On location – Talking family values, tradition and trends as Loacker turns 100 years old

“The Dolomites is a land that tells fantastic stories, in which nature always plays a fundamental role, as it does in our products” – Armin Loacker

From humble origins in the small city of Bolzano, South Tyrol, Italy, Loacker has become a global brand name and leader in the premium wafer and snacking segment.

The company marked its 100th anniversary in early February with a special celebration that gathered together business partners from around the world and selected media, including The Moodie Davitt Report. [Click here for our initial story in The Moodie Blog.]

It has been a remarkable journey, one that began when, in 1925, Alfons Loacker purchased the patisserie in which he had worked since he was a little boy. There he baked the first packaged Loacker wafers, an evolution of the ‘Bolzano wafer’, a treat with thin and crispy layers enclosing a rich, creamy centre.

Loacker is now a €462.4 million turnover business (2024 figures), led by its home market of Italy, and USA, Saudi Arabia, Israel and China rounding out the top five territories by sales value. Distribution, which now stretches to more than 1 billion units a year, extends to over 100 countries, and as the export market has grown, so too has the travel retail business.

That’s a segment the company has identified for growth, with retailers recognising the wafer and sweet biscuits category as a promising opportunity. For Loacker, Europe, Middle East & Africa and the Americas represent sizeable travel retail potential – with campaigns running through this 100th year aiming to take advantage of fast-rising brand awareness.

Loacker’s progress is a story of family, heritage and place, one built on the skills of pastry chefs over three generations. It ties together a number of compelling strands, from third-generation ownership and the balance of heritage and modernity to a focus on wellness, conscious consumption and sustainability (well before these terms became popularised).

It’s a story of people – many of its 1,175 employees hail from the Tyrol region and there is an emphasis on youth and on growing from within – and of relationships. Meeting many Loacker distributors from Australia to Canada, from Hong Kong to Malaysia, and from Israel to China to Saudi Arabia during the centenary event, and you come to understand the deep respect and longevity of its partnerships, some of which stretch back 50 years.

We like the line used by Managing Partner and Chairman Ulrich Zuenelli in a film commissioned to coincide with the anniversary, in which he said, “we only win in business if everyone wins”.

That ethos rings out in this interview with key figures from the world of Loacker – Ulrich Zuenelli, Managing Director Sales & Marketing Kai Panholzer, Head of Communication Yvonne Profanter and Business Director Duty Free & Travel Retail Juan Miguel Cabrera – which we are proud to publish as the company begins its second century.

The Moodie Davitt Report: Please tell us about the significance of this anniversary and what it means to you and your teams?

Ulrich Zuenelli: The centenary is a very important milestone for the company and for my family, the result of many brave and ‘rebellious’ choices made over time.

Starting with my grandfather, Alfons Loacker, who in 1925 opened a small pastry shop driven by the aspiration to make product of higher quality, and continuing with my uncle Armin Loacker and my mother Christine Loacker-Zuenelli, who in 1974 moved production to an unusual location for the time, Auna di Sotto, at an altitude of 1,000m, where the air is purer and the view of the Sciliar mountain – which still appears in our logo – inspired us all.

It is thanks to this ‘rebel attitude’ and the uncompromising commitment to ‘pure goodness’ (the brand claim, that in Italian is well-known by consumers as ‘che bontà’) that today, when we talk about Loacker, we are talking about a global brand with a worldwide presence.

To celebrate this milestone with consumers, we are currently rolling out the anniversary campaign ‘Goodness is a rebel choice’ in all the countries where we are present. All over the world, the campaign, featuring actual Loacker employees as Rebels of Goodness, will be telling people about our values and the great natural taste of our products.

A special anniversary edition of our key items is available in markets across the globe and will delight consumers and, in addition, there are going to be many local initiatives in stores to connect with our loyal and new consumers. We have also planned celebration events with clients, suppliers and stakeholders, to thank all the business partners that helped us in building this success in our 100-year history.

What is the vision and strategy for the Loacker business today and how has this evolved over the century?

