Showing posts with label Food Industry. Show all posts
Showing posts with label Food Industry. Show all posts

Tuesday, June 24, 2014

Food Industry - Quality, Indulgence and Premiumization Strategies Defending Against Margin Erosion

Summary
Consumers worldwide are trading down and discounting is becoming more prevalent, hurting the profit margins of many manufacturers. "Quality, Indulgence and Premiumization Strategies in Food - Defending Against Market Erosion" provides a comprehensive overview and strategic analysis of how brands can effectively defend their profits despite the emergence of value competitors. The report focuses on the strategy of premiumization, to encourage consumers to trade-up in terms of both price and quality. The growing popularity of private label alternatives is also addressed - and what brands can learn from them, and ultimately defend themselves against discounters by offering consumers the highest quality, and drive sales.
Key Findings
The global financial crisis has affected consumer spending, and despite economic improvement across much of Europe and the US, consumers have not reverted to previous spending habits. Manufacturers must consider the austerity needs of these consumers by providing value, not solely in terms of low cost, but also to trade-up for quality.
Taste and indulgence will continue to drive consumption across Food categories, and manufacturers should ensure that their products offer consumers the best overall experience. Consumers are unwilling to sacrifice taste for other concerns, such as health, re-enforcing the need to offer products that offer uncompromised moments of pleasure and indulgence, particularly, in Non-BRIC countries.
Consumers, particularly in BRIC countries, are increasingly seeking products that offer assurances of quality, and manufacturers should respond by ensuring transparency in terms of sourcing, production, and ingredients to drive sales, as the desire for authentic and trustworthy products increases.
Many consumers no longer view private labels as cheap, lower-quality imitations of branded products, instead perceiving them to be of an equal, and sometimes higher, quality. Branded manufacturers can defend against the growing popularity of private labels by accelerating innovation, or to corner a niche market which holds no attraction to private labels.In addition, the growing premiumization of private label offers means that making private label products could improve the profitability of some manufacturers.
Synopsis
Weak consumer confidence, rising production costs, and the rise of discounters and private labels are threatening the profit margins of food manufacturers worldwide. However, there are occasions when consumers will trade up to a more expensive than average product, but which offers a lot for the additional amount paid. This means that manufacturers need the correct premiumization and indulgence strategies now, in order to not just protect profit margins, but to also position themselves to make the most of future growth opportunities. "Quality, Indulgence and Premiumization Strategies in Food - Defending Against Market Erosion"provides manufacturers with the insight and knowledge to protect, and drive their sales.
In particular, this report includes:
Identification of trading-up opportunities for manufacturers, where consumers whose stated desire for indulgence and quality is not being met.
How manufacturers of branded products can appeal to price-conscious consumers by providing everyday low-prices, as opposed to offers and deals.
The necessity of ensuring products focus on taste and ultimately experience, as consumers still seek the most indulgent products, despite their best intentions to eat more healthily.
How authenticity is driving sales across many sectors, most notably meat and dairy, as consumers seek assurances over the ethicality and organic nature of their Food, and the intrinsic link to quality.
How private labels are becoming a genuine threat to even the biggest brands, and how these brands can defend against market erosion from lower-priced competitors through premiumization.
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Reasons To Buy
This report provides the knowledge and insight to aid branded manufacturers to defend against margin erosion from the competition and consumers value-seeking behavior.
This report identifies the future directions for manufacturers to target changing consumption habits, as ethicality, quality, and craftsmanship become increasingly influential.
The growing popularity of private labels can be detrimental to brands; this report will identify the key areas in which to defend against incursion from private label products, and regain lost market share.
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Thursday, May 30, 2013

Global Food Industry Survey Market Trends, Marketing Spend and Sales Strategies 2013-2014 in the Global Food Industry

RnRMarketResearch.com adds “Global Food Industry Survey 2013-2014 – Market Trends, Marketing Spend and Sales Strategies in the Global Food Industry” new report on its database.

