Tag: sales

Sales budgets tipped for 2022 increase

Source: Gartner

Seventy-three percent of chief sales officers (CSOs) expect sales budgets to increase by an average of 16.9% in 2022, according to Gartner, Inc. A Gartner survey of 67 CSOs in 2H 2021 identified the top three investment areas to be sales enablement, digital marketing and sales operations programs.

“CSOs are adjusting their expanding budgets in 2022 to become better prepared for what could be foundational shifts in the way sales teams and buyers fundamentally interact,” said Betsy Gregory-Hosler, Senior Director, Research in the Gartner Sales practice. “For example, CSOs and sales teams are now partially or fully funding activities traditionally owned by marketing, leading into an unprecedented time of spending within these functions.”

Besides most CSOs anticipating increased investment in sales enablement, the following categories will also see an increase in spending in 2022:

  • Digital first investments: The pandemic accelerated B2B buyers’ exposure to, and comfort with, using digital commerce platforms for large, complex purchases as well as smaller deals. In a more virtual environment, most CSOs recognise the importance of digital marketing.
  • Analytical thinking: CSOs plan to invest in sales operations, with sales analytics a key priority. Over half of the CSOs Gartner surveyed identified sales analytics, a key element of sales operations programs, as a priority for organisational success.
  • Technological advancements: After protecting technology budgets in 2021, CSOs continue to prioritise tech investments moving in 2022. CSOs plan to increase investment in sales technology, prioritising pipeline generation, CRM data, and training and coaching use cases.

“The pandemic has fundamentally changed B2B buying behaviours,” said Robert Lesser, Director, Advisory in the Gartner Sales practice. “With buyers opening themselves up to more virtual experiences in conjunction with a mixed outlook for conferences and in-person events, it is clear that the shift to digital will not be short-lived.”

While budgets may be increasing, the planning process is still crucial to guide upcoming investments and achieve the greatest commercial impact. Sales leaders should consider the following with the flexibility that an increase in spending can bring:

Understand major B2B buying and selling trends and how they are changing the path to growth: CSOs must understand how three major trends – digital buying, virtual selling and emerging technologies – are rewriting what it takes to succeed in B2B sales to invest ahead of the curve.

Benchmark budget against peers to strengthen business cases: Effective benchmarking helps sales leaders build business cases, defend budgets and make data-backed strategic decisions.

Ensure sales enablement and operations leaders are equipped to optimise new investments: Sales enablement leaders need a planning process to assess sales enablement program effectiveness, align the various sales enablement programs to the sales strategy and communicate program results.

Consumer purchasing behaviour has changed, and as a result, businesses’ strategies for providing personalised customer experiences have shifted. With changing consumer buying behaviour, in-store and online purchasing experiences are merging, and more companies are exploring social commerce, and including it as a key strategy in their commerce plans.

According to the fourth edition of Salesforce’s Connected Customers Report, 25% of shopping will occur outside of a retailer or brand’s website, app, or physical store by 2023. During the 2021 Christmas season, social media apps accounted for 4% of global mobile digital sales, while individuals browsing social media accounted for 10% of mobile traffic.

Are South African businesses and consumers prepared for social commerce and the metaverse, and is this a necessary strategy for success in 2022? In this article we speak with industry experts and ask them to share their thoughts.

1. Consumers spend their time on social media during micro-moments

Over the past 15 years, commerce has been moving toward new and disruptive digital channels with increasing speed. This all accelerated further when the COVID-19 pandemic hit. Seemingly overnight, every business had to operate digitally — immediately and effectively, and digital transformation became a matter of survival.

“One of these new channels for shoppers in both a B2C and B2B world is social media because that is where shoppers are spending their time,” says Robbie Kearns, Senior Regional Vice President at Salesforce. “In addition, social media is usually the first place people go when they pick up their mobile device during the ‘micro-moments’ that they have between their own daily routines, and it’s easy to anticipate this across the social networks.”

According to Kearns, Salesforce Commerce Cloud customers reported a staggering 66% increase in visitor traffic to their digital sites shortly after COVID hit, which resulted in a 127 % increase in cart size. “This ultimately resulted in a staggering 146 percent rise in year-over-year revenue,” Kearns says.

