, hikes in hourly payroll rates and taxes, shrinking margins and increased costs for product—it is a challenge to operate.

Quite honestly, the big-boxes are eating some independents alive. The mom-and-pop shops are fewer and farther between, although there are some great success stories across the country.

Billingslea: In our area, many stores have closed, not surviving the shift to omnichannel solutions. It’s been our experience that to survive you need to have and actively grow a strong store brand (or brands), choose your “name brand” partners carefully, only choose partners who have and enforce MAP policies, create and grow an online presence to support your brick-and-mortar store, and still manage to do all the other things that keep a store open—such as strong cash management, well-planned buying and management of products, etc.

In this fast-changing world, those who have the flexibility to shift with consumer needs and trends are the ones who have the greatest chance to keep their doors open.

Singh: Looking at the health food industry throughout the course of its entirety , I believe we could put “blame” on the pressure of falling sales due to corporate, big box and online sales.

But we are a different breed, we are needed in a way the others cannot compete with. They are driven to “sell products.” We are driven to listen, and typically with the drive and passion for health the customer feels heard. Finding the right employees who feel the same is how each store will not only survive but thrive!

VR: This may partly relate to the previous question, but what do you offer that helps you differentiate yourself from the “big guys”?

Billingslea: We offer educated customer service, putting our relationships with our customers at the front of everything we do. We continue to support and grow our store brands. We make it easy to order online, including through our store app, which we also use to offer special deals, as well as keeping our customers aware of important store information and healthy news. We know our products and can answer customer questions about them. We do our best to make our store feel like home.

Prugar: Education is what sets us apart from the larger retailers. You can walk into our store and get your questions answered. We prioritize staff training and education. We are also very careful about the brands that we carry. Many of our brands are exclusive to independently owned health food stores.

Termine: I have always believed a greeting upon entering and a show of gratitude upon their leaving provides closure around the time spent with a customer while shopping in our store. Offering a free token of appreciation for either a $50-plus or $100-plus purchase has really gone a long way over the years to build customer loyalty as well. Of course, continually staying up to date on research/products to effectively answer questions goes without saying.

Mosser: I could say people shop with us because we are price competitive to big box stores, and we offer similar yet higher quality options to the big stores. But the real reason customers continue to shop at Get Healthy over other stores is because of what we offer from start to finish through their shopping experience in our stores. For most of our customers, we’ve seen them or someone important in their lives through some major health issues and have been like part of their family through some very hard times.

Ayzin: Knowledge, expertise, employee experience, and the fact that we do not have a corporate boss telling us what we are and are not allowed to say to the consumer. We are also much more flexible and nimble on special orders, bringing in new items, and overall customer service.

Hornfeldt: We focus on word-of-mouth recommendations from friends and family, doctors, nurses and holistic practitioners. When the experts send people to you knowing they will have a good experience, the rewards go both ways. Trust is built with the person making the referral and with us for your supplement needs. We answer the phone. When you call us, there is no automated line to get through, so you can start asking questions and get quality service instantly. That said, we always encourage folks to come into the store so that we can show off our expert knowledge and selection!

Singh: I focus on my customers and their needs. We greet everyone the moment the door chimes. We have meditative, calm music playing along with the diffuser on. Your environment is everything! Just yesterday a gentleman walked in and we had a great conversation. He then said he would be back, and that he will be bringing his mom!

We pride ourselves on our large percentage of word-of-mouth customers and referrals daily. My motto is and always has been, “We are not here to sell you anything. We are here to educate, the best we can with the tools we have and guidance to direct them.”

Sardell: We call it unparalleled customer service, free product perks, great deals on products (we work hard to get discounts and line drives). We price-match when necessary. It’s not always easy to get the best deals but our community is passionate about supporting locally owned independent businesses.

Engelbert: I carry very little grocery and HBA. To compete in the supplement arena, I offer an everyday 20 percent off. I have also exchanged my grocery/HBA section with a boutique and kitchen/olive oil/balsamic sections to the store.