“Global Food Industry Survey 2013–2014: Market Trends, Marketing Spend and Sales Strategies in the Global Food Industry” is a new report by Canadean that analyzes how food manufacturing  supplier companies’ media spend, marketing and sales strategies and practices, and business planning are set to change in 2013–2014. Additionally, this report presents comparative analysis between four years of survey results (wherever applicable). It provides the current size of the marketing and advertising budgets of global food industry supplier companies and their projected spending pattern, providing an insight into global marketing behaviour. It identifies future growth prospects of global food industry buyers and suppliers, including expected change in M&A activity.  Furthermore, it identifies the key marketing aims of organizations and the sales strategies companies will adopt in order to adapt to market conditions in 2013–2014. Additionally, it aims to identify key amendments to marketing agencies that aid business generation, respondents’ criteria for marketing agency selection, and attitudes towards marketing and sales. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type, and size.

The average size of the global annual marketing budget of food industry supplier respondents in 2013 is US$3.9 million, as compared to US$3.5 million in 2012.  For 2013, 73% of supplier respondents project marketing budgets of less than US$250,000 and 13% of respondents identify that their marketing budgets are between US$250,000–US$1 million.

Survey results show that, 48% and 35% of supplier respondents respectively project at least some increase in capital expenditure on ‘new product development’ and ‘sustainable or green initiatives’ in 2013.  Across the global food manufacturers’ industry, the top three expected key changes in business structure are addition of ‘new products and services’, ‘improving operational efficiency’ and to ‘expand in emerging markets’.

Reasons to buy
  • Project industry trends and revenue growth expectations in 2013, and understand business confidence to make informed business decisions.
  • Drive revenues by understanding future product investment areas and key growth regions.
  • Uncover key challenges and opportunities, and identify the key actions required to maintain and win buyer business.
  • Formulate effective sales and marketing strategies by identifying how supplier budgets are changing and the direction of spending in the future. Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.
  • Secure stronger customer relationships by understanding the behaviour and changing strategies of industry buyers.

Thursday, May 2, 2013

Global Food and Beverage Survey 2013-2014 – Market Trends, Marketing Spend and Sales Strategies Industry

Executives from the global food and beverage industry expect to see increased levels of consolidation, with 53% of respondents anticipating that there will be either a ‘significant increase’ or an ‘increase’ in merger and acquisition activities in 2013. The anticipation of M&A among global food and beverage industry respondents has increased by seven percentage points as compared to the 2012 survey and has decreased by two percentage points as compared to the 2011 survey. Respondents from food and beverage manufacturing companies expect an increase in consolidation activity due to industry specific reasons, such as the consolidation of food packaging businesses, to make up for declining volumes, increasing cost pressures, expansion in new markets, and increasing competition.

An analysis of responses by food manufacturer companies reveals that ‘new product development’, ‘machinery and equipment purchase’, and ‘IT infrastructure development’ will record significant increases in capital expenditure in 2013. In addition, global beverage manufacturer companies reveals that ‘new product development’, ‘machinery and equipment purchase’, and ‘facility expansion’ will register some increase in capital expenditure in 2013.



Global food manufacturer respondents consider Singapore, Taiwan and Hong Kong, the US and Canada to offer the largest growth potential among developed markets in 2013–2014. Singapore’s economy is expected to strengthen considerably in 2013, as a result of growth in the country’s transport engineering, food and beverages and construction industries. Singapore’s Ministry of Trade and Industry forecasts that the country’s annual GDP growth is projected to increase by 1%–3% in 2013. In addition, respondents from the global beverage manufacturer industry consider Singapore, Taiwan and Hong Kong, the US, and Australia to offer the largest growth potential among developed markets in 2013–2014.