2. Social commerce brings brands up close and personal with customers

Reagen Kok, Hoorah Digital CEO, believes that the brands that ignore the impact and influence of social commerce today do so at their peril. “It’s well understood that social media has revolutionised the way businesses connect with their customers and now social commerce elevates that interaction into a transactional one that offers both parties great value. Social commerce brings the product to the customer at the exact point where it piques their interest – see it, shop it right there! On the other hand, social commerce also provides brands with useful data on things like customer preferences and their social habits more generally,” says Kok.

Significantly, social commerce allows brands access to data such as customer’s social profiles (with their consent, of course), adding to the dataset that enables brands to craft more personalised online experiences for their audiences.

Kok explains, “It’s the manifestation of the seamless, platform-neutral shopping experience that we’ve been anticipating for years now. And it’s happening in a way that’s creative, relevant, entertaining and set to ultimately revolutionise how we shop online.”


3. A multi-channel approach is key to ecommerce success

Ross Sibbald, Commercial Director of Striata Africa, however, warns businesses that although the metaverse may be the latest and greatest shiny ‘thing’ it is crucial that businesses focus on developing a relationship and loyalty with their clients. Sibbald says that, “A multi-channel approach is still incredibly useful now and in the future.”

“It is extremely likely that an increasing number of shoppers would abandon traditional brick and mortar stores in favour of alternate channels where the experience is less obtrusive, more smooth, and ultimately more convenient for the shopper, but it is also important to not force new technologies on to customers,” says Sibbald.

Rather than that, we must establish how and where they wish to connect and communicate. “eCommerce and email are really coming into their stride and are already widely used and welcomed by shoppers, and I don’t see that going anytime soon,” Sibbald adds.

Consumers are open to new methods

As retailers crop up in the metaverse, it’s apparent that consumers are prepared to make transactions through novel methods. Retailers are witnessing the emergence of a new business model in which physical and digital realities coexist and stores remain open 24 hours a day.

By Jon Porter for The Verge

Amazon says it has just had its “biggest holiday season to date” as customers turned to the site to shop rather than venturing out to physical stores.

Although CNBC notes that the company did not share actual sales figures for either Black Friday or Cyber Monday, in a blog post the company revealed figures for independent sellers on its platform.

Amazon says these sellers saw over $4.8 billion in sales through the two shopping days worldwide, an increase of 60 percent over last year.

“Through Cyber Monday, 2020 has been the largest holiday shopping season so far in our company’s history thanks to customers around the world,” Amazon wrote.

While Amazon’s sales reached record highs, traffic at physical stores has reportedly plummeted. Preliminary data from Sensormatic Solutions reported by CNBC said that in-store traffic fell by 52.1 percent this Black Friday compared with 2019, as customers stayed home to avoid the crowds. If current trends continue, 42 cents of every dollar spent this holiday season could go to Amazon, according to one analysis, up from 36 cents last year.

Amazon says 71,000 small- and medium-sized businesses worldwide surpassed $100,000 in sales so far this holiday season. But Amazon’s own brands also appear to have sold gangbusters.

The company says customers bought “more Ring, Blink, and eero devices on Amazon than during any previous holiday shopping weekend.” The company adds that other top-selling devices on Black Friday and Cyber Monday include its new Echo Dot and Fire TV Stick 4K.

Other top-sellers in the US over the holiday season include Barack Obama’s book, A Promised Land; a Revlon hair dryer and volumiser hot air brush; and a genetic DNA test ancestry kit from 23andMe.

Over the course of this year, Amazon has been one of the biggest beneficiaries of changing shopping habits due to the pandemic. In its last earnings release, the company reported that its net income nearly tripled in the quarter compared to the previous year, and that’s not including its Prime Day sale that had to be delayed this year.

This growth has fuelled a massive hiring spree at the company, The New York Times reports, with Amazon adding 427,300 employees to its global workforce over the course of ten months.

 

Dell, HP report sales boost on pandemic PC surge

By Nico Grant for IOL

Dell Technologies and HP reported quarterly revenue that topped Wall Street estimates, lifted by customer upgrades of personal computers for remote work and school during the pandemic.

Dell’s sales climbed 2.8% to $23.5 billion in the period that ended Oct. 30, the Round Rock, Texas-based company said Tuesday in a statement. Rival HP reported it shipped a record 19 million PCs in its recent quarter, as well as more home printers than it has sold in years. HP also gave a profit forecast for the current period that beat analysts’ projections and said it would raise its quarterly dividend 10%.

