Special Report: Fastest Growing Pet Chains

From expanding store footprints to adding services, pet retailers of all sizes are finding new ways to grow while maintaining the trust, expertise and personal connection pet parents expect.

Pet Valu has the largest store count among the fastest-growing pet retail chains, with 902 locations, adding 38 new locations. The Canadian specialty retailer of pet food and pet-related supplies recently expanded its Performatrin Culinary brand with the launch of Frozen Raw for Cats, a line of high-quality, easy-to-serve raw nutrition for cats. The company also released its financial results for the second quarter of 2026.

“We were pleased with our Q2 performance, demonstrating our ability to adapt in a dynamic environment,” said Greg Ramier, CEO of Pet Valu. “Our teams delivered improved profitability, solid revenue growth and further market share gains, supported by disciplined execution across the business.”

“The strength of our model continues to be reflected in the capital-light growth of our network, increasing engagement across our digital and loyalty platforms, and strong demand for our differentiated offering,” continued Ramier. “With a clear strategy, passionate people and actions within our control, we remain confident in achieving our 2026 Outlook.”

Russell Feed & Supply has the largest store count among the fastest-growing pet retail chains with 50 or fewer locations, with 12 stores, up one from last year. The Texas-based agricultural and pet supply retailer recently partnered with 6666 Ranch’s Stallion Station.

“It is truly an honor for Russell Feed & Supply to be partnered with such an iconic brand as the 6666 Ranch. Russell Feed & Supply and Purina are proud to help provide the nutrition that supports the outstanding horses and operations at this remarkable facility,” said Kenny Russell, President of Russell Feed Incorporated.

But store count alone doesn’t define growth. Across the industry, it’s the passion, expertise and vision of retail leaders that help businesses stand out from the competition. As they expand, staying connected to pet parents and the communities they serve is just as critical.

Business Owners’ Perspectives

Independent Pet Partners (IPP) is a pet wellness company operating neighborhood retail stores. With an annual growth rate of 22 percent, IPP has 83 stores—15 more than last year—under two main brands: Chuck & Don’s and Kriser’s Natural Pet. Julie Maday, the CEO of IPP, described what makes the company stand out in the marketplace. 

“Our differentiation is the combination of local relevance, trusted expertise and scale. There are a lot of companies that can do one of those things well. Large national retailers can offer assortment, price and convenience. Independent stores can offer incredible relationships and local knowledge. Digital players can offer selection and convenience,” explained Maday.

She continued, “What is much harder to replicate is the combination of the neighborhood-store experience with the capabilities and discipline of a scaled organization.”

With an annual growth rate of 37.5 percent, Dog Krazy has 11 store locations in Virginia, up from eight in 2025. What started with the love of a bulldog named Piglet has blossomed into a bustling business. Nancy Guinn, President of Dog Krazy, discussed what differentiates them.

“Dog Krazy has never been about filling a store with as much product as possible. Everything we carry is something we would use with our own pets, but what truly sets us apart is our customer service. That is something we have spent 20 years building, and I don’t believe anyone can compete with us on it,” shared Guinn.

She continued, “Pet nutrition, products, research and veterinary information are constantly changing, so our training has to change with it. Technology allows us to keep every location connected to the most current information we have and gives our team the confidence to provide the level of customer service we expect at Dog Krazy.” 

“Our stores are bright, fun and welcoming, but products and displays can be copied. The way we take care of people and their pets can’t be,” affirmed Guinn.

With 65 new locations since last year, Woof Gang Bakery now has 365 stores and an annual growth rate of 21.7 percent. Ricardo Azevedo, Chief Marketing Officer, spoke to how the company delivers an experience that is both highly personal and highly branded.

“When a customer walks into a Woof Gang, they are not simply entering a grooming salon or a pet retail store. They are entering what we like to call their dog’s happy place. Grooming is at the heart of our business, but the experience extends well beyond the grooming table. Our boutiques are designed to feel warm, welcoming and neighborhood-focused, with a curated assortment of treats, chews, toys, wellness products and increasingly, our own proprietary Woof Gang products,” explained Azevedo. 