Stark: Kick-a** foodservice. Qualified advice on supplements. Ethics and standards on every shelf. Conscious curation. Humanity.

VR: How have your categories and product offerings changed over the years, and what have these changes been driven by?

Billingslea: When customers began telling us to our faces that they could get products on our shelves (discounted to the max amount we could give away) cheaper on Amazon, we knew we had to double down and make the shift to having an online as well as a brick-and-mortar store. We also began putting even more emphasis on our store brands to increase customer loyalty.

Hornfeldt: Over the last 56 years, there have been plenty of changes! Lately, our offerings have changed based on customer demand and requests, following trends and new supplement technologies. For example, we are bringing in more shelf-stable probiotics as the desiccant bottle becomes more widely used. We are always listening to our customers and keeping a running list of what people are asking for to catch that TikTok trend as it launches, as well as maintaining folks’ satisfaction with our selection. If anyone knows of a great probiotic toothpaste, let us know!

Ayzin: We really have not changed much, but one big thing is we stick with reputable legacy brands, and have gotten rid of companies which frequently get caught with FTC/FDA warning letters, contamination issues, getting caught on labels, etc.

Stark: We’ve leaned a little more into bulk (zero waste). Foodservice continues to grow. Our three most significant areas of growth have been (in no particular order):

• third-party sushi as an extension of our foodservice
• meat
• sidelines (basically everything that isn’t a food, a supplement, a household good, etc. So housewares, candles, doodads and contraptions, beautiful things, etc.)

Mosser: Currently I’d say the most recent change has been a shift to low-carb, keto-friendly lifestyle. We do our best to keep a pulse on the buying habits of our customers and I also think retailers need to actively see what their competitors might be selling, too.

VR: Some stores seem to specialize in certain categories—such as sports nutrition or HBA—while others try to offer a little bit of everything. What are your main areas of focus.

Thomas: We offer a large variety of items. Things like frozen foods, protein powders, supplements, collagen powders, probiotics, etc. One of the unique things to Healthy Way is what we call “The Wall.” It’s a large wall in our store that is full of half-gallon mason jars that are filled with different herbs, spices and teas. Our customers can get any size quantity they need. We have had some customers come in and get one teaspoon or one pound of product.

Ayzin: We specialize in efficacy/research driven supplements and sports nutrition, which passes “the mustard” when it comes to NCAA and Olympic testing standards. Regardless of the price, we want to make sure we deliver efficacy, safety and clean products.

Stark: Supplements are less than 5 percent of our total footprint, but our people (as much as our physical department, and product inventory) are a destination.

Mosser: We would fall into the category of “a little bit of everything.” I like to think of us as the traditional mom-and-pop health food store. We carry organic and natural groceries, bulk, cosmetics, teas, candies, plus frozen and dairy options as well. That being said, our life-blood of our stores is our nutritional supplements, which make up about half of our store’s retail space.

Hornfeldt: Our main area of focus is supplements, with a small amount of grocery and personal care products. We keep our products functional even in our grocery and personal care items. For example, drinks should contain a measurable amount of functional ingredients, such as mushrooms and adaptogens, and hair-care should target specific needs.

Termine: Our main areas of focus are probably digestive/detox, everyday immunity and nutrient-dense supplements for overall wellness. We do have an excellent selection of organic coffees, teas and chocolate in our food side of the store.

Prugar: We strive to offer a large variety of grocery items to fit customers’ needs (gluten free, vegan, dairy free, etc.). One of our main areas of focus is supplements. We are passionate about the supplement brands we carry and we are constantly striving to learn the latest information about their products.

VR: In line with the previous question, what are your most important factors in selecting products to stock?

Engelbert: The most important factors for selecting products are super-clean products, sold by companies that are reputable. Fortunately, there are still a lot of companies that have not sold out and believe in selling quality products with quality ingredients.

