EIN Presswire: Pepsi-Cola Press Releases

Food Industry Rallies to Support Hungry Neighbors in Need

Thu, 24 May 2012 21:28:17 +0000

Food Industry Rallies to Support Hungry Neighbors in Need

PR Newswire

Special Event Raises 1.9 million meals for Northern Illinois Food Bank

GENEVA, Ill., May 24, 2012 /PRNewswire-USNewswire/ -- More than 600 food industry and Chicago executives from companies including Jewel-Osco®, Abbott Fund, Bank of America, Dominick's, Meijer®, PepsiCo, Sara Lee, Strack & Van Til, Tate & Lyle and Ultra Foods, enjoyed tastings from 27 local restaurants last week at an event to raise meals for hungry neighbors in need served by Northern Illinois Food Bank (http://www.SolveHungerToday.org).

(Photo: http://photos.prnewswire.com/prnh/20120524/DC13779)

Doug Cygan, Vice President of Merchandising, Jewel-Osco, and his wife, Shonna Cygan, chaired the inaugural A Taste That Matters, presented by Jewel-Osco. Proceeds from the event will help Northern Illinois Food Bank provide 1.9 million meals to hungry neighbors in 13 counties.

As food industry representatives mingled and bid on silent auction items, Billboard Top 10 jazz artist and owner of Flo Wines Marcus Johnson performed.

"Feeding people is fundamental to the core of our business, and the Jewel-Osco team is happy to support Northern Illinois Food Bank in feeding neighbors who need extra help putting food on the table," said Cygan.

"And although the 1.9 million meals are a godsend, we still have a long way to go to solve hunger in northern Illinois," said Pete Schaefer, president and CEO, Northern Illinois Food Bank.

In Northern Illinois one in eight people face hunger. Northern Illinois Food Bank's network of food pantries, soup kitchens, shelters and youth and senior feeding programs provide food to more than 60,000 people each week.

"We are extremely grateful to Doug, Shonna, Jewel-Osco, and all the sponsors, restaurants and attendees for helping us ensure our hungry neighbors have access to food in their time of need," said Schaefer. "The outpouring of support from our friends in the food industry and supporting companies will do much to help us address hunger in the suburbs."

Restaurants participating in A Taste That Matters included Antico Posto, Black Steer Charhouse, Buca di Beppo, Constellation Brands, Drury Lane Oakbrook Terrace, E&J Gallo, Emilio's Tapas, Eyrie Restaurant at Robert Morris University, Glen Prairie, Harry Caray's Italian Steakhouse, Heaven on Seven, Jimmy's Charhouse, Jo Snow Syrups, Meson Sabika, Miss Dottie's Pound Cake, Mon Ami Gabi, RA Sushi Bar, Redstone American Grill, Reel Club, Starfruit Cafe, Steve Buresh's Cheesecake Store, SugarToad at the Hotel Arista, The Capital Grille, The Grotto, The Winery Exchange, Weber Grill and Wildfire.

A member of Feeding America, Northern Illinois Food Bank is a non-profit organization that engages the community in a commitment to feed our hungry neighbors. Across 13 counties, food manufacturers, local groceries, corporations, foundations, and individuals come together to donate food and funds, and evaluate and repack food for distribution to Northern Illinois Food Bank's 600 network partners – the food pantries, soup kitchens, shelters and youth and senior feeding programs that serve more than 60,000 different people each week. That commitment provided 29 million meals last year to those in need. Find out how you can Volunteer – Donate – Get Involved at www.SolveHungerToday.org.

Contact: Donna Larkin Lake, 630-443-6910, dlake@northernilfoodbank.org

SOURCE Northern Illinois Food Bank

PepsiCo Announces Webcast of Conference Call on Second-Quarter 2012 Earnings

Thu, 24 May 2012 20:05:00 +0000

PepsiCo Announces Webcast of Conference Call on Second-Quarter 2012 Earnings

PR Newswire

PURCHASE, N.Y., May 24, 2012 /PRNewswire/ -- PepsiCo, Inc. (NYSE: PEP) today announced that its second-quarter 2012 earnings conference call and slide presentation for financial analysts and investors will be webcast live over the internet on Wednesday, July 25 at 8 a.m. Eastern Daylight Time (EDT).

(Logo: http://photos.prnewswire.com/prnh/20120424/NY93895LOGO )

The company will issue its financial results at approximately 7 a.m. EDT that morning.

The live webcast and accompanying slide presentation will be accessible through PepsiCo's website at www.pepsico.com, in the "Investors" section under "Investor Presentations."

About PepsiCo
PepsiCo is a global food and beverage leader with net revenues of more than $65 billion and a product portfolio that includes 22 brands that generate more than $1 billion each in annual retail sales. Our main businesses – Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola – make hundreds of enjoyable foods and beverages that are loved throughout the world. PepsiCo's people are united by our unique commitment to sustainable growth by investing in a healthier future for people and our planet, which we believe also means a more successful future for PepsiCo. We call this commitment Performance with Purpose: PepsiCo's promise to provide a wide range of foods and beverages for local tastes; to find innovative ways to minimize our impact on the environment by conserving energy and water and reducing packaging volume; to provide a great workplace for our associates; and to respect, support and invest in the local communities where we operate. For more information, please visit www.pepsico.com.

SOURCE PepsiCo

Gatorade® National Girls Soccer Player of the Year: Morgan Andrews

Thu, 24 May 2012 13:45:00 +0000

Gatorade® National Girls Soccer Player of the Year: Morgan Andrews

U.S. National Team fixture and former Gatorade Virginia Girls Soccer Player of the Year Ali Krieger Surprises Standout with Elite Honor

PR Newswire

MILFORD, N.H., May 24, 2012 /PRNewswire/ -- In its 27th year of honoring the nation's best high school athletes, The Gatorade Company, in collaboration with ESPNHS, today announced Morgan Andrews of Milford High School (Milford, N.H.) as its 2011-12 Gatorade National Girls Soccer Player of the Year. Andrews was surprised with the news in class by U.S. Women's National Team Attacking Defender Ali Krieger, who won Gatorade Virginia Girls Soccer Player of the Year honors in 2002-03.

"It felt great to surprise Morgan with the Gatorade National Girls Soccer Player of the Year award and welcome her into one of the most prestigious legacy programs in high school sports," said Krieger. "Gatorade has been on the sidelines fueling athletic performance for years, so to be recognized by a brand that understands the game and truly helps athletes perform is a huge honor for these kids."

