Berend-Jan van Egmond – Cloetta

“Travel retail is a dynamic, fast-growing industry, and still thrives on relationships and visibility,” says Berend-Jan van Egmond, Head of Global Travel Retail at Cloetta. In a sector where traditional shopper data is limited and buying behaviours differ from domestic retail, Cloetta has managed to carve out a path to growth through clarity of purpose, in-store innovation, and a sharp focus on understanding the mindset of the modern traveller. At the heart of this strategy is The Jelly Bean Factory, a brand positioned to delight, surprise, and reward.

The World of Travel Retail

From the outside, travel retail might appear similar to regular FMCG environments. In reality, it’s an entirely different playing field. First and foremost, this is a traveller-only market. Access to airport retail spaces is restricted to those who have passed through security, meaning all customers are either in transit or preparing for departure. This transforms the store into a moment of pause, reflection, and often impulse.

On the surface, the industry is thriving. Travel retail is valued at around $70 billion globally, with projections estimating growth to $145 billion by 2032. But this growth comes with caveats. The market is highly sensitive to global disruptions, from volcanic ash clouds and wars to, most significantly, the COVID-19 pandemic. “When nothing happens at the airport, sales stop too, but when it does, the industry booms,” says Berend-Jan.

Despite its scale, travel retail is underdeveloped in terms of shopper data. “There’s hardly any data or real-time insights; this industry still thrives on relationships,” he explains. Brands often have to make assumptions or rely on retailer feedback. Add to that high margins, complex logistics, and fierce competition for shelf space, and it becomes clear that the rules of the game are different.

“When nothing happens at the airport, sales stop too, but when it does, the industry booms.”

Inside the Mind of the Traveller

One of Cloetta’s key insights has been understanding why people shop in travel retail. “Within confectionery, there are three core need states: gifting, sharing, and self-indulgence,” says Berend-Jan. While gifting remains important, self-consumption is increasingly dominating the category. The shift is linked to changes in airline service. “You don’t always get something to eat on board anymore, especially on low-cost carriers. So people stock up at the airport.”

Beyond practical needs, there’s also emotion. Travellers experience elevated stress levels before passing through security, followed by a dip in tension once they’re airside. This “dwell time”, typically 1 to 1.5 hours, presents a valuable window in which shoppers are open to rewarding themselves.

Cloetta has built its travel retail proposition around these insights. With The Jelly Bean Factory as its flagship brand, the company has created a focused SKU range that supports all three need states. “We scaled back a very wide range to just a few core SKUs. The Jelly Bean Factory is a next-generation candy brand.

We use all-natural flavours and plant-based colours, we are gelatine free, gluten free and free from palm oil. We’re not pretending to be a healthy brand, we position ourselves as premium, clean-label, colourful, flavourful and fun. We’re all about saying Yes. Yes to the finest foods, Yes to curiosity, Yes to quality. To live, to love, to new adventures, always up for new experiences and to enjoying life to the fullest. Yes, that’s us. Yes, that’s flavour. ”

Packaging design reflects this positioning. Bright colours, clear messaging and a premium look help the products stand out, but not scream. “Airport shops are busy, and packaging needs to balance standout and sophistication. You can’t just shout, you have to charm too.”

“Airport shops are busy, and packaging needs to balance standout and sophistication. You can’t just shout, you have to charm too.”

Standing Out When Every Brand Wants In

In an environment where every brand is vying for limited visibility, execution is everything. Cloetta’s in-store strategy combines short-term brand activations with long-term visibility through permanent displays. Both are crucial to its success. “If you want to be in the store, you need to participate in the activation strategy, and the investment isn’t small,” Berend-Jan says. “But it works.”

Cloetta’s most striking example comes from Dubai Airport, where the brand built a 15-square-metre display themed around the Burj Al Arab. The activation included a branded photo booth, where travellers could scan a code with their phones and take selfies with filters and the tagline: “I’ve bean to Dubai.” (see picture 1)

Picture 1: The Jelly Bean Factory activation at Dubai airport (Source: Cloetta, 2025)

“We always try to include a local element. That purple colour and our beans really pop; it’s fun, it’s visible, and it creates talkability,” he says. The result is more than just visibility, it’s perceived success. “People in the industry come up to us and say, ‘We see you everywhere, things must be going well.’ And that opens conversations.”

This “perception effect” isn’t accidental. The brand encourages its team to post activations on LinkedIn, engage with the trade press, and share successes internally and externally. “Visibility creates momentum,” Berend-Jan explains. “And that gives us leverage in retail negotiations.”

Not every airport offers room for large displays, which is why Cloetta has also developed permanent second-site displays for their bestsellers, the Jelly Bean tubes. “These displays have a small footprint but maximum impact,” Berend-Jan says. “They’re attractive and playful, and they’re traveller-proof, meaning they survive rolling suitcases bumping into them.” Cloetta has now deployed 80 of these displays across airports worldwide.

“We always try to include a local element. That purple colour and our beans really pop; it’s fun, it’s visible, and it creates talkability.”

Future Focus: Digital & Data in a Fragmented Landscape

In domestic retail, loyalty programmes and digital campaigns are part of everyday marketing. In travel retail, it’s a different story. Despite the global traveller’s digital savviness, retailers have struggled to implement effective digital solutions in-store. “You can’t build shopper loyalty in the same way as at home,” Berend-Jan explains. “They’re just passing through, not coming back every week.” Some of the major retailers are piloting loyalty programmes, but the share of transactions they represent is still minimal. “We support it for the sake of the relationship, but it’s not yet where the value is right now.”

Instead, Cloetta focuses its digital efforts on phygital experiences, like its smartphone-connected photo booths, and keeps an eye on developments. Meanwhile, broader data collection and shopper insights remain a challenge. “There’s huge potential for leveraging pricing and shopper data, you just have to be more specific and targeted in how you approach it,” he notes.

Still, Cloetta remains optimistic. The brand has shown that by aligning product strategy with traveller mindsets, delivering in-store creativity, and staying visible in the right way, growth is possible, even in a complex and evolving global channel.

“There’s huge potential for leveraging pricing and shopper data, you just have to be more specific and targeted in how you approach it.”