Ulrich Zuenelli: The comparison between 1925 and 2025 is impressive in terms of numbers, but consistent in terms of values. From a small pastry shop with three employees, we have become a reality with 1,175 employees, leader in Italy and present in 110 countries, with a 4.5% share of the world market (Euromonitor data).

This result has been made possible thanks to solid collaboration with distributors, consistent brand management, flexible and innovative production in line with market needs, and the knowledge and respect of consumers around the world, as evidenced by our Kosher and Halal certifications.

Last but not least, the outstanding 100% natural taste of our products, with no added flavourings, colourings or preservatives, based on sustainably sourced, high-quality non-GMO ingredients, offering a taste experience that delights consumers around the world, reflecting our brand mission.

How do you balance tradition and heritage with a focus on innovation?

Ulrich Zuenelli: We are a company that, throughout its history, has valued tradition and passed on its heritage of skills and values from generation to generation. At the same time, Loacker has always shown a flair for innovation.

In 1967, for example, the company began packaging its products using Flow-Pack, a new technology to keep products fresh and unaltered for a long time. Or the introduction of ‘Quadratini’ on the Asian market in 1994, followed by the further automation of production processes with the opening of the second factory in Heinfels, Austria, in 1999. These factors have allowed us to accelerate and strengthen our international expansion.

Our choices have always been driven by our ability to rethink consumption and anticipate market trends. Basically, if we are able to balance tradition and innovation, it is because we always keep an eye on quality, guaranteeing a good, natural taste in all our products also while addressing evolving contemporary need states and demand spaces. 

How do you see the next stage of growth for the wafer business and what will drive this?

Kai Panholzer: The latest data on the performance of the wafer category allows us to look to the future with optimism. Its growth pattern is more dynamic than the wider sweet biscuits category confirming the appreciation of consumers for this type of product, equipped to meet the needs for a more mindful indulgence.

We also see growth of sub-segments that are covering diverse needs (new formats or better deals for you, such as our wholegrain or low-sugar offerings), as well as a growing attention by consumers to quality ingredients that are environmentally, socially and economically sustainable.

Our position as premium market leader makes us feel the responsibility to shape the future of the segment.

What does sustainability mean for Loacker and its operations today?

Yvonne Profanter: There are different definitions of sustainability. Loacker has chosen to be inspired by sustainable development, which combines economic, social and environmental responsibility.

This means guaranteeing quality products, protecting the environment, assuming social responsibility and ensuring the long-term existence of the family business through disciplined growth and efficient cost control.

Sustainability has always been a core value for the company, which in the 1980s installed the first heat recovery system at the Auna di Sotto/Unterinn plant to use excess heat to warm the production areas and supply hot water.

But it is also a key value in today’s production, as evidenced by so many actions: minimisation of packaging to reduce waste, energy and resource efficiency, sustainability programmes for raw materials, solidarity with farmers and non-GMO certification of recipes according to the independent Food Chain ID standard.

How does digital play a part in growing the business?

Yvonne Profanter: For Loacker, digital is a key vector in its omnichannel strategy to reach the end consumer and grow its business.

This is why we decided to focus on the web and social media for the new ‘Rebels of Goodness’ communication campaign, to capture the target of young snackers (Millennials and Gen Z) and speak in a modern language. We are ready to conquer new audiences while continuing to build the loyalty of those who have never stopped appreciating our products over the past 100 years.

This strategy naturally includes the worldwide involvement of ‘rebellious’ content creators who embody Loacker’s values and are able to tell the brand’s world in a coherent way.

How do you want your business partners and consumers to see Loacker today? What should be its reputation?

Kai Panholzer: We want our business partners and consumers to see us as a brand that brings joy to people around the world with the delight of pure and wholesome natural goodness.

In line with this aspiration, we are committed to putting respect and fairness at the heart of our business partnerships and, more broadly, all our stakeholder relationships. In short, we want to be known and remembered as “naturally good”.

What is the sales outlook for 2025 and how will this compare to 2024?

Kai Panholzer: We celebrate our 100th anniversary in 2025 throughout the year and all over the globe with exciting consumer and shopper activation programmes.