Andrews becomes the first student-athlete from the state of New Hampshire to earn Gatorade National Player of the Year honors. The award, which recognizes not only outstanding athletic excellence, but also high standards of academic achievement and exemplary character demonstrated on and off the field, distinguishes Andrews as the nation's best high school girls soccer player. A national advisory panel comprised of sport-specific experts and sports journalists helped select Andrews from more than 360,000 girls soccer players nationwide. Andrews is now a finalist for the prestigious Gatorade Female High School Athlete of the Year award, to be presented at a special ceremony prior to The ESPY Awards in July.

The 5-foot-9 junior forward scored 31 goals and passed for six assists this past season, leading the Spartans (11-6-1) to the Division II state quarterfinals. The returning Gatorade New Hampshire Girls Soccer Player of the Year, Andrews played every minute of every game as a midfielder in captaining the U.S. Soccer Under-17 Women's National Team to the CONCACAF title in Guatemala earlier this month. Andrews will captain Team USA at the FIFA U-17 Women's World Cup in Azerbaijan this fall. She is also a recent invitee to a select camp with the U.S. Soccer Under-23 Women's National Team and was a finalist for 2011 U.S. Soccer Youth Athlete of the Year honors in a field that included collegiate All-Americans. The 2011 National Soccer Coaches Association of America National Girls Youth Player of the Year for club play and a two-time NSCAA All-American selection, she has 83 goals and 35 assists in three varsity campaigns. Andrews has thrice led New Hampshire's Division II in scoring.

Andrews has maintained a 3.17 GPA in the classroom. She founded and directs the Kicks for Cans charitable initiative, providing clinic-format training to area youth soccer players whose admission fee is canned food, which is donated to a local food bank. Andrews has also served as a community-outreach volunteer for Share Barn, providing clothing and moral support to area needy. She has volunteered locally as a youth soccer coach and mentor.

"Morgan is technically above her peers and has been for years," said Sheldon Shealer, ESPNHS Senior Editor for Soccer. "She's tactically smart, and she's a team leader. What I feel is most impressive with Morgan is that despite her national team and high-level club commitments, she makes time to play soccer as often as possible—and that includes with her high school team or sometimes even training with younger age groups within her club program."

Andrews has verbally committed to play soccer on an athletic scholarship at Boston College beginning in the fall of 2013.

"Without question, Morgan is deserving of recognition as the nation's best high school girls soccer player based on her statistics on the field and the impact her accomplishments have had on Milford High School's success," said President, Gatorade and President, Global Sports Nutrition Group of PepsiCo Sarah Robb O'Hagan. "But she is also a shining example to peers and aspiring young athletes of what a leader and a student-athlete should be. She represents everything we hope for in a Gatorade Player of the Year recipient."

The Gatorade Player of the Year program annually recognizes one winner in the District of Columbia and each of the 50 states that sanction high school football, girls volleyball, boys and girls cross country, boys and girls basketball, boys and girls soccer, baseball, softball, and boys and girls track & field, and awards one National Player of the Year in each sport. The selection process is administered by ESPNHS and the Gatorade high school sports leadership team, which work with top sport-specific experts and a media advisory board of accomplished, veteran prep sports journalists to determine the state winners in each sport.

For more information on the Gatorade Player of the Year program, including nomination information, a complete list of former winners, and future announcement dates, visit the Gatorade Player of the Year web site at http://playeroftheyear.gatorade.com, on Facebook at www.facebook.com/GatoradePOY or follow us on Twitter at www.twitter.com/Gatorade.

ALL-TIME GATORADE NATIONAL GIRLS SOCCER PLAYERS OF THE YEAR

YEAR	NAME	HIGH SCHOOL	STATUS
2011-12 2010-11 2009-10 2008-09 2007-08	Morgan Andrews Morgan Brian Mollie Pathman Rachel Quon Teresa Noyola	Milford, Milford, NH Frederica Academy, St. Simons, GA Durham Academy, Durham, NC Lake Forest, Lake Forest, IL Palo Alto, Palo Alto, CA	High School Junior University of Virginia Duke University Stanford University Stanford University
2006-07	Melissa Henderson	Berkner, Richardson, TX	Sky Blue FC/U.S. Nat. Team
2005-06	Lauren Cheney	Ben Davis, Indianapolis, IN	Bos. Breakers/U.S. Nat. Team
2004-05	Amy Rodriguez	Santa Margarita, Lake Forest, CA	Phil. Ind./U.S. Nat. Team
2003-04	Ashlyn Harris	Satellite, Satellite Beach, FL	U.S. Nat. Team
2002-03	Heather O'Reilly	East Brunswick, East Brunswick, NJ	Sky Blue FC/U.S. Nat. Team
2001-02	Jill Oakes	Harvard Westlake, North Hollywood, CA	Chicago Red Stars
2000-01	Mary McDowell	Wheat Ridge, Wheat Ridge, CO	Univ. of N. Carolina Grad.
1999-00	Aleisha Cramer-Rose	Green Mountain, Lakewood, CO	Former U.S. Nat. Team
1998-99	Christie Welsh	Massapequa, Massapequa, NY	Former U.S. Nat. Team
1997-98	Aly Wagner	Presentation, San Jose, CA	Former U.S. Nat. Team

SOURCE Gatorade

Review of the 16th International Passive House Conference

Thu, 24 May 2012 11:46:00 +0000

Review of the 16th International Passive House Conference

PR Newswire

DARMSTADT and HANOVER, Germany, May 24, 2012 /PRNewswire/ --

- "Another milestone on the road to a sustainable future"

Picture is available via epa european pressphoto agency and can be downloaded free of charge at:

http://www.presseportal.de/pm/105016/passivhaus_institut

(Photo: http://photos.prnewswire.com/prnh/20120524/533492 )

The 2012 International Passive House Conference was a great success with 1,000 visitors from more different nations and more international presentations than ever before in its 16 year history. "Yet, it is not about quantity - what really matters are the contents," said Wolfgang Feist, thanking the speakers from across the globe for their outstanding contributions.

Passive House - a truly global concept

Passive Houses can be built anywhere in the world; anywhere where people live. No matter the location, Passive Houses offer superior comfort with minimal technological requirements and, even more importantly, with extremely low energy use for heating and cooling. These benefits do not only apply theoretically - Passive Houses have been built and have proven to work across the globe as illustrated by dozens of designers from a variety of countries including the United States, Canada, the United Kingdom, Sweden, Spain, Korea and China.