Singh: When it comes to selecting what to stock, you really need to know and understand not only who your customers are and their needs but a company that has what it takes to bring those customers back repeatedly with “results!” Terry Naturally is my No. 1 seller. Simply put, it brings results. Those results are your referrals, your repeat customers! Having not only the product but the third-party literature is what we hand out all day long. Having the option of continuous education with some of the top educators in their field allows us to [engage in] in-depth conversations while being compliant.

Sardell: Margins, quality and certifications, training, social media presence and assistance, marketing help.

Mosser: Quality and research-based based formulas are two of the biggest factors for us when comes to bringing in products especially when we’re talking about items in the supplement category. We also only bring in supplement brands that follow strict MAP policy and aren’t one of the MEGA brands that have sold out to big corporations like Nestle, Chlorox or any of the others that fall into that category.

Quality still remains a No. 1 priority in other categories in our store, opening discounts, demos, customer requests and seasonal trends would be other factors that play a part in buying decisions for more of the grocery and cosmetics areas of our stores.

Termine: Making sure to not stock something I wouldn’t take myself is one parameter, but also using a company’s track record along with clinical studies to validate their offerings is another when deciding which brands and what products to carry. Basic quality, proven efficacy and the ability to offer some type of discounted price is key.

Stark: Will this particular product add to or detract from the totality offered by the store? Period. Like, it’s a pain in the neck getting our pecans direct, our dosa chips direct, our dan-dan sauce direct, our 5-pound bags of frozen organic Maine blueberries direct. But it adds to the patchwork quilt. Because nobody else around has our awesome stuff. You can buy bread anywhere. Of course you need to be competitive on price. And of course, as an INFRA store, we’re going to prioritize brands that promote through INFRA and are available through our National Supply Agreement.

Hornfeldt: The most critical factors in deciding what products to bring in are brands that support independent stores with MAP pricing and training—especially in-person with a national educator. We prioritize companies that are independently owned, use regenerative agriculture practices, and are B-Corp certified. We also rely on customer requests and love products you can’t find elsewhere. “Available at Target and Whole Foods” isn’t a huge selling point for us. We also love products with third-party testing, clinical studies, and research to back up their claims.

Billingslea: Our store owner, Betsy Billingslea, has some 50 years of experience in the supplement industry, so much of our product selection is based on her knowledge and experience working with customers. It’s our 31st year in business, so we have been building our product mix for a long time. We want quality products with efficacious dosages that meet our customers’ many needs.

VR: Do you leverage social media to build community/customer engagement? In what ways?

Stark: Every month we send out a newsletter with a recipe, a health article, and some random stuff. We do print versions in the store, and e-mail to 7,000 people. The content is really good. Not saying our recipe sells a lot of ingredients. Not saying our health articles sell boatloads of supplements. But I am saying it establishes us as authorities and experts and sharing members of the community.

And we mix it up on social media. Some products, some jokes, some activism, some community. Broadly speaking regarding “social media,” we have probably the coolest and most beautiful shopping bags in the world. You gotta see the custom art! It’s a picture of us. Every donation/raffle basket goes out in a bag.

Engelbert: Not only do I email a monthly newsletter and a weekly “Did you know?,” I also engage with product and health information on Facebook, Instagram and TikTok. This is where so many people are getting their information, and I think that, for now, it is vital for my business to utilize social media.

Billingslea: We use emails, blog posts and our store APP to communicate with our customers. I gave up on social media a long time ago because it took up way too much time without rendering any real results. We’re a one-on-one kind of store more than anything else.

Hornfeldt: We do! We have just started to get more into making educational video content that builds rapport with us as the new owners. We want to do more storytelling and really see how our engagement can grow and evolve as a brick-and-mortar store that does not sell online. We don’t need to go viral; we just need people to walk through our door, and we believe our staff and superb service will do the rest! We also use social media to keep our customers informed on the more nuts-and-bolts information about the store: monthly sales, holiday hours, weather closures, etc.

Ayzin: We use Facebook, Instagram, and email to promote, educate and communicate.