Michael Dell and HP Chief Executive Officer Enrique Lores are trying to revamp their PC makers into more profitable businesses. Both companies have taken steps to cut operating expenses during the pandemic, and they produced better-than-projected profits in the October quarter. Billionaire Dell is trying to spur more predictable, recurring revenue by letting corporate clients pay for products over time rather than upfront. Lores, meanwhile, is overseeing a corporate restructuring that will result in lower expenses and a smaller workforce.

“We are very optimistic about where the company is going to be going during the next quarters and years,” Lores said in an interview.

HP shares gained about 5% in New York trading, helped by the company’s announcement that it would boost the quarterly dividend to 19.38 cents a share. Dell shares fell roughly 2%. The stock is up more than 30% so far this year.

HP’s revenue fell about 1% to $15.3 billion in the period that ended Oct. 31, the Palo Alto, California-based company said in a statement. Analysts, on average, expected $14.7 billion, according to data compiled by Bloomberg. Profit, excluding some items, was 62 cents a share in the fourth fiscal quarter, while analysts projected 52 cents.

Adjusted profit in the current quarter will be 64 cents to 70 cents a share, HP said. Analysts, on average, estimated 54 cents.

Dell’s sales from consumer PCs jumped 14% to $3.5 billion in the fiscal third quarter, the company said. PC sales to business and government clients increased 5.4% to $8.78 billion. Server and networking sales fell 1.8% to $4.16 billion, the seventh consecutive quarter of year-over-year declines for the unit. Executives said they expect continued “soft” data-center spending in the current period. Storage hardware revenue declined 7% to $3.86 billion.

“I’m generally pleased with how the business performed,” Dell Chief Financial Officer Tom Sweet said in an interview. “We’ve got to continue to work our way through the uncertain environment. Given our broad, diversified portfolio, we have an ability to drive a consistent stable cash flow, consistent results.”

Dell said that it expected revenue in the current period to increase 3% to 4% compared with the third quarter’s.

Sales of HP’s Personal Systems, mostly computers, was little changed from a year earlier at $10.4 billion. Revenue from consumers jumped 24% while business sales decreased 12%. Printing revenue declined 3% to $4.8 billion. The company reported a 21% rise in consumer hardware sales and a 22% drop in hardware revenue from businesses.

While corporate customers aren’t buying printers with their offices closed or at reduced capacity, Lores said demand from consumers working at home was so strong that HP shipped 12 million printers in the quarter — the highest number since the corporate split from Hewlett Packard Enterprise Co. in 2015.

Sales in laptops, stationery and toasters boom

Source: Business Insider SA

Between January and August 2020, South Africans newly working from home showed a serious appetite for office equipment and stationery, with year-on-year growth of 83% recorded.

Of South Africans who buy online, 52% now own laptops, compared to 40% last year.

But broadly speaking, technology sales weren’t great during lockdown, the latest market insight from consumer experts GfK South Africa shows – despite the work-from-home boom. In the first quarter of 2020, technical goods showed a 1% year-on year increase in sales, then revenues plummeted by 25% during hard lockdown (April to July), when the sale of non-essential goods were banned.

South Africans, it appears, had to improvise, or do without.

The move to Alert Level 4 in May saw a sudden surge in demand for smartphones, tablets and small domestic appliances.

“Consumers snapped up appliances for making quick meals and drinks, including toasters, sandwich makers, coffee machines and microwaves,” says Nicolet Pienaar, head of market insights at GfK South Africa. “Performance for content creation devices such as laptops and tablets was strong, since sharing a device between people in the household was not an option in a time of remote working and home schooling.”

These isolated gains in the technical consumer goods market coincided with 10% revenue growth associated with small domestic appliances and 8% in mid-level information technology systems. But those were offset by steep declines in the supply of multifunctional technical goods, photographic equipment, and telecommunications.

Retailers were quick to capitalise on the announcement of Level 2 lockdown in August, redoubling promotional activity and running tailored marketing campaigns.

That seems to bode well for the upcoming Black Friday and Cyber Monday promotional period.

“After a gruelling year that has hit many South Africans in the pocket, we’re expecting to see demand from two types of consumer over Black Friday: the reset spender, looking for genuine bargains after months of holding back and the revenue spender, looking for deals that let them trade up to premium products,” says Pienaar.