The Passive House Standard can be applied to any type of building. Examples featured at this year's conference include the world's first tennis hall in Växjö/Sweden and hospitals in Frankfurt and Cologne.

Among the key findings: actual consumption values reflect the enormous energy savings Passive Houses are designed to bring. Passive House design is based on the Passive House Planning Package (PHPP). Suitable for all climate zones worldwide, the PHPP is the leading design tool when it comes to energy efficient buildings.

Continuously improved components make designing and building Passive Houses all the more feasible. The latest developments and innovations were featured at the Passive House Component Exhibition, the largest of its kind thus far, including a variety of new top level "phA class" windows, another certified compact unit as well as state-of-the-art ventilation systems.

This year's conference revolved around the adoption of the Passive House Standard worldwide, a development currently spurred by the Passive House Institute's new EU funded project "PassREg: Passive House Regions with Renewable Energies". The project was presented by Wolfgang Feist in his closing speech, leading up to next year's conference concept and venue: the 17th International Passive House Conference, themed "Energy revolution with Passive House" will be held in Frankfurt, Germany, from 17 - 21 April 2013. Mark your calendars today!

http://www.passivehouse-conference.org

A picture accompanying this release is available in the AP PhotoExpress feed using ref# PRN16

Conference Organizers: Passive House Institute and proKlima- Der enercity-Fonds

Press contacts: Press officer of the 16th International Passive House Conference

Sabine Stillfried
+49-(0)6151-82699-25
presse@passiv.de

Günter Lang
+43-(0)650-900-20-40
g.lang@langconsulting.at

Energy Foods and Drinks: Global Markets

Thu, 24 May 2012 10:44:21 +0000

Energy Foods and Drinks: Global Markets

PR Newswire

NEW YORK, May 24, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Energy Foods and Drinks: Global Markets

http://www.reportlinker.com/p0801565/Energy-Foods-and-Drinks-Global-Markets.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Sport_and_Energy_Drink

INTRODUCTION

STUDY GOALS AND OBJECTIVES

This study provides a comprehensive analysis of market for energy drinks and energy foods on a global basis. Its aim is to provide a range of information, from detailed product analyses within health and wellness subsegments to overall industry trends, in order to quantify and qualify the market for products and services in the energy drink and food market segment. Individual product types are forecast on a global basis, as are overall segments. Forecasts and trends are developed from a cross-reference of data points, which have been obtained from proprietary industry sources, company publications, industry benchmarking, and other divergent data sources to arrive at a cogent and coordinated forecast.REASONS FOR DOING THE STUDY

For companies with an effective strategy, market opportunity awaits. Importantly, the ability to develop an effective strategy begins with where opportunity exists and ends with how to effectively execute it to capture profit from opportunity.

The energy drink and energy foods market presents the one of the largest of all opportunities in these food and drink subsegments. This study investigates one of the most important market drivers: the desire felt by most people for a less stressful, more energetic and longer life. This is true of both the under-thirty generation and the aging generations where life expectancy has improved in the past decade. These drivers are expected to continue to contribute substantially to market growth through the forecast period. This report analyzes emerging markets by drink and food segments. Continued growth is expected in emerging geographies, driven by the growing middle class in emerging countries such as India, China, Brazil and Russia.

This report seeks to address the critically important topics of analyzing a changing market dynamic, emerging players and technologies, strategies for accessing emerging markets, specific health claims, and geographies in order to allocate resources and make effective decisions.

SCOPE OF REPORT

Current and projected product forecasts during the forecast period (2011 to 2016) are discussed. New product launches will be discussed. Revenue figures for 2010 are given except where actual results have not been reported, due to the release timing of the report.

The report includes analysis of leading and emerging competitors in the current worldwide energy food and drink market. Profiles of manufacturers of leading products as well as companies with novel products in development are analyzed to define their specific product strategies employed. This report also assesses companies poised to introduce products during the forecast period and discusses how these introductions will change the face of the competitive environment. The competitive environment is examined with a special focus on how new products and technologies are influencing the current consumer population. Detailed profiles of current market leaders are discussed, as well as companies with innovative products poised to advance within the forecast period.

Products are defined as ready to drink (RTD) products, and other packaging conventions such as powdered sport recovery drinks are explicitly defined in relevant sections of the report.

Within the report, energy drinks as a segment is broken down to include a variety of drink products. Energy drinks are non-alcoholic soft drinks advertised as boosting physical energy, mental alertness and overall well-being. They emphasize energy derived not from the calories they contain, but rather through a choice of caffeine, vitamins and herbal supplements the manufacturer has combined. Energy drinks include products like Red Bull, Monster and RockStar, among others. Sports drinks are non-alcoholic soft drinks containing electrolytes like sodium, potassium and chloride. These drinks are used for rehydration of athletes after strenuous events. Also, they contain a high percentage of sugar, which is intended to restore energy during or after sporting activity or strenuous exercise. Sports drinks include Gatorade G Series and Powerade, among others.

Excluded from the scope of the report are regular sales of coffee and tea, as sold through specialty shops such as Starbucks or Brueggers. In addition, sales of traditional packaged coffee and tea products sold in supermarkets or point of sale at convenience stores are explicitly excluded from the market.

Market figures are based on revenues at the manufacturers' level and are projected at 2011-dollar value. Inflation is not computed into the projection figures. Trends are assessed based on projected sales for existing products, for new product introductions, expanded markets for existing products, and other factors affecting the market

Included in this report are forecasts by product, product category and by company from 2009 through 2016. The study is arranged to offer an overview of the energy drink and energy food market accompanied by product, company, geography, and mechanism of action, with forecasts broken down and covered by geographic region or country. Virtually the entire globe is covered to include prevalence data for each food subsegment.

Health and wellness claims of major products are evaluated with regard to their safety and long-term effects on health. The mechanism of action of major constituents in these products is also reviewed. The status of potential regulation of these food segments by the FDA and regulatory agencies in other countries is reviewed.

Figures are reported in U.S. dollars and in each case reflect currency fluctuations within the performance of revenue change. Revenue figures do not account for variation in local currencies.

All market share data presented is on a global basis, unless specifically noted.

INTENDED AUDIENCE

This report is an invaluable tool for business planners, acquisitions specialists, licensing strategists, product managers, market research analysts, investors, investor consultants and anyone interested in the energy drink and food market, its products, its industry participants and its future.