Singh: I personally have a love/hate relationship with it. I personally stay away from it. Unfortunately, from a business aspect it’s a must-have. I keep it simple and relatable. Not so much on product, but mainly health in general. It keeps customers and followers engaged, and staying connected is important.

VR: Are you involved in podcasting or radio to promote your business? If so, please briefly talk about this.

Hornfeldt: Lauren (co-owner) and I have recently been involved with a few industry-specific podcasts as guests, and it has been so much fun getting out of our comfort zones and engaging with our incredible community! The feedback has been great!

Ayzin: We utilize Terry Talks Nutrition radio program, and also run many of our own radio ads on local talk radio.

Mosser: Get Healthy has had a long-running radio show called “The Natural Way.” Laura DeWitt, co-owner of Get Healthy, was the original host of this show for which she interviewed natural industry leaders, health practitioners and manufacturers on a weekly basis. “The Natural Way” aired on local airways for the majority of our years of having it. However, after a short break from radio, we had so many customers asking for us to bring our show back. Now I am the current host of “The Natural Way,” which now airs on 99.9 FM on a twice-a-month schedule, and we add our shows to our website www.GetInGetHealthy.com for a podcast library for listeners to enjoy at their convenience.

Thomas: Yes, I do a monthly radio station Q&A. It is about 45 minutes in length and covers various topics about the health industry.

VR: Do you view online sales as a bane or a boon? If a boon, what info or products do you offer online?

Mosser: I think if you asked most brick-and-mortar stores, the large majority of them would say a customer in your store shopping is way more valuable and offer increased sales potential than an easy click-and-buy on their website. On the other side of that coin, we’re in a day and age in which if you don’t have a website with at least your top-selling items listed for click-and-buy I personally feel like you’re not optimizing your store’s potential.

Ayzin: We do not offer online sales, and stay away, as much as we can, from brands that offer deep, deep discounts online.

VR: Do you have a private-label house brand and, if so, is that an important part of your business?

Billingslea: Our store brand is the most important part of our business. If we don’t continue to grow our store brand, we could easily fall into the trap that has killed most of the independent stores in our area. You must carry and promote a certain amount of name brand partners to give customers variety, but every name brand product that goes out of your store is a potential one-time only sale, meaning you lose that customer to lower internet prices (especially if the product you sell comes from a company that doesn’t have or doesn’t enforce a strong MAP policy).

Singh: When I first made a decision to bring in our private-label brand, it took about a year to research brands and decide if there was an opportunity for it within our community. Well, it was definitely worth the wait! It’s one of our top lines. At the end of the day, customers are somewhat reliant on our information and knowledge, and most importantly direction. Believing in what you are selling is felt and is key to a successful business. I think we succeeded in the decision.

Mosser: Get Healthy started having our own private label with Reliance being our first private-label manufacturer we started working with over five years ago, in the past two years we have expanded on that. We added in our own branded line of essential oils through Mountain Alternatives, and we also replaced most other brands of tinctures with our own label through Vitality Works. Getting a private label is something I consider a must for any retailer.

Hornfeldt: We have a private-label house brand set up with Reliance, and we are working hard to build loyalty. People can’t get Mastel’s products anywhere else, and it’s a big part of establishing return customers out of new customers. I always suggest a Mastel’s product if someone calls and asks for our best “XYZ” supplement. That way, they can’t take our knowledge and just buy it online! We spent a lot of time deciding on our private label brand and have been very happy with the quality and look of Reliance. In addition to supplements, we have a private label for essential oils through Wyndmere (a local company). They look beautiful, and the customers love them! We also use Branding Toppers stickers with our logo and information on other bottles.

Stark: Yes, we pull in private-label from Vitality Works, Vitamer and Reliance. Each has different strengths. We’re also going to have a private label (technically, collaboration) ice cream in a few months!

Prugar: Yes! We have a few private-label brands. Carrying private-label supplements is extremely important to our owner. He has sourced the premier private-label manufacturers in the industry. Store brand recognition is really important to build trust and loyalty.

