ON first impressions, Mark Simmonds does not appear the type of man who would know about snacking — at six foot five he is wiry and athletic. However, he could talk all day about grub, its nutritional value, fat content and sugar levels.

As managing director of the vending-machine company Supercups, he will tell you there is more to the industry than bland boxes dispensing crisps and sweets, and serving only three types of hot drink:tea, coffee and chocolate.

These days vending machines can offer a taste of the world. Customers can find Danish pastries, croissants with exotic fillings, paninis and freshly made salads, as well as cappuccinos, mochas, lattes and espressos.

Yet this level of sophistication is not often used and the whole industry is suffering from something of a stigma, which Simmonds says is stifling his Kent business.

“Ask most people if they would prefer a coffee and snack from Starbucks or the equivalent from a vending machine at a fraction of the cost and they would probably avoid the machine,” said Simmonds, 40.

It is a hurdle he is keen to overcome in a bid to boost sales, which for the past two years have been static at £2.3m, with pre-tax profits for each year of £100,000.

Sales of drinks in particular are vital to the firm’s future. The sale and lease of the machines that make them, together with income generated by deals to maintain, clean and refill them, and orders for ingredients, account for nearly 50% of Supercups’ turnover.

To help instil confidence in the end product, the company stocks well-known brands such as Douwe Egberts, Nescafé and Kenco.

But not all clients are willing to pay for these names. Nearly 90% of Supercups’ customers are businesses looking to supply staff with beverages and snacks, some on a subsidised basis, and they are sometimes reluctant to buy the top of the range.

“Those who are willing to invest in refreshments and vending have found it can boost staff morale,” said Simmonds.

To maximise this effect, Supercups works with clients’ employees to find out what their preferences are. This expertise can be invaluable, according to Simmonds, but reaching the decision makers to promote its benefits can be difficult.

“Vending and refreshments are usually an afterthought for which nobody wants to take responsibility. So it is never instantly clear which department to approach when seeking new business.”