The importance of identifying overall market trends, product opportunities, emerging geographies, merger and acquisition (M&A) opportunities, and insights that provide guidance for sales growth or defensive moves cannot be overstated for a variety of constituents, including:

Established companies in the industry shall benefit from the contents, including corporate strategy, sales and marketing, business development and R&D.Emerging players in the segment must understand specific opportunities for out-licensing originating from the elements of differentiation of their product or technology as compared to leading, competitive and emerging food products. Additionally, market forecasts can support investment, provided a thorough and detailed substantiation is provided for the market forecast, as is found in this study.

Investment firms evaluating candidates for venture capital or hedged investments will gain insights as to the opportunities and risks that are being encountered in the industry in a product and company specific analysis.

Equity analysts are provided with detailed forecasts for the next five years, which are substantiated by quantitative analysis that can support further analysis to product and company forecasts over the short and long run.

METHODOLOGY AND INFORMATION SOURCES

In-depth interviews were conducted with leading experts in the field such as executives in companies and industry analysts.

The overall energy drink and food sector comprises a variety of fast growing and independent segments. For the sake of completeness, the current and forecasted markets comprise the total market opportunity for each respective segment. Within each subsection, there are detailed forecasts for each driving mechanism or relevant area of growth.

Information to prepare this report was obtained from participating and emerging companies in the energy drink and energy foods area including the Food and Beverage Trade Association, Beverage World, Beverage Market Report, the National Soft Drink Association, the British Soft Drink Association, the U.S. Food and Drug Agency, Critical Reviews in Food Science and Nutrition, the American Protein Producers Industry, the Food and Drink Exporters Association, and the Northern Ireland Food and Drink Association. Other sources include the New York Times, Wall Street Journal, Washington Post, other newspapers, and company and other Internet websites. Population estimates are based on those reported by the international database of the U.S. Census Bureau.

Current and historical revenue figures for individual products have been sourced from company disclosures that exist in the public domain or from government sources.

TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION 1

STUDY GOALS AND OBJECTIVES . 1

REASONS FOR DOING THE STUDY 1

SCOPE OF REPORT 2

INTENDED AUDIENCE 3

METHODOLOGY AND INFORMATION SOURCES. 4

RELATED REPORTS . 4

BCC ON-LINE SERVICES . 5

DISCLAIMER . 5

DISCLAIMER (CONTINUED) 5

CHAPTER TWO: SUMMARY 6

ENERGY FOOD AND DRINKS MARKET . 6

SUMMARY TABLE GLOBAL REVENUE FROM ENERGY FOODS AND

DRINKS, THROUGH 2016 ($ MILLIONS) 7

SUMMARY FIGURE GLOBAL REVENUE FROM ENERGY FOODS

AND DRINKS, 2009-2016 ($ MILLIONS) 7

ENERGY FOOD AND DRINKS MARKET (CONTINUED) . 8

CHAPTER THREE: MARKET OVERVIEW . 9

MARKET OVERVIEW . 9

ENERGY DRINK MARKET . 10

TABLE 1 GLOBAL MARKET FOR ENERGY AND HEALTH RELATED

DRINKS BY CATEGORY, THROUGH 2016 ($ MILLIONS) 11

BEVERAGE TYPE DEFINITIONS . 12

Energy Drink . 12

Energy Shot . 12

Sports Drink 12

Functional Water Drink 12

Juice Drink. 12

Coffee and Tea . 13

ENERGY-RELATED DRINKS 13

SPORTS DRINKS 13

FRUIT AND JUICE DRINKS . 14

FUNCTIONAL DRINKS 14

TEA AND COFFEE RTD DRINKS . 15

RTD Teas . 15

RTD Coffee . 16

ENERGY DRINK CONSTITUENTS . 16

CAFFEINE LEVEL IN ENERGY SHOTS 16

TABLE 2 CAFFEINE LEVELS IN ENERGY SHOTS . 17

TABLE 2 (CONTINUED) . 18

Caffeine Level in Energy Teas and Coffees 18

Caffeine Level in Energy Coffees 18

ENERGY BAR AND FOODS MARKET 19

TABLE 3 GLOBAL MARKET FOR ENERGY BARS AND FOOD

PRODUCTS, THROUGH 2016 ($ MILLIONS) . 19

ENERGY BARS AND SUPPLEMENTS . 19

TABLE 4 GLOBAL MARKET FOR ENERGY BARS AND

SUPPLEMENTS, THROUGH 2016 ($ MILLIONS) 20

ENERGY BARS 20

THE ENERGY SUPPLEMENTS 20

ENERGY DRINK MARKET (CONTINUED) . 21

ENERGY DRINK MARKET (CONTINUED) . 22

CHAPTER FOUR: PRODUCT SEGMENT ANALYSIS . 23

ENERGY DRINK MARKET . 23

TABLE 5 GLOBAL SALES OF ENERGY DRINK AND FOOD

PRODUCTS, THROUGH 2016 ($ MILLIONS) . 24

TABLE 6 GLOBAL MARKET FOR ENERGY RELATED DRINKS BY

CATEGORY, THROUGH 2016 ($ MILLIONS) . 24

TABLE 7 MARKET SHARE OF VARIOUS ENERGY DRINK

SEGMENTS, 2010 AND 2016* (%) . 25

PURE ENERGY DRINKS MARKET . 25

TABLE 8 GLOBAL MARKET FOR PURE ENERGY DRINKS, 2009-2016

($ MILLIONS) 26

TABLE 9 TOP ENERGY DRINKS BY MARKET SHARES, 2010 (% OF

DOLLAR SALES) . 26

TABLE 10 MAJOR U.S. SPORTS DRINK MANUFACTURES AND

THEIR LOCATIONS . 27

TRENDS FOR ENERGY DRINK MARKET . 28

TABLE 11 ENERGY DRINKS AND SERVING SIZE, 2011 . 29

TABLE 11 (CONTINUED) . 30

SPORTS DRINKS MARKET 30

TABLE 12 GLOBAL SPORTS DRINKS REVENUES, THROUGH 2016 ($

MILLIONS) 31

TABLE 13 TYPES OF SPORTS DRINKS 31

TABLE 14 REPRESENTATIVE SAMPLE OF SPORTS DRINKS . 32

TABLE 14 (CONTINUED) . 33

SPORTS DRINKS MARKET (CONTINUED) 34

SPORT AND WEIGHT MANAGEMENT DRINKS 35

Sports Beverages Driving Protein Demand . 35

Whey Protein Dominates Market for Sports Drinks 36

Soy Protein in Sports Drinks 36

GLOBAL SPORTS DRINK MARKET . 36

TABLE 15 GLOBAL REVENUES FOR SPORTS DRINKS BY REGION,

THROUGH 2016 ($ MILLIONS). 37

FRUIT AND JUICE ENERGY DRINKS. 38

TABLE 16 GLOBAL ENERGY FRUIT AND JUICE MARKET,

THROUGH 2016 ($ MILLIONS). 38

TABLE 17 SOME FRUIT AND JUICE DRINK PRODUCTS . 39

FUNCTIONAL DRINK MARKET SEGMENT . 39

FUNCTIONAL DRINKS 39

TABLE 18 GLOBAL MARKET FOR FUNCTIONAL DRINKS,

THROUGH 2016 ($ MILLIONS). 40

TABLE 19 INGREDIENTS OF SOME ENHANCED WATER DRINK

PRODUCTS 41

RELAXATION DRINKS – A NEW CATEGORY OF

FUNCTIONAL DRINK. 42

RTD TEA DRINKS . 43

TABLE 20 REPRESENTATIVE SAMPLE OF GLOBAL TEA PRODUCTS 44

TABLE 21 TOP 10 TEA EXPORTING COUNTRIES (THOUSAND

TONS) . 45

TABLE 22 GLOBAL RTD TEA AND COFFEE DRINK REVENUES,

THROUGH 2016 ($ MILLIONS). 45

RTD COFFEE . 46

TABLE 23 INGREDIENTS IN SOME REPRESENTATIVE ENERGY

COFFEE DRINKS . 47

TABLE 24 GLOBAL RTD TEA AND COFFEE MARKET BY

INGREDIENT CATEGORY, THROUGH 2016 ($ MILLIONS) . 47

ENERGY FOOD, CEREAL BARS AND SUPPLEMENTS . 48

TABLE 25 GLOBAL MARKET FOR ENERGY BARS AND FOOD

PRODUCTS, THROUGH 2016 ($ MILLIONS) . 48

TABLE 26 EXAMPLES OF FOOD BARS IN VARIOUS CATEGORIES IN

THE GLOBAL MARKET . 49

ENERGY FOOD, CEREAL BARS … (CONTINUED) . 50

TABLE 27 REPRESENTATIVE SAMPLES OF ENERGY BARS

SELLING GLOBALLY 51

ENERGY BAR TRENDS 51

MOOD FOODS 52

ENERGY/NUTRITION SUPPLEMENTS . 53

ENERGY/NUTRITION SUPPLEMENTS (CONTINUED) 54

TABLE 28 GLOBAL MARKET ENERGY SUPPLEMENT PRODUCTS,

THROUGH 2016 ($ MILLIONS). 55

TABLE 29 NATURALLY OCCURRING AMINO ACIDS IS THE HUMAN

BODY 56

ENERGY/NUTRITION SUPPLEMENTS (CONTINUED) 57

TABLE 30 EXAMPLES OF ANTIOXIDANT SUPPLEMENT

INGREDIENTS 58

CHAPTER FIVE: GEOGRAPHIC ANALYSIS OF THE GLOBAL MARKET . 59

GLOBAL DISTRIBUTION . 59

TABLE 31 WORLDWIDE DISTRIBUTION OF PURE ENERGY DRINK

SALES BY REGION, THROUGH 2016 ($ MILLIONS) . 59

TABLE 32 TOP ENERGY DRINKS BY MANUFACTURER AND

LOCATION . 60

CONCERNS OVER ENERGY DRINK USE . 60

TABLE 33 EFFECTS OF METHYLXANTHINE ALKALOIDS ON

HUMAN PHYSIOLOGY 61

COMPARISON OF ALKALOIDS IN VARIOUS ENERGY DRINKS 62

TABLE 34 COMPARISON OF ALKALOIDS IN VARIOUS DRINKS 62

TRENDS FOR ENERGY DRINK MARKET . 63

SPORTS DRINK MARKET 63

TABLE 35 GLOBAL SPORTS DRINKS REVENUES, THROUGH 2016 ($

MILLIONS) 64

TABLE 36 TYPES OF SPORTS DRINKS 64

THE SPORT AND WEIGHT MANAGEMENT DRINKS . 65

Sports Beverages and Protein Demand 66

Whey Protein Dominates Market for Sports Drinks 66

GLOBAL SPORTS DRINK MARKET BY REGIONS . 66

TABLE 37 GLOBAL REVENUES FOR SPORTS DRINKS BY REGION,