Sardell: Yes, our logo banner on each bottle in our customer’s cupboard is a reminder to them of our store and where they should shop for supplements.

VR: How does your staff handle those tough structure-function-language questions that they get from consumers, especially when customers veer off into more medical-oriented territory?

Sardell: I remind my staff we are product specialists and not practitioners who in turn remind our customers. We will not answer medically oriented questions. I have a staff member who is an ND but she doesn’t diagnose or prescribe in the store.

Ayzin: We make recommendations based on personal experiences, published clinical studies, and third-party information.

Hornfeldt: We have a strong DSHEA educational onboarding process as a part of our hiring, assisting with establishing the basics. We rely on experienced staff members to guide our greener folks in handling tricky conversations. During staff meetings, we take time to address any specific incidents that have come up and best practices for the future. We also refer customers to our practitioner directory on our website, run by Well Connected Twin Cities, an organization that aids holistic service providers in connecting with clients. Some folks just need more than we can provide! I also appreciate it when brands educate on their offerings and give real-life examples of how to talk about their products in the aisle.

Termine: We always make it clear that we cannot diagnose but we use many anecdotal stories and experiences that customers have shared regarding the success they have had with particular products. Avoiding claims and passing on healing experiences seems to do the trick!

Stark: Our staff understands DSHEA and understands the semantic (and logical) difference between causation and correlation. Example question: “Does vitamin K really help with osteoporosis?” Example response starter: “So, when we’re talking about bone health and vitamin K, the first thing to understand is there are different forms of vitamin K …”

Singh: Dealing with customers and the variety of questions they bring with them is sometimes overwhelming if you’re not prepared. The key is to feel the direction of where the conversation is heading and take control of where it ends up.

VR: What are your thoughts about the various state (and federal) threats to supplement sales, especially those bills or laws that restrict sales to young people or which call for IDs or that certain products be kept behind the counter?

Mosser: Bills that restrict any consumer from access to natural supplements are always a concern and frustration for retailers. I personally have less of an issue with IDing customers for certain supplements versus laws like PROP 65. I think there is a big issue and a subject that needs addressed over PROP 65. When an individual state makes a decision to place warnings on supplements that then affects national sales of items around the country because of buyer concerns over this warning, that is a major issue that I feel we need to address and change.

Hornfeldt: I see both the pros and cons of regulation. It’s hard not to understand why lawmakers want to protect young people; they are some of our most vulnerable. Over-regulation would be problematic, but common-sense regulation can help strengthen our industry and build trust. One concerning issue at the moment is drug companies attempting to get certain supplements reclassified as drugs (NAC, NMN, etc.).

Stark: If we’re going to limit “diet products” then we damn well better make sure we define the term first! I mean, once we put protein powder on the list, how about protein bars …?

VR: Do you participate in trade shows? What one is your favorite?

Hornfeldt: You will see Lauren and me at all kinds of trade shows! We love the SOHO show in Florida for education, networking, and indie-friendly brands. Feel free to stop us, introduce yourself and say hi!

Ayzin: We used to annually prior to COVID. After COVID, as we observed what many states did to their citizens, we decided not to financially support those states with our money. Obviously Expo West was our biggest show, but we realized we no longer need it.

Mosser: Get Healthy has not gone a year without some members of our staff attending the SOHO Expo, which is our favorite show. It really is the trade show to attend for independent retailers. We have also been to Expo East and West as well as the INFRA show. We still feel that the SOHO Expo is the best for a retailer of our size and buying style. Not only is the SOHO Expo great for buying, there is such an amazing day of educational events happening on the day before the trade floor opens that we find of the utmost importance to bring as many of our staff to for education and training.

Stark: The INFRA tabletop show during the INFRA conference. Less new discovery, but more connection with vendors who are actually ready for prime time. More importantly, the interaction with fellow retailers—and sharing a table and a meal with the vendors—is worth more than a thousand random booth visits.