Comparative growth in the second quarter of 2020 is expected to boom, with 69% of brick and mortar retailers anticipating Black Friday sales to be at least as good as they were last year. Additionally, 36% of online retailers anticipate that Cyber Monday will be at least as good as last year, and 36% expect it to be better.

Shoprite reports record sales

Source: Shoprite Holdings

South Africa’s largest retailer, Shoprite, has reported a healthy rise in its key market for the 52 weeks to 28 June 2020, despite significant Covid-19 lockdown restrictions impacting the group.

Highlights of the results include:

  • Sale of merchandise increased by 6.4% to a record R156.9 billion;
  • Excluding the impact of hyperinflation, trading profit increased by 10.4% to R8.3 billion;
  • Diluted headline earnings per share (DHEPS) increased by 2.5% to 765.8 cents;
  • Adjusted DHEPS increased by 16.6% to 717.5 cents;
  • Full year dividend, in line with Group policy of 2x DHEPS cover, increased by 20.1% to 383 cents;
  • Net cash position improved by R6.4 billion to R10.0 billion (2019: R3.6 billion);
  • Net borrowings declined by R6.1 billion to R2.0 billion (2019: R8.1 billion); and
  • A total of 147 stores comprising 101 corporate and 46 franchise stores were opened. 

Insurers under pressure from Covid-19

By Londiwe Buthelezi for Fin24

It’s a grudge purchase, often the first expense to fall away when households’ budgets are strained. But South African insurers have shown different degrees of vulnerability to the challenges posed by Covid-19.

Those heavily dependent on face-to-face sales, like Old Mutual, would surely want to see an accelerated march to lockdown Level 1.

Given the recent trading updates and insurers’ experiences in April and May, the question is: who seems to be on the right path to maintain value for shareholders and whose vulnerabilities have been most exposed?

Everyone is suffering, in one way or another

Warwick Bam, head of research at Avior Capital Markets, says all insurers and pension administrators are taking some beating right now from retirement contribution holidays, insurance premium relief and additional cover they’ve advanced to support their customers for the next few months. But some will inevitably be more prejudiced.

“Intermediaries dependent on face-to-face interactions have been unable to sell policies in April and May,” says Bam, pointing out that Old Mutual is one player more reliant than others on face-to-face interactions at branches and worksites to sell.

Old Mutual told investors recently that it’s been difficult to sell, and that some existing customers asked for premium holidays and, in extreme instances, lapsed their policies.

But it’s not only insurers dependent on face-toface sales who suffered. During a call with investors, outgoing Sanlam CEO Ian Kirk said the insurer also struggled to sell.

In April and May, the insurer, which is the biggest in Africa, saw new business volumes tank between 50% and 70% compared to the same time last year, Kirk says. He foresees productivity will only return to normal when SA moves to lockdown Level 1.

Could Covid-19 have raised awareness on the importance of insurance?

However, Sanlam says it has been pleasantly surprised that its businesses – including Sanlam Sky, which serves low-income earners – has not shown the kind of strain it expected when it comes to lapses in April and May. Customers opting for premium holidays are likely to have stalled the lapse rate for now. But Kirk thinks there’s another factor at play.

“Obviously, there’s pressure on consumers. But when you go through something like this, people say ‘jeepers, I’ve got to keep my life cover going. I’ve got to keep my funeral plan in place’. It’s almost like there’s awareness on health and safety stuff,” says Kirk.

Momentum Metropolitan Holdings also says its lapse rates remained stable for life insurance products in April, but more people have asked for relief like premium holidays. The group is keeping its eye on the lapses in the medium term when levels of unemployment start to increase.

It looks like some insurers have seen this increased awareness as an opportunity. For instance, Discovery has enhanced a number of its products by adding a Covid-19 benefit. The insurance group, which is trying to grow its new bank, even launched Vitality Health Check for seniors, making itself ever more relevant to panicked insurance customers. Discovery did not respond to questions on whether these enhancements have improved its persistency ratio or attracted new customers.

But Bam thinks this is a well-thought move. “By tailoring products to Covid-19 risks, persistency is likely to improve as insurers can further justify the benefit of retaining cover when affordability declines,” he said.

When it comes to Covid-19-related claims, big life insurers aren’t too concerned. They haven’t yet recorded any material increase in death claims and many say they expect a modest increase in the coming months.