THROUGH 2016 ($ MILLIONS). 67

GLOBAL DISTRIBUTION OF ENERGY DRINK SALES . 67

TABLE 38 GLOBAL DISTRIBUTION OF PURE ENERGY DRINK

SALES BY REGION, THROUGH 2016 ($ MILLIONS) . 68

TABLE 39 THE PREDOMINANT DRINK FLAVORS AND CONTAINER

SIZES IN MAJOR DRINK CONSUMING COUNTRIES OF THE

WORLD . 69

TABLE 39 (CONTINUED) . 70

TABLE 39 (CONTINUED) 71

TABLE 40 PREDOMINANT DRINK FLAVORS AND CONTAINER

SIZES IN MAJOR DRINK CONSUMING COUNTRIES OF SOUTH

AMERICA . 72

TABLE 40 (CONTINUED) . 73

TABLE 41 PREDOMINANT DRINK FLAVORS AND CONTAINER

SIZES IN MAJOR DRINK CONSUMING COUNTRIES OF THE

PACIFIC RIM COUNTRIES . 74

TRENDS FOR THE SPORTS DRINK MARKET . 74

FUNCTIONAL DRINK MARKET SEGMENT . 75

FUNCTIONAL DRINKS 75

TABLE 42 GLOBAL MARKET FOR FUNCTIONAL DRINKS,

THROUGH 2016 ($ MILLIONS). 75

RELAXATION DRINKS – A SPECIAL CATEGORY OF

FUNCTIONAL DRINK. 76

Relaxation Drinks – …(Continued) 77

FRUIT AND JUICE DRINKS . 78

TABLE 43 GLOBAL ENERGY FRUIT AND JUICE MARKET,

THROUGH 2016 ($ MILLIONS). 79

RTD TEA AND COFFEE DRINKS 79

TABLE 44 TOP 10 TEA PRODUCING COUNTRIES (THOUSAND

TONS*) . 80

TABLE 45 REPRESENTATIVE SAMPLE OF CHINESE TEA

PRODUCTS 81

TABLE 46 GLOBAL RTD TEA AND COFFEE DRINK REVENUES FOR

THE PERIOD, THROUGH 2016 ($ MILLIONS) 82

RTD COFFEE . 82

TABLE 47 GLOBAL RTD TEA AND COFFEE MARKET BY

INGREDIENT CATEGORY, THROUGH 2016 ($ MILLIONS) . 83

TRENDS IN THE RTD TEA AND COFFEE MARKET 83

ENERGY FOOD, CEREAL BARS AND SUPPLEMENTS . 83

TABLE 48 GLOBAL MARKET FOR ENERGY BARS AND HEALTH

FOOD PRODUCTS, THROUGH 2016 ($ MILLIONS) 84

TABLE 49 GLOBAL REVENUES FROM ENERGY BAR AND ENERGY

SUPPLEMENTS, THROUGH 2016 ($ MILLIONS) 85

OVERALL NUTRITION BAR MARKET 85

TABLE 50 TYPICAL INGREDIENTS IN AN ENERGY BAR . 86

TABLE 51 EXAMPLES OF FOOD BARS IN VARIOUS CATEGORIES

IN THE GLOBAL MARKET . 87

TABLE 52 GLOBAL REVENUES FOR ENERGY BARS, THROUGH 2016

($ MILLIONS) 88

ENERGY/NUTRITION BAR TRENDS . 88

ENERGY SUPPLEMENTS 89

ENERGY SUPPLEMENTS (CONTINUED) . 90

TABLE 53 GLOBAL MARKET ENERGY SUPPLEMENT PRODUCTS,

THROUGH 2016 ($ MILLIONS). 91

EMERGING MARKETS FOR ENERGY DRINKS AND ENERGY

FOODS . 92

CHAPTER SIX: MARKET SHARE PROJECTIONS . 93

TABLE 54 PROJECTED MARKET SHARE OF VARIOUS ENERGY

DRINK SEGMENTS, 2010 AND 2016 (%) . 94

ENERGY DRINK MARKET . 95

ENERGY DRINK MARKET (CONTINUED) . 96

PURE ENERGY DRINKS MARKET . 97

TABLE 55 GLOBAL MARKET FOR PURE ENERGY DRINKS,

THROUGH 2016 ($ MILLIONS). 97

PURE ENERGY DRINKS MARKET (CONTINUED) 98

ENERGY FOODS . 99

TABLE 56 ENERGY FOODS: GLOBAL MARKET SHARE

PROJECTIONS, 2010 AND 2016 (%) 100

CHAPTER SEVEN: MAJOR INGREDIENTS–STRATEGIC INSIGHTS . 101

ENERGY DRINKS 101

CAFFEINE . 101

TABLE 57 METHYLXANTHINE ALKALOID EFFECTS ON THE

HUMAN PHYSIOLOGY 101

OTHER COFFEE INGREDIENTS . 102

Guarana . 102

Taurine . 103

Herbal Components . 103

Ginseng 104

Creatine 104

Glucuronolactone . 104

Ginkgo Biloba 105

SPORTS DRINKS . 105

FUNCTIONAL DRINKS 106

RELAXATION DRINKS 107

TEA AND COFFEE DRINKS . 107

TEA AND COFFEE DRINKS (CONTINUED) . 108

TABLE 58 CLINICAL TRIALS ON THE ANTIOXIDANT PROPERTIES

OF TEA AND COFFEE . 109

TABLE 58 (CONTINUED) . 110

TABLE 58 (CONTINUED) . 111

TABLE 59 CLINICAL TRIALS ON THE ANTIOXIDANT PROPERTIES

OF TEA AND COFFEE . 111

TABLE 59 (CONTINUED) . 112

TABLE 60 CLINICAL TRIALS ON THE ANTIOXIDANT PROPERTIES

OF TEA AND COFFEE . 112

TABLE 60 (CONTINUED) . 113

TABLE 60 (CONTINUED) . 114

TABLE 60 (CONTINUED) . 115

TABLE 61 CLINICAL TRIALS ON THE ANTIOXIDANT PROPERTIES

OF TEA AND COFFEE . 115

TABLE 61 (CONTINUED) 116

PRIMARY INGREDIENTS IN ENERGY DRINKS 117

TABLE 62 EFFECTS OF METHYLXANTHINE ALKALOIDS ON

HUMAN PHYSIOLOGY 117

TABLE 63 INGREDIENTS IN SOME REPRESENTATIVE ENERGY

DRINKS 118

TABLE 63 (CONTINUED) . 119

Primary Ingredients in … (Continued) . 120

Primary Ingredients in … (Continued) . 121

TABLE 64 INGREDIENTS IN SOME EXTREME ENERGY DRINK

PRODUCTS: ARIZONA BEVERAGE CO. . 122

CAFFEINE IN ENERGY PRODUCTS 122

CAFFEINE IN ENERGY PRODUCTS (CONTINUED) . 123

CAFFEINE IN EVERYDAY PRODUCTS. 124

TABLE 65 CAFFEINE LEVEL IN COMMON OVER-THE-COUNTER

PRODUCTS 124

TABLE 66 CAFFEINE CONCENTRATION IN ENERGY DRINKS 125

TABLE 66 (CONTINUED) . 126

TABLE 66 (CONTINUED) . 127

TABLE 66 (CONTINUED) . 128

TABLE 66 (CONTINUED) . 129

TABLE 66 (CONTINUED) . 130

TABLE 66 (CONTINUED) . 131

TABLE 66 (CONTINUED) . 132

TABLE 66 (CONTINUED) . 133

TABLE 66 (CONTINUED) . 134

CAFFEINE LEVELS IN ENERGY SHOTS 134

TABLE 67 CAFFEINE LEVELS IN ENERGY SHOTS . 135

CAFFEINE IN ENERGY TEA DRINKS . 136

TABLE 68 CAFFEINE LEVELS IN ENERGY TEAS 136

TABLE 68 (CONTINUED) . 137

CAFFEINE LEVEL IN ENERGY COFFEES 137

TABLE 69 LEVEL OF CAFFEINE IN COFFEE ENERGY DRINKS . 138

TABLE 69 (CONTINUED) 139

REGULATORY PRESSURE ON ENERGY DRINK INDUSTRY 139

The VitaminWater Case 140

The Red Bull Case . 140

The Red Bull Case (Continued) 141

CHAPTER EIGHT: COMPANY PROFILES . 142

MAJOR MANUFACTURERS OF ENERGY DRINKS AND FOODS 142

5-HOUR ENERGY . 142

TABLE 70 5-HOUR ENERGY PRODUCTS . 142

New Products . 143

Strategy 143

TABLE 71 AMWAY XS ENERGY DRINK PRODUCTS 144

Strategy 144

ABBOT NUTRITION (DIVISION OF ABBOT

LABORATORIES) . 144

ATKINS NUTRITIONALS INC. . 145

TABLE 72 ATKINS NUTRITIONALS PRODUCTS 146

New Products . 146

Strategy 147

BASF GROUP 147