He added, “That combination is difficult to replicate because it depends on more than store design or product assortment. It comes from our franchise owners and teams being deeply connected to their local communities, our groomers building trusted relationships with pets and their parents, and the entire experience being grounded in our philosophy of ‘Grooming with Love.’”

Keeping Up With Pet Parents

In 2026, the average US pet-owning household will spend approximately $2,360 annually on their pets, according to the American Pet Products Association (APPA). That spending reflects just how deeply pets have become part of the family—and how much pet parents expect from the retailers serving them. Pet retailers are keeping pace by delivering the same quality, innovation and care that shoppers increasingly expect for themselves.

For IPP, it’s about making pet parenting easier. “Pet parents today are overwhelmed with choices. They can buy food from one place, treats from another, order online, find a groomer somewhere else, search Google for answers about nutrition or behavior, and try to figure out which advice to trust. The problem isn’t a lack of information. It’s too much information—and too little trusted guidance,” explained Maday.

She added, “Our opportunity is to become the place where a pet parent can come with a question, a problem, or simply a desire to do something better for their pet and get help from someone who understands both the pet and the human relationship. Our job is to simplify pet care, build confidence and deliver value—not just sell another bag of food.”

Dog Krazy brings clarity to the pet shopping experience. 

“Pet parents are overwhelmed with information,” confirmed Guinn. “There are thousands of foods, supplements, treats and products available, and the internet gives them a million different answers about what is best.”

She elaborated, “We help take the confusion out of it. We ask questions, listen and help customers find what actually makes sense for their individual pet. We aren’t just trying to sell them something. Sometimes the best answer is telling them they don’t need something at all.”

“That’s a huge part of why customers trust us. They know when they come into Dog Krazy, we’re going to listen to them, learn about their pet and give them an answer based on what we genuinely believe is best for that animal. Building that trust is what has kept customers coming back to us for 20 years,” said Guinn.

Relationships drive Woof Gang Bakery. 

“We make it easier for them to care for, celebrate and spoil their pets through one trusted neighborhood destination,” noted Azevedo. “Pet parents today have more options than ever, but convenience alone is not enough. They want to know that the people caring for their pets understand them, that they can trust the experience, and that the products and services they are choosing have been thoughtfully selected. Woof Gang brings those needs together in one place.” 

He added, “Grooming creates a very personal relationship between a pet, a pet parent and the groomer. That trust becomes the foundation for the rest of the experience. When a customer has questions about a treat, chew, toy, food or wellness product, our teams are able to provide recommendations based on an actual relationship with that pet rather than simply pointing to a shelf.”

Services That Build Loyalty

For many growing pet retailers, services are becoming an increasingly important way to strengthen customer relationships and create more reasons to visit the store. Non-medical pet services, which include grooming, boarding and training, are a fast-growing sector in the US. Spending on these services is expected to reach $14.9 billion in 2026, according to the APPA.

“Services are strategically important because they fundamentally change the relationship between the customer and the store. A bag of dog food is a transaction. A grooming appointment or self-wash visit is a recurring relationship. We now have grooming and self-wash in the vast majority of our stores, and that’s growing with each new store we open,” commented Maday of IPP.

She continued, “Services give customers a reason to come into the store more frequently, create more opportunities for our team to understand the pet and the pet parent’s needs, and make the store much harder to replace with an online competitor. They also create a natural halo around product sales. A grooming customer may need shampoo, supplements, treats, dental care or a new harness. The service becomes an entry point into the broader ecosystem of pet care.”

Services aren’t just about revenue for Dog Krazy. They are an opportunity to take care of customers and their pets.

“Services are incredibly important because they turn a pet store into part of someone’s routine. A customer may buy a bag of food every few weeks, but grooming, nail trims and self-wash give them additional reasons to visit and build relationships with our team,” responded Guinn.

