Chocolate administration: Marasu's Petit Fours plunges into administration after 40 years
Marasu's Petit Fours, the capital’s largest producer of premium chocolates, has entered administration after roughly four decades in operation. Administrators were appointed on February 6 and the move was confirmed on February 17 (ET). The business will shift to an online-only model following a pre-arranged sale, while its parent group has closed a prominent retail site in central London.
Timeline and immediate changes
Founded in the late 1980s by patissiers Rolf Kern and Gabi Kohler, the company grew into a major supplier for high-end retailers and national chains. The firm operates from a 25, 000 sq ft Park Royal production site, turning out more than 300 tonnes of chocolate annually—volume that supported contracts with multiple prestige outlets and food halls.
Administrators were brought in on February 6 (ET) and the position was publicly confirmed on February 17 (ET). The administration coincided with the closure of a flagship store operated by the wider group in Piccadilly, and a prepack sale moved several subsidiaries into the ownership of another chocolate maker backed by private equity. That sale packaged Marasu's operations alongside other businesses within the group, creating a route intended to preserve parts of the business while changing ownership and retail strategy.
Market pressures behind the move
Longstanding structural pressures in the chocolate supply chain played a major role. Outbreaks of crop disease and adverse weather reduced cocoa harvests in key producing nations, constraining global supply in recent seasons. Cocoa prices hit record highs in 2024, squeezing margins for manufacturers that buy in bulk, and while prices have eased as demand softened, the period of elevated costs left firms with a thinner financial cushion.
Attempts to reposition towards premium cocoa varieties added complexity. Investing in higher-priced specialty beans and premium product lines increased input costs and exposed the business to competition from lower-cost producers. That strategic push, combined with tougher trading conditions for luxury goods, made it harder to maintain profitable growth at scale.
The company’s scale of operations—producing hundreds of tonnes a year—meant it was reliant on both large retail contracts and wholesale partners. Changes in retail footfall and the closure of a prominent high-street store within the group removed a visible retail outlet and contributed to the need to restructure.
What comes next for the brand and the sector
The administration and prepack arrangement aim to preserve manufacturing capacity and customer relationships while reducing high-street exposure. Moving the brand to an online-only retail model signals an attempt to cut fixed costs tied to physical shops and to prioritise direct-to-consumer sales, while the new owner may focus on integrating production into its existing networks.
For suppliers, staff and wholesale clients, the outcome will hinge on how administrators manage existing contracts and on the priorities of the acquiring party. Large-volume production capacity in Park Royal remains a strategic asset for the purchaser, which may choose to keep manufacturing active to service institutional and retail partners.
Beyond this single case, the episode underlines broader vulnerability among luxury chocolate makers. High input costs, climate-driven crop risks and the challenge of balancing artisan credentials with industrial-scale supply contracts make the sector sensitive to both commodity swings and shifts in consumer demand. Observers will watch closely to see whether the new ownership can stabilise operations and retain the brand’s place in specialist and mainstream retail channels.
The administration of a long-established chocolatier marks a notable reshuffle within the premium confectionery market and raises fresh questions about how artisan brands scale sustainably in an uncertain commodities environment.