TABLE 73 BASF GROUP PRODUCTS 147

TABLE 73 (CONTINUED) . 148

New Products . 148

Strategy 148

CLIF BAR & COMPANY . 148

TABLE 74 CLIF BAR & COMPANY PRODUCTS . 149

New Products . 149

Strategy 149

THE COCA-COLA COMPANY 150

TABLE 75 COCA-COLA ENERGY DRINK PRODUCTS 150

New Products . 150

Strategy 151

DANNONE GROUP . 151

TABLE 76 DANNON GROUP PRODUCTS 151

New Products . 152

Strategy 152

GENERAL NUTRITION HOLDINGS INC. . 152

TABLE 77 GNC PRODUCTS 153

Strategy 153

GURU BEVERAGE COMPANY 154

TABLE 78 GURU BEVERAGE PRODUCTS . 154

New Products . 154

Strategy 155

HANSEN BEVERAGE COMPANY. 155

TABLE 79 HANSEN ENERGY DRINK PRODUCTS 155

New Products . 156

HIBALL INC. . 157

TABLE 80 HIBALL ENERGY DRINK PRODUCTS 157

Strategy 157

HYPE ENERGY DRINKS 158

TABLE 81 HYPE ENERGY DRINK PRODUCTS 158

New Products . 158

Strategy 158

JORDAN'S CEREALS 159

TABLE 82 JORDAN'S CEREAL PRODUCTS . 159

New Products . 160

Strategy 160

KELLOGG COMPANY 160

TABLE 83 KELLOGG COMPANY PRODUCTS 161

New Products . 161

Strategy 161

LUCOZADE 162

TABLE 84 LUCOZADE PRODUCTS 162

New Products . 163

Strategy 163

NATURE'S NITRO2GO INC. 163

TABLE 85 NITRO2GO ENERGY PRODUCTS 164

New Products . 164

Strategy 164

NESTLÉ 164

TABLE 86 NESTLE FOOD AND DRINK PRODUCTS . 165

New Products . 165

Strategy 166

OCEAN SPRAY CRANBERRIES INC. . 166

TABLE 87 OCEAN SPRAY PRODUCTS 167

New Products . 167

Strategy 168

PEPSICO 168

TABLE 88 PEPSICO PRODUCTS 169

New Products . 169

Strategy 170

RED BULL . 170

Strategy 171

SNAPPLE/DR. PEPPER GROUP 171

TABLE 89 DR. PEPPER SNAPPLE GROUP PRODUCTS . 172

New Products . 172

Strategy 172

ROCKSTAR ENERGY DRINK 173

TABLE 90 ROCKSTAR PRODUCTS 173

Product Launches 173

Strategy 173

SHARK ENERGY DRINK . 174

TABLE 91 SHARK ENERGY DRINK PRODUCTS . 174

Strategy 174

STACKER 2 175

TABLE 92 STACKER 2 PRODUCTS 175

New Products . 176

Strategy 176

To order this report:Sport and Energy Drink Industry: Energy Foods and Drinks: Global Markets

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One Kilogram of Meat as Harmful to the Climate as Driving up to 1600 Kilometres in a car

Thu, 24 May 2012 10:00:00 +0000

One Kilogram of Meat as Harmful to the Climate as Driving up to 1600 Kilometres in a car

PR Newswire

VIENNA, May 24, 2012 /PRNewswire/ --

A recent Austrian and Dutch study shows that the production of one kilogram of beef in Brazil produces 335 kilograms of carbon dioxide (CO₂), which corresponds roughly to the emissions of driving an average European car for more than 1600 kilometres. Even Dutch beef still amounts to 22 kilogram CO₂ or 111 kilometres in a car.

Kurt Schmidinger from the University of Vienna and Elke Stehfest from the PBL Netherlands Environmental Assessment Agency have developed a fundamental enhancement of the commonly used life cycle assessment method (LCA) for foods, which now appears online in the International Journal of Life Cycle Assessment.

The particular innovation is the integration into the calculations of the area used for production in addition to the emissions resulting from the production of foods. Despite playing a central role for the climate, area use effects have been ignored in climate balances until now. Occupation of huge areas prevents natural vegetation from regrowing. This vegetation would absorb CO₂ from the atmosphere in much the same way a sponge would and stabilize the world climate.

With the now published enhancement for LCAs the area demand of a product is added as a "missed potential carbon sink" to the emissions of the food production in the balance.

One kilogram of Dutch chicken meat has the lowest total CO₂-balance among animal products with 6.2 kilograms CO₂ or 31 car kilometres. The author, geophysicist and food scientist Kurt Schmidinger, warns of false conclusions: "Industrial livestock systems are simply not viable options, even if their climate balances sometimes outcompete pasture systems. Industrial livestock systems require enormous amounts of cropland, which is less available than pastures, this in turn threatens global food security. Global pandemics, antibiotic resistance, animal welfare problems, water pollution, soil erosion and many more issues are associated with industrial livestock farming. Plant based foods, on the other hand, perform significantly better when considering all ethical aspects of nutrition."

Protein rich plant based foods show by far the lowest CO₂-scores in the new study, with tofu producing 3.8 kilograms of CO₂ , which is equivalent to 19 car kilometres and tempeh producing 2.4 kilograms of CO₂ , which is equivalent to 12 car kilometres.

Link to the study: http://www.springerlink.com/content/t7h218510496nh0m/

Contact: Kurt Schmidinger, FEWD University Vienna, Mobile: +43-676-3322107, kurt.schmidinger@futurefood.org and kurt.schmidinger@univie.ac.at

Dairy Crest Preliminary Results Interview With CEO

Thu, 24 May 2012 06:56:00 +0000

Dairy Crest Preliminary Results Interview With CEO

PR Newswire

LONDON, May 24, 2012 /PRNewswire/ --

Dairy Crest, the only UK listed dairy business, released its 2012 preliminary results today saying double digit growth in branded Spreads and Cheese offset poor results in the Dairy business. The company said it had benefitted from being a broadly based business.

