“The thing about Greggs is everyone knows us and they come in at different times, but not very often.”

This is the challenge, familiar to many local shop owner, facing the high street baker’s chief executive Roger Whiteside.

Having the right product mix can go a long way to helping a business adapt to even the most challenging legislative burden

His solution is to add new reasons to visit Greggs, including healthier salads, flat white coffees and other new products, while maintaining its traditional favourites like sausage rolls and pasties.

It’s working. Announcing another set of positive results last week, with like-for-like sales up 3.7% and total sales up 5.7% in the first quarter, he said: “People are now seeing that we do salads, fresh fruit, hot pots, hot wraps and saying ‘I can go back the next day’. We don’t spend any money on marketing. Our marketing is in the shop.”

He is investing in the group’s shop network, adding a gluten-free range, and is now selling 1.2million cups of coffee a week.

At the same time, the group announced that it has absorbed the cost of rising staff pay to an above-National Living Wage rate of £7.47 an hour without cutting benefits or raising prices.

While the 2020 rate of £9 an hour is still likely to have an impact on prices, Greggs’ management team is “working very hard to try and avoid that”, according to finance director Richard Hutton.

This shows that having the right product mix can go a long way to helping a business adapt to even the most challenging legislative burden.

It also shows that food to go is a great place to be right now.