The chocolate market in the United States is becoming increasingly competitive, with numerous brands vying for shelf space. One notable player in this space is Divine Chocolate, which is 44% owned by 85,000 Ghanaian cocoa farmers. Founded in 1998, Divine Chocolate was the first fair trade chocolate bar targeted at the mass market, initially focusing on the U.K. before entering the U.S. market in 2007. Today, this premium chocolate maker offers a range of products, including milk chocolate with toffee and sea salt, as well as 70% dark chocolate with mint, and is experiencing an impressive annual sales growth of 20% in the U.S. In 2016, sales reached $10 million, more than double the figure from five years prior. Divine Chocolate products are now available in retailers such as Whole Foods, Walgreens, Safeway, and various Publix locations.
Sophi Tranchell, the CEO of Divine Chocolate, and Troy Pearley, the director of sales, spoke with Food Dive about the hurdles the company has overcome to gain a foothold in the U.S. market and how its unique ownership structure by farmers has aided in its growth.
Food Dive: Many were doubtful about the viability of a company like Divine Chocolate in the U.S. What were their concerns?
Sophi: There was a perception that a company primarily owned by cocoa farmers was an admirable concept, but many believed it wouldn’t be feasible. Specifically, there were doubts about maintaining independence while scaling the business to break even in the U.S. context. However, the cooperative ownership model of 44% by Ghanaian cocoa farmers has attracted genuine interest in doing business differently. Many consumers in the U.S. want to support developing countries by enabling fair trade practices. This resonates with the American dream of helping individuals find their own paths to success.
Food Dive: Were you surprised by how quickly you gained acceptance in the U.S. market?
Troy: At Divine, we capitalized on the rising trend of premium chocolate. Our exceptional chocolate quality has significantly contributed to our success, allowing us to compete alongside more mainstream brands.
Sophi: Our product offerings have always been strong. We started with a milk chocolate bar in the U.K., but quickly expanded our range. Our dark chocolate bar became our best-seller, and consumer interest in premium products with lower sugar content has been growing. As people become more aware of health choices, they prefer chocolates that are less sweet and contain higher cocoa content.
Food Dive: What challenges did you encounter when entering the U.S. market?
Sophi: The primary challenge was breaking into retail. We strategically recruited experienced sales personnel, and Troy’s 15 years in premium chocolate has been invaluable for navigating this complex market.
Food Dive: How do you increase consumer awareness of your products in such a crowded space?
Troy: Our small, agile team works closely with our global marketing department to enhance brand awareness. We are launching new packaging to attract consumer attention on the shelves. Given that chocolate purchases are often impulse-driven, there is always potential for growth.
Food Dive: Do you expect your current growth rate to persist?
Troy: The premium chocolate sector continues to see double-digit growth, so as long as we keep pace with or exceed the market, we anticipate similar growth. While doubling sales every five years would be ideal, our primary focus is on nurturing our existing customer base and developing our product offerings.
Food Dive: Is your success attributed more to being a premium chocolate brand or to the fact that your cocoa farmers own a significant share of the company?
Sophi: The two aspects are intertwined. While having high-quality chocolate is essential, our farmer ownership distinguishes us in a crowded market. Events at Whole Foods and other organizations highlight our unique position. If we were just another chocolate company, we wouldn’t have had the same access to these platforms.
Food Dive: Have larger chocolate companies shown interest in acquiring Divine?
Sophi: Surprisingly, no. They’ve inquired about our supply chain practices with the cooperative model but have not proposed a buyout.
Food Dive: What is your perspective on the U.S. chocolate industry’s direction—are consumers leaning toward premium options or prioritizing price?
Troy: Premium chocolate is on a positive trajectory, with consistent growth over the past several years. Consumers are increasingly health-conscious, seeking products without artificial ingredients and those that are fair trade. The rise of social consciousness among U.S. consumers works in our favor, enhancing our appeal in the market.
In this dynamic landscape, brands like Divine Chocolate are not only competing for market share but also reshaping consumer perceptions of value, sustainability, and ethical sourcing. As more consumers become aware of the benefits of products like gnc calcium citrate plus with vitamin d 3, the demand for high-quality, ethically produced items will likely continue to grow, further benefiting brands committed to these values.