Key Market Issues

- Global food manufacturer respondents consider China, India and Brazil to offer the largest growth potential among emerging markets in 2013-2014.
- ‘Pressure on margins’, ‘customer price sensitivity’, ‘volatility and increase in input costs’, and ‘regulatory changes’ are the most immediate business concerns.
- The projected average size of the global annual marketing budget for supplier companies in the food and beverage industry in 2012 was US$3.5 million, but this rose to US$3.9 million in 2013.
- ‘Corporate and brand websites’ was highlighted as a key investment area by 51% of supplier respondents, while 47% of respondents projected a strong investment growth in ‘email and newsletters’.
- Overall, ‘competitor and market intelligence research’, ‘customer intelligence and analytics’, and ‘CRM systems’ were identified as the marketing and sales solutions that most respondents expected to be invested in during 2013.

Key Highlights

- An analysis of revenue growth expectations by senior level respondents reveals that 52% are ‘more optimistic’ about their company’s revenue growth in 2013.
- Survey results show that, 48% and 35% of supplier respondents respectively project at least some increase in capital expenditure on ‘new product development’ and ‘sustainable or green initiatives’ in 2013.
- Across the global food and beverage manufacturers’ industry, the top three expected key changes in business structure are addition of ‘new products and services’, ‘improving operational efficiency’ and to ‘expand in emerging markets’.
- According to 35% and 20% of respective respondents from global food and beverage manufacturer companies, headcounts in their organizations in 2013 is expected to increase steadily by up to 2% of their current workforce.
- US, Singapore, Taiwan and Hong Kong and South Korea offer the highest growth potential among developed countries in 2013-2014.