However, SA hasn’t reached its Covid-19 peak yet. Friday marked the 100th day since the first known Covid-19 patient arrived back in the country from a trip to Italy, and by Saturday 1 423 deaths had been recorded.

But even when claims start rising, insurers have deep pockets to finance these, and have reinsurers to fund the rest.

Bam says the bigger listed guys in particular have strong balance sheets which “can withstand almost any eventuality in the current Covid-19 scenario”. Sanlam has already set up a “pandemic reserve” of R760 million.

But job losses threaten to setback the whole industry

While things like funeral cover could be on top of consumers’ minds now, employment levels will determine if insurance will remain a line item in households’ budgets.

South Africa’s largest pension funds administrator Alexander Forbes is already preparing itself for the worst as its success depends largely on having more people formally employed and saving for retirement. Alexander Forbes offers both retirement and group life insurance that people subscribe to in their workplaces.

Like Kirk, Alexander Forbes CEO Dawie de Villiers says people are asking for advice more than ever as they try to navigate their retirement and investment options under Covid-19. However, while the importance of financial advice has been elevated, De Villiers says the rising number of employers announcing retrenchments is causing a headache for the industry.

“We haven’t seen any retrenchments come through, but we believe that there will be retrenchments. We also agree with the analysts’ numbers about the unemployment rate going maybe up to 35% from the current 29%, and that will affect our bottom line as less people belong to schemes,” De Villiers says.

Source: Pipe Drive

No matter the size of your organisation, it’s likely you’ve been affected by the COVID-19 outbreak. It’s forced many of us to change the way we work and adapt to a sudden shift in consumer behaviour.

The COVID-19 outbreak showed us just how quickly life can change. One of the biggest impacts was made on the way we work, as well as the level and type of support our employees, customers and peers need from us.

Entire organisations have adopted remote working infrastructure at a rapid pace, ensuring those that have the ability to work from home can do so. Many were successful, while others are still overcoming teething pains.

So, what’s the best response to a crisis like this? How do we shift our behaviour and routines with minimal disruption?

In general, it’s great to have the tools and flexibility for remote working set up in your organisation, regardless of whether or not you will use them in your day-to-day. Having these infrastructures, technologies and processes in place is vital, especially when a major life event or public crisis keeps you or your team away from the office.

For example, sales teams must implement a stack that allows for both internal communication and reliable video calls with prospects.

Processes also need reviewing. What policies will you put in place to allow people to do their best work? For example, during the COVID-19 outbreak, many schools have been shut down. This means parents must strike a balance between work and looking after their children.

To respond to this, many organisations have adopted flexible working hours. As long as team members are available for two to three hours a day for communication, it doesn’t matter when they get their work done.

Audit the activities you conduct on a daily basis and see how you can optimise them for optimal remote working efficiency. Ask your team for their perspective, and allow them to contribute.

After all, these changes affect everyone in different ways. Take a dynamic approach and empower your team to perform to the best of their abilities.

Keeping your sales team safe, optimistic and productive
For salespeople used to the hustle and bustle of a lively office, the sudden change to remote working can be challenging. Not only do they need to find a new routine, but get a handle on new technologies for communication and collaboration.

This new, enforced way of working applies to sales managers, too. Your processes and training workflows must adapt; keeping salespeople motivated and engaged requires a different approach.

Making these changes doesn’t have to be daunting. As a sales leader, you have a responsibility to keep your team safe, create effective remote working policies and communicate them clearly.

Advise your team to follow their government’s guidelines and to do their best to stay out of harm’s way. You can help by ensuring they never need to break a recommended safety policy for work. This means implementing a 100% work from home policy, with guidance on how to maximiae productivity.

Luckily, getting your remote environment up and running is fast and simple.

Most importantly, expect pipeline volume to be volatile. Let your team know that this is OK and that you have a plan to weather the storm and come out stronger on the other side.

Reassuring customers and adjusting your sales messaging
Your customers will also feel the pain during times of crisis. Their priorities will shift, often overnight, as they face new and unexpected challenges.

As you help your team adjust to a new reality, no matter how temporary it may be, you must also do the same for your customers. The best philosophy to adopt? Serve first, then sell.

Yes, it’s important to continue closing deals. But there should also be a focus on helping customers and prospects that are facing new uncertainties in their lives.