She continued, “Our grooming is one-on-one and stress-free, which has become a huge part of what makes Dog Krazy different. Self-wash is another service customers absolutely love because we make something that can be a complete disaster at home much easier. But the biggest benefit of services is the relationship they create. We get to know the dogs, we know their personalities, we know the customers, and they know us. The more ways we can make someone’s life with their pet easier, the stronger that relationship becomes.”

“Services, particularly grooming, are fundamental to our business model,” affirmed Azevedo of Woof Gang Bakery. “Grooming naturally creates recurring visits and long-term relationships. A customer may visit a traditional retailer only when they need to replenish something, but grooming creates a regular cadence and an opportunity for our teams to build trust over time.”

He continued, “That relationship has a meaningful impact on the entire business. While a dog is being groomed, the pet parent is spending time in the boutique, discovering products and interacting with our team. Our groomers and store teams also gain a deeper understanding of the pet, which allows us to make more relevant recommendations. But the value goes beyond traffic. Grooming is one of the most personal services a pet parent can entrust to a business. When you earn that trust, you have the opportunity to become part of that family’s routine. That is why we think about grooming as much more than a transaction. It is the emotional center of the Woof Gang experience and one of the strongest drivers of loyalty within the brand.”

Powered By Technology

From streamlining operations to making interactions more personable, technology plays an essential role in today’s pet retailers. As businesses grow, digital tools can help retailers operate more efficiently while maintaining the personalized service customers expect.

Maday of IPP explained the company’s approach to technology: “I think about technology in two buckets: technology that makes us better for the customer and technology that makes us better operators. On the customer side, we’re focused on making it easier for customers to find the right products, interact with us digitally and move seamlessly between online and store experiences.”

She added, “On the operating side, the biggest opportunity is using data and technology to help our teams make better decisions—whether that’s inventory, labor, assortment, pricing, replenishment or understanding customer behavior. That said, technology isn’t the strategy. It is an enabler of the strategy.”

“Our strategy is to have great stores, great people and great customer relationships. Technology should allow our people to spend more time doing the things humans are uniquely good at—building relationships, educating customers and solving problems—and less time on administrative work,” reflected Maday.

Technology allows employees at Dog Krazy to provide a personalized level of customer service.

“Our LMS system is probably one of the things I’m most proud of because we’ve spent years building it around the actual experiences happening inside our stores. I personally spend one to two hours every morning updating it and adding new information,” Guinn revealed.

She continued, “Every week, our stores send me questions they’ve received from customers, product knowledge questions and topics they want more detailed information about based on situations they encountered that week. I take those real-life experiences and use them to continuously build and update our training system. The goal is that whether someone has worked for Dog Krazy for 10 years or 10 days, they have access to the same knowledge. If a customer walks in with a question, our team can search our LMS and get an answer based on our 20 years of experience, almost as if I were standing there answering the customer myself.”

Woof Gang Bakery’s approach to technology is intentional. 

“We are a people- and pet-first brand, so technology should enhance the relationship with the customer rather than replace it,” commented Azevedo. “On the consumer side, we continue to invest in tools that make interacting with Woof Gang easier, including digital booking, our mobile app and improved customer communication. The goal is to reduce friction and allow customers to engage with us when and how it is most convenient for them.”

He continued, “Across the organization, we are also investing in systems that help our franchisees and store teams operate more efficiently. That includes point-of-sale and customer relationship management tools, centralized hiring technology, digital reputation and local marketing platforms, and stronger reporting capabilities.”

“Better data helps us understand customer behavior, marketing performance and store operations, while centralized tools make it easier for franchisees to manage the business,” said Azevedo. “The important distinction for us is that technology operates behind the experience. We want it to remove administrative friction, improve decision-making and give our teams more time to focus on what matters most: the pet, the pet parent and the relationship between them.”

Evolving To Meet New Needs

The fundamentals of pet retail haven’t changed—but customer expectations have. Today’s pet parents still value selection and price, but they also want trusted expertise, personalization and convenience.