VR: Are you involved in trade associations? If so, which one(s) and why are you a member?

Mosser: Get Healthy is a proud member of both INFRA and SENPA, with Karen Greenway, Get Healthy co-owner serving as a past president for the SENPA Board.

We joined INFRA to have access to more buying power to compete with larger stores in the area that at that time had prices we had no way of matching. Thanks to our decision to be an INFRA member we are now the best-priced natural grocery store in our community.

SENPA is the one organization I feel every independent retailer needs to make a priority of joining. From protecting our rights as retailers to continue selling natural supplements, and other continuous work in advocacy, to putting on the SOHO Expo annually. SENPA is the biggest ally to independent stores when it comes to a trade organization.

Hornfeldt: We find a great deal of value in being involved in both local and national trade associations. We are members of the NPA, SENPA, INFRA, MAHO, Positively Natural Network, Main Street Alliance, Saint Paul Area Chamber and Metro Independent Business Association. During the purchase and building of the business from our founder, we received invaluable guidance from these organizations, and we appreciate what each group brings to the table.

Sardell: Not at the present time, I feel as though many have lost their way in protecting the industry on local and statewide issues, leaving it to the national organizations, which have to pick and choose their battles. This often leaves some regions and industry segments without a voice or a champion. Independents are not often favored participants because their pockets are not deep.

VR: What are the biggest problems or threats facing retail and the industry at large?

Hornfeldt: As I see it, the industry’s biggest threat is oversaturation, primarily online. The proverbial “snake oil” salesperson who is looking to make a quick buck with pretty packaging and no substance makes our new-to-wellness consumers think that supplements don’t work. Hopefully, as the noise increases online, customers will come to us to cut through the garbage and experience real health solutions.

Ayzin: Inflation – we see prices go up literally weekly on groceries and staples. There is only so far we can go. We have to incrementally cut our margins just a bit, and hope that after the elections things will start normalizing.

Sardell: Ridiculous legislative and regulatory overreach, cheap online sales, bad players with questionable products/ingredients in the industry tarnishing the industry reputation and not being monitored by the agencies that should be doing their job, and overwhelming/increasing costs that independents are trying to juggle with and manage.

Mosser: Unfortunately, I have to say that vitamin and supplement manufacturers are the current biggest threat to independent retailers.

If the industry and independent stores continue to support some of these major companies that don’t care about the independent brick-and-mortar stores, you are going to see more and more of these stores closing.

We need to come together and realize that only by partnering up with like-minded brands that want what’s best for us little guys are we finally going to be able to not just survive but get back to thriving in our industry.

VR: What do you think the future of natural-product retail will look like?

Thomas: I anticipate the future to be bright for natural product stores as people become more aware of an alternative way to feel better and stay healthy!

Hornfeldt: The future looks bright! Our customers value us and want to keep us around. We have seen the excitement in our community with new ownership, making sure Mastel’s will be here to stay. Post-pandemic, I believe that health will be an everlasting part of our everyday conversations. Luckily for us, serving the community, helping others live their best lives, and wellness will always be a source of pride and a sign of a well-lived life.

Termine: I really have a nostalgic view of our industry. You can walk into a clean and healthy feeling atmosphere where the offerings are in line with what people have come in for in the first place. A store where you sense that the people helping you care about you and look forward to being able to help you again and again with whatever health issue is on your mind. Wherever the mad rush of technology and so-called efficiency takes this industry, I just hope some of the aforementioned still see the light of day.

Mosser: My hope for our industry is for all of us brick-and-mortar stores to find their place in their communities as a source of knowledge, education and wellness.

Singh: In my opinion, we are the luckiest type of business in the industry. That said, today’s health in America is very concerning. To be a part of helping change the trajectory of not only where our health is, but more importantly where it should be, is why I wake up every morning excited to go to work! I am in my store every day six days a week and it’s never work. It’s an opportunity to change the health of my community, which has been my goal since day one. My hope is we all feel that.VR

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