Opting for a bigger bite: R.M. Palmer probably produces more chocolate bunnies than anyone in the United States. But just like its famed rabbits, it's not sitting on its haunches. President Rich Palmer understands the need to sniff out new opportunities in today's competitive landscape.

Rich Palmer broke into an easy laugh when quizzed about changes and similarities since Candy Industry's last visit to R.M. Palmer Co. in 1991, the year he won the magazine's prestigious Kettle Award.

"Well, my blood pressure's higher, my hairline's lower, but the weight's about the same," he said smiling.

A youngish 58, it's obvious Palmer hasn't lost his sense of humor. That doesn't mean he can't be serious about running the leading chocolate novelty and the fifth largest chocolate company in the United States.

As he points out, even with 50% less customers than in 1991, the company is doing twice the business (Candy Industry estimate--$150 million annually). And while there are fewer customers with larger orders, that hasn't translated into a simpler business formula.

"I'm more involved now than ever," Palmer points out. "The business is more demanding. I'm sure all my cohorts would agree that it's harder." Fortunately, Palmer isn't the sort of fellow to rest on tradition and history, although there's plenty of that at R.M. Palmer, dating back to when R.M. Palmer Sr. founded the company in 1948.

Just as his father realized that there was a market for more expressive chocolate late moulded Easter rabbits in the industry back then, Rich Palmer also understands the need to bring excitement into the marketplace.

He also comprehends that the seasonal confections niche isn't growing by leaps and bounds anymore.

"In 1991, the big guys [read Hershey, Nestle and Masterfoods] were just getting into the business," Palmer explains. Hershey moved beyond its silver Kisses to red and green Kisses. Mars opted for red and green M&M's. Those products begot others. Their involvement actually proved to be a good thing. The category was exploding and our seasonal confections pie began to get bigger.

"But just as a rising tide lifts all boats, an ebbing tide can leave many high and dry. Since the year 2000, the seasonal confections segment hasn't grown very much."

Nevertheless, the competition has. Each year there's more players hunting for seasonal sales, Palmer adds.

2005 proved even more difficult with an early Easter, he points out.

"Our large customers wanted product within two to three weeks, Palmer says. "That meant we had to ship twice, work more overtime and fulfill back orders."