Our expectation is that this will contribute to continue our healthy growth pattern – even if we see substantial challenges in different parts of the world (e.g. war in Ukraine and in the Middle East, diminishing consumer confidence in Asia, new administration in key countries such as the USA and Germany).

We are present in over 100 markets and have a geographically balanced country portfolio with very strong and long-lasting distribution partnerships in place, which we will continue to leverage. Around a quarter of our business is in our home country of Italy, where we have a strong market leadership position.

Behind the strong anniversary programme, we expect Italy to continue to grow strongly, but we also see significant potential internationally, particularly in North America and the rest of Europe.

Our largest international region, Middle East, Levant, Central Asia & Indian Sub-continent, is also expected to continue to grow, despite the high base and very volatile political, economic and social environment that we and our partners face here.

What are the Loacker business priorities as you enter a second century?

Ulrich Zuenelli: One of Loacker’s business priorities is to increase our presence in key markets where we see significant growth potential. But we aim also to ensure a sustainable growth through incremental innovation: we work on product improvements to enhance their qualities while maintaining consumer familiarity.

Finally, we want to do more to meet our responsibilities to people and the environment. This includes the challenge of sourcing raw materials. We have opted for direct control of strategic supply chains, such as for hazelnuts with our ‘Noccioleti Italiani’ programme, or for milk with Dolomites Milk, the Group company that uses milk from animals of Alpine origin fed with non-GMO feed.

In terms of innovation, we are also investing in technologies to increase energy efficiency and reduce the environmental impact of production.

Spotlight on travel and export Loacker Managing Director Sales & Marketing Kai Panholzer and Business Director Duty Free & Travel Retail Juan Miguel Cabrera profile the global business and assess the opportunities for market expansion. As an Italian company it’s no surprise that Loacker’s home market continues to lead sales – contributing around one-quarter of annual turnover – but the export business is growing steadily. Managing Director Sales & Marketing Kai Panholzer says: “If we look at the main world regions outside Italy, the Middle East is the most important as some of our most relevant international markets such as Saudi Arabia, Israel, United Arab Emirates are in that region. Other priority areas for Loacker’s strategy are North America and Asia, especially the USA and China.” In many markets, Panholzer notes, Loacker is already the leading brand by some distance and therefore growing market share is not the central target. Instead, he says, “retail partners in countries such as Italy or Saudi Arabia are much more interested in our ability to drive the category overall, a mission we are well equipped to deliver against in the short term, behind the unprecedented Loacker centenary activations we are embarking on, as well as mid-term with our innovation and communication pipelines”. Travel retail supports the wider drive for overseas business and represents a vital “window channel”, says Business Director Duty Free & Travel Retail Juan Miguel Cabrera. The channel “helps us to create and increase brand awareness in the markets where we are present, but more importantly in the markets where we need a deeper domestic presence. We obviously also consider the sales growth in the channel and future opportunities,” adds Cabrera. Within the travel channel, Asia represents the largest region, followed by Europe where a presence at airports in Rome and Milan and recent listing agreements with Gebr. Heinemann, Avolta and Lagardère Travel Retail offer access to markets where Loacker was previously absent. Cabrera adds: “The Middle East and Indian sub-continent represent a good proportion of our business in travel retail and are our most historic areas in this channel. The Americas is our fastest-growing area.” The broader category offers a strong runway for expansion, not just via Loacker’s investments but those of other brands too. Cabrera says: “The wafer and sweet biscuits category is new and promising: most brands are working hard to showcase their best assets in this category. “For us it is a great opportunity as we are the number one European wafer company, and the quality of our products speaks for itself. Partners are helping to develop the wafer and sweet biscuits category at all levels. The only problem is space on shelves: it does not grow by itself and for newcomers like us in the big arena the fight is hard but worth it.” The 100th anniversary is the focus of some special travel retail events, beginning with Heinemann at Frankfurt Airport in February and March, followed by Rome, Bangkok, Kuala Lumpur and Sanya, Hainan island in China as the year goes on. Cabrera concludes: “For us, the best performance comes from seeing the brand expand to all these new locations in Europe, the Americas and MEA, and continuing to satisfy our consumers with our quality.”