For example, it’s wise to pause your cold email initiatives as a crisis breaks out. Standard messaging may seem tactless during this crisis. Instead, take this time to rework and re-frame your messaging to align with your customer’s most urgent needs.

But don’t leave them “on pause” forever. As people adjust, use that time to craft more value-driven and empathetic messaging. Once the workforce is more acclimated to this new reality, continue cold outreach initiatives with helpful content that customers and prospects can immediately benefit from.

It’s critical you communicate your company directives to your team. Make them aware that a new direction is necessary and outline a policy on what they should and shouldn’t be including in their messaging. Get them involved in the process so they not only have a sense of ownership, but also a duty to serve prospects.

Learn more about how to reassure customers and adjust your sales messaging in our guide here.

Managing your sales organisation during a health crisis
While cutting costs seems inevitable, it’s important that you continue executing revenue-generating activity.

We’ve identified three critical business-driven priorities for sales teams during this crisis:

  • Generate and communicate empathetic messaging to employees and your audience
  • Prevent pipeline decay
  • Identify new business opportunities
  • Depending on your industry, sales may drop. Adapting to sudden and temporary changes in consumer behaviour is an effective way to combat this. In the B2B world, your buyers will shift priorities to adapt and you must do the same.

Listen to and serve your existing prospects. How are they being affected by this health crisis and how can you help them beyond your sales processes? For example, if you usually share content with prospects, start collating timely information that impacts their industry and roles as it’s published from third party sources, and see if you can create or adapt your own.

New opportunities will also emerge. How can your product or solution serve your customers during this time? What features could be used to tackle these new challenges?

Capitalising on these opportunities requires a great deal of care and it can be tempting to jump toward discounting in order to tackle these issues. Resist this temptation and focus on how to best serve your customers instead.

Source: EWN

Tiger Brands employs more than 11 200 people in South Africa, excluding seasonal staff, a company spokesperson said.

South African food producer Tiger Brands said on Monday it is looking at “significant” job cuts and won’t pay an interim dividend as its business is hit by supply disruptions and margin pressures due to the impact of the coronavirus.

The owner of Jungle Oats and Tastic rice said first-half headline earnings fell 35% and it expects coronavirus-related costs of about R500-million ($28-million) to hit profit in the second half due to rand weakness, global supply chain disruptions and additional costs incurred during a lockdown in South Africa to curb the spread of the virus.

As a result the company has started looking at cost-cutting measures, including possibly “significant” job cuts, Chief executive Noel Doyle told reporters in a media call.

“Not just in headcount but right across our whole offering and of course we have to look at a couple of the categories where we have been incurring significant losses,” he said.

Tiger Brands employs more than 11,200 people in South Africa, excluding seasonal staff, a company spokesperson said.

Tiger Brands said it had decided not to declare an interim dividend in order to preserve cash, adding that it would re-consider an annual dividend at the end of the year depending on the group’s trading performance.

Headline earnings per share from continuing operations fell to 501 cents in the six months ended March 31, the company said, from 773 cents in the same period last year. Pretax profit from continuing operations fell 65% to R673 million.

“The group’s overall performance reflects the difficult trading environment and the challenges faced, particularly within grains, groceries, Value Added Meat Products (VAMP) and exports,” Tiger Brands said in a statement.

Group revenue from continuing operations increased by 2% to R15.7 billion. However, group operating income dropped by 29%, with operating profit margins declining to 7%, impacted by lower volumes, raw material and conversion costs rising ahead of inflation and increased marketing investment, it said.

“These costs, together with the effect of government regulations on pricing during the national disaster period, may have an impact in excess of R500-million on profitability (in the second half),” the company said.

A Spar in Durbanville, Cape Town,  has elected to remove certain items from their shelves in a bit to support neighbouring small businesses during the Alert Level 4 lockdown.

As businesses struggle to survive due to the lockdown and employees around the country lose their jobs and endure pay cuts, Palm Grove Spar is playing its part by lightening the financial burden and uncertainty that comes with it.

The Spar’s owners released a statement on their Facebook page saying that:

  • We will be closing our stationary section and asking that you instead support Hein and his team at PenCafe Stationers
  • We will remove all Frozen Burger Patties from our shelf and ask that you support Werner and the RocoMamas team when deciding what burger to enjoy

“As owner-run businesses, we, now more than ever, need to support each other.”

 

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