Table of Content

1 Introduction
1.1 What is this Report About?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents
2 Executive Summary
2.1 Overall 55% of respondents from the global food and beverage industry are more optimistic about revenue growth in 2013
2.2 Mergers and acquisitions in the global food and beverage industry expected to increase in 2013
2.3 China, India and Brazil are the most important emerging markets in the global food industry to offer growth in 2013
2.4 'Pressure on margins', 'customer price sensitivity', 'volatility and increase in input costs', and 'regulatory changes' remain leading concerns for the global food and beverage industry in 2013
2.5 Average annual marketing budget of suppliers is expected to increase
2.6 'Corporate and brand websites', 'email and newsletters', and 'online content sites and portals' are to dominate future investment
2.7 'Customer retention', 'brand building or awareness', and 'customer acquisition' dominate the key marketing aims of suppliers for 2013-2014
2.8 'Strategic and tactical consulting', 'low cost', and 'ability to customize and target ad delivery' are the three leading critical success factors for suppliers in 2013
3 Global Food and Beverage Industry Dynamics
3.1 Revenue Growth Projections in the Global Food and Beverage Industry
3.1.1 Revenue growth projections by buyers - food manufacturers
3.1.2 Revenue growth projections by buyers - beverage manufacturers
3.1.3 Revenue growth projections by suppliers
3.1.4 Revenue growth projections by region
3.1.5 Revenue growth projections by company turnover
3.1.6 Revenue growth projections by senior level respondents
3.2 Future Developments in Business Structure in the Global Food and Beverage Industry
3.2.1 Future developments in business structure by buyers - food manufacturers
3.2.2 Future developments in business structure by buyers - beverage manufacturers
3.2.3 Future developments in business structure by suppliers
3.2.4 Future developments in business structure by region
3.2.5 Future developments in business structure by company turnover
3.2.6 Future developments in business structure by senior level respondents
3.3 Merger and Acquisition Activity Projections in the Global Food and Beverage Industry
3.3.1 Merger and acquisition activity projections by buyers - food manufacturers
3.3.2 Merger and acquisition activity projections by buyers - beverage manufacturers
3.3.3 Merger and acquisition activity projections by suppliers
3.3.4 Merger and acquisition activity projections by region
3.3.5 Merger and acquisition activity projections by company turnover
3.4 Capital Expenditure Forecast - Global Food and Beverage Industry
3.4.1 Forecast of capital expenditure by buyers - food manufacturers
3.4.2 Forecast of capital expenditure by buyers - beverage manufacturers
3.4.3 Forecast of capital expenditure by suppliers
3.4.4 Forecast of capital expenditure by region
3.4.5 Forecast of capital expenditure by company turnover
4 Global Food and Beverage Industry Market Growth Outlook
4.1 Global Food and Beverage Industry - Demand in Emerging Markets
4.1.1 Demand in emerging markets by buyers - food manufacturers
4.1.2 Demand in emerging markets by buyers - beverage manufacturers
4.1.3 Demand in emerging markets by suppliers
4.1.4 Demand in emerging markets by region
4.1.5 Demand in emerging markets by company turnover
4.1.6 Important factors to target emerging markets
4.2 Global Food and Beverage Industry - Growth Expectations in Developed Markets
4.2.1 Growth expectations in developed markets by buyers - food manufacturers
4.2.2 Growth expectations in developed markets by buyers - beverage manufacturers
4.2.3 Growth expectations in developed markets by suppliers
4.2.4 Growth expectations in developed markets by region
4.2.5 Growth expectations in developed markets by company turnover
5 Threats and Opportunities for the Global Food and Beverage Industry
5.1 Global Food and Beverage Industry - Leading Business Concerns for 2013
5.1.1 Leading business concerns by company type - food manufacturers
5.1.2 Leading business concerns by company type - beverage manufacturers
5.1.3 Leading business concerns by suppliers
5.1.4 Leading business concerns in 2013 by region
5.1.5 Leading business concerns in 2013 by company turnover
5.2 Key Consumer Trends Projected to Shape the Food and Beverage industry in 2013
5.2.1 Key consumer trends for food and beverage industry by buyers - food manufacturers
5.2.2 Key consumer trends for food and beverage industry by buyers - beverage manufacturers
5.2.3 Key consumer trends for food and beverage industry by suppliers
5.2.4 Key consumer trends for food and beverage industry by region
5.2.5 Key consumer trends for food and beverage industry by company turnover
5.2.6 Leading strategies to combat volatility in input costs
5.3 Global Food and Beverage Industry - Key Supplier Actions to Secure Business
5.3.1 Actions to maintain and secure business-buyer respondents
5.3.2 Actions to maintain and secure buyer business by region
5.3.3 Actions to maintain and secure buyer business by company turnover
6 Food and Beverage Industry - Supplier Marketing Spend Activity
6.1 Annual Marketing Budgets - Global Food and Beverage Industry Suppliers
6.1.1 Annual marketing budgets by region
6.1.2 Annual marketing budgets by company turnover
6.2 Global Food and Beverage Industry - Planned Change in Marketing Expenditure
6.2.1 Planned change in marketing expenditure by region
6.2.2 Planned change in marketing expenditure by company turnover
6.3 Global Food and Beverage Industry - Future Investments in Marketing Channels
6.3.1 Future investment in media channel by region
6.3.2 Future investment in marketing channel by company turnover
6.4 Global Food and Beverage Industry - Suppliers' Future Investment in Marketing and Sales
6.4.1 Planned investment in marketing and sales technologies by region
6.4.2 Future investment in marketing and sales channel by company turnover
7 Global Food and Beverage Industry - Marketing and Sales Behaviors in 2013-2014
7.1 Global Food and Beverage Industry - Key Marketing Aims of Suppliers for 2013-2014
7.1.1 Key marketing aims by region
7.1.2 Key marketing aims by turnover
7.2 Global Food and Beverage Industry - Essential Amendments to Marketing Activities in 2013-2014
7.2.1 Amendments to marketing activities by company turnover
7.3 Critical Success Factors for Choosing a Marketing Agency
7.3.1 Critical success factors by company turnover
8 Appendix
8.1 Survey Results - Closed Questions
8.2 About Canadean
8.3 Disclaimer

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