“Five years ago, I would have said customers primarily wanted selection, convenience, knowledgeable employees and competitive prices. Today, those are table stakes,” remarked Maday of IPP. “Pet parents increasingly want expertise, personalization, wellness, convenience and community. They want someone who can help them navigate questions like: Is this food actually right for my dog? How can I manage allergies or sensitivities? What can I do to keep my pet healthier longer? And they expect that expertise to coexist with convenience. They may research on TikTok, Google or Amazon and then come into a store. Or they may discover something in a store and purchase it digitally later.” 

“That’s why I don’t think physical versus digital is the right way to think about the future. The customer expects both. The local pet retailer’s advantage is increasingly trust and expertise, while technology needs to make that relationship easier and more convenient,” Maday observed. “You can shop with us in store and then set a recurring autoship. You can check us out on Instacart, DoorDash or Uber Eats and then come visit us in store to check out the breadth of our offering. You can get product delivered within a few hours to your home if you forgot to pick up dinner. The definition of convenience is ever-changing, and it’s our job to stay on top of it.” 

As for what lies ahead, Maday noted, “There is a significant opportunity in making the store a community destination. Events, education, adoption partnerships, training, local relationships and simply creating a place where people who love their pets want to spend time.”

“The opportunity is to capture more of the relationship,” Maday continued. “If we can become the trusted partner that a pet parent thinks of, not just when they need dog food, but whenever they have a question or need related to their pet, we dramatically increase our relevance, loyalty and lifetime value.”

Customer expectations have changed and growing retailers like Dog Krazy are evolving just as fast.

“Customers expect so much more today. Five years ago, having a great selection and knowledgeable people could really set you apart. Now customers expect that as the baseline. They want convenience, value, education, personalization and a relationship with the people taking care of their pets,” commented Guinn.

She imparted, “They also do a lot more research before they ever walk through our doors. That can be great, but it can also create a tremendous amount of confusion. There is so much information available now, and not all of it is good information. Our job has changed from simply educating customers about products to helping them sort through everything they’re hearing and reading and make the best decision for their individual pet. Customers are looking for someone they can trust, not just another place to buy a bag of dog food.”

What’s next for Dog Krazy isn’t just growth—it’s growth with focus. Guinn elaborated, “Over the last four years, we’ve almost doubled in size, growing from six stores to now 11 locations, along with our new corporate headquarters and training facility. With that kind of growth, our focus right now isn’t simply on getting bigger. It’s making sure we’re growing with intention.”

“Chris and I recently moved back to Fredericksburg, Virginia, where Dog Krazy started 20 years ago. A huge part of that decision was wanting to be more hands-on with our franchisees, our teams and the direction of the company. We want to be here to support them, help them grow their businesses and make sure that as Dog Krazy continues to expand, we never lose what made us successful in the first place,” said Guinn.

As pet parents become more discerning, retailers like Woof Gang Bakery aim to deliver more personalization.

“Five years ago, a retailer could differentiate itself largely through assortment or price. Today, customers expect the business to understand their pet, make relevant recommendations and create an experience that feels tailored to them,” reported Azevedo. “Pets are also increasingly viewed as members of the family, which changes the expectations placed on the businesses that serve them. Customers want to know more about ingredients, sourcing, quality and functionality. At the same time, they want products that help them celebrate their pets and bring more joy into everyday moments.”

“We are continuing to bring Woof Gang into new communities while deepening our presence in existing markets,” Azevedo relayed. “At the same time, growth is not simply about opening more stores. We see significant opportunities to increase the value of the relationship we already have with our customers. That includes continuing to evolve our grooming and service experience, expanding our proprietary product portfolio, investing in technology that makes the customer journey more seamless and using data to help our stores operate and market more effectively.”

“As we scale, the opportunity is to take everything customers already love about their neighborhood Woof Gang, the personal relationships, trusted grooming, curated products and sense of community, and bring that experience to more pet parents across the country. For us, growth ultimately comes back to a very simple idea: creating more places where dogs and the people who love them feel at home,” said Azevedo.

For today’s fastest-growing pet retailers, growth isn’t just about opening new stores—it’s about deepening the relationship with pet parents. As consumer needs continue to evolve, retailers that can scale without losing the trust, expertise and personal connection that set them apart will be the ones to watch.