Adjusted profit before tax was slightly below last year at £87.4m. The company emphasised this was a good result given the general economic environment and the substantial cost inflation they dealt with during the year, adding that the goodwill impairment of £71m that pushed the company into an overall loss was a non-cash accounting charge related to acquisitions in the Dairy division made five to ten years ago.

In a video interview, CEO Mark Allen said the company had been continuously improving the Dairy business, adding, "we would expect that in the medium term we could get profitability back to the level of 3% return of sales where we were just a couple of years ago."

The interview and transcript are available now on http://www.cantos.com/company/Dairy%20Crest.

MerchantCantos produces in-depth interviews, documentaries and webcasts with senior company executives. If you would like to contact us, please email prnsupport@merchantcantos.com or phone +44-207-936-1352.

Pizza Businesses Across Australia Offer More Digital Purchasing Channels to Top Off This Favourite Boxed Meal, in Business Review Australia

Wed, 23 May 2012 19:02:00 +0000

Pizza Businesses Across Australia Offer More Digital Purchasing Channels to Top Off This Favourite Boxed Meal, in Business Review Australia

PR Newswire

SAN DIEGO, May 23, 2012 /PRNewswire/ --

With an insatiable demand and the growing use of technology, it is understandable pizza chefs need to offer Down Under pizza cravers and pie scroungers more ways to have their customised slice of heaven delivered out in the bush.

In 2010, pizza was one of Australia's top five meal solutions, according to Domino's. Australian Food News also reported pizza has the fastest growing food trend in the Asia Pacific with the average Australian ordering once a month. This equals more than 264 million pizzas, or about 10 hectares, annually.

The new purchasing channels popping out of the oven offer a way to reduce the gap between customer and business. Benefits of these efficient methods of point of sale and back-of-house systems create a faster ordering process, and greater customer insight and operational performances, which result in higher customer satisfaction.

To properly picture this delectable digital communication pizza, imagine the usual phone ordering system as the crust followed with a saucy Internet. The proper cheesy coating is updated and enhanced websites sprinkled with a generous amount of e-marketing toppings: social media, interactivity, reporting capabilities and applications for tablets and mobiles.

Domino's expects more than half of its sales to come from this side of the business during the next three years, says Don Meij, Domino's CEO and managing director. Out of these digital sales, more than half of that pie is expected to come from a portable device. "This will mean more than 25 percent of our total sales are from customers who are using new hand-held technologies to order their favourite things," Meij says.

Continue reading this story and many more in the May issue of Business Review Australia: http://www.businessreviewaustralia.com/.

About Business Review Australia

Business Review Australia is a leading digital media source of news and content for C-level executives focused on business and industry-specific news throughout Australia. BR Australia is in the territory-dedicated arm of the WDM Group. Founded in 2007 by entrepreneur Glen White, WDM Group retains a diversified portfolio of websites, magazines, mobile apps, daily news feeds and weekly e-newsletters that leverage technology to deliver innovative, high-quality content, analytical data, and industry news. For more information, contact 1-760-827-7800 or visit http://www.businessreviewaustralia.com/.

Press Contact
Allie Schratz
Business Review Australia
Telephone: +1(760)827-7141
Email: Allie.Schratz@wdmgroup.com

S Group and Foodie.fm win gold at the Channel Innovation Awards

Wed, 23 May 2012 12:30:00 +0000

S Group and Foodie.fm win gold at the Channel Innovation Awards

PR Newswire

HELSINKI, May 23, 2012 /PRNewswire/ --

The awards highlight cross-channel success

S Group, Finland's leading grocery retailer, and Digital Foodie, the company behind Foodie.fm, the world's first fully personalised social shopping platform for groceries, have been awarded gold in the Channel Innovation Awards. The second annual Channel Innovation Awards by US based Retail TouchPoints honour retailers achieving cross-channel success.

Foodie.fm is a personalised eCommerce and recommendation platform developed by Digital Foodie Ltd. At the awards, the service outshone leading retailers such as Marks & Spencer and Target. The Channel Innovation Awards highlights the benefits of cross-channel marketing and services to consumers.

"We are extremely pleased with this international recognition. Online commerce for groceries is evolving fast and the level of competition for the awards was high. However, we know that the work we do for personalised social groceries is something that no one else in the world has yet done," rejoices Kalle Koutajoki, CEO of Digital Foodie.

In less than two years, Foodie.fm has grown from a digital cooking assistant to interactive and personalised eCommerce platform for groceries. Foodie.fm already has over 220 000 users in Finland, which is impressive for a country of 5.3 million inhabitants. In addition to the integrated online community Foodie.fm operates a full-scale online grocery store for S Group. This enables S Group's customers to buy groceries online as well as from their iPads and smartphones.

Foodie.fm is at the heart for all S Group's digital grocery services. S Group continues developing new services to ease the everyday life of their customers.

"Our goal is to develop new interactive and personalised services that make shopping groceries easier and fun. Foodie.fm is continuously evolving to become more transparent and customised for individual needs. Currently we have real-time price and assortment information available online for 630 stores and by the summer we will have information online of all our stores. This level of pricing transparency is unique even on a global scale," explains Ilkka Alarotu, Director from the S Group Grocery Chain Management.

Notes to editors:

2012 Retail TouchPoints Channel Innovation Award Winners
Platinum winner: Republic
Gold winner: Tesco
Gold winner: S Group
Silver winner: Envelopes.com
Silver winner: David's Bridal
Bronze winner: Marks & Spencer
Bronze winner: Target
Bronze winner: Step2
Honorable Mention: Stop & Shop

To view the complete report, please visit http://www.slideshare.net/G3Com/channel-innovation-awards

About S Group

S Group consists of 21 regional cooperatives and SOK Corporation, which is owned by the cooperatives. The S Group's purpose is to provide services and benefits for its co-op members - 2 million Finnish households. The total of retail sales in 2011 was 11.461 million euros. The store network consists of 1,668 outlets employing over 42,000 people. S Group operates a number of retail brands and provides services for the supermarket trade, service station store and fuel trade, the department store and speciality store trade, the tourism and hospitality business, the motor trade and accessories as well as the agricultural trade. S Group is the market leader in grocery business of Finland with market share of 45,2%. There are 62 Prisma hypermarkets in Finland. In addition to Finland, the Prisma chain operates in the Estonian (7), Latvian (3), Lithuanian (2), and St. Petersburg markets (9). S-market is a supermarket chain, which has over 430 outlets. Sale and Alepa chains consist of almost 340 neighbourhood stores. http://www.s-kanava.fi

About Digital Foodie Ltd.

Foodie.fm is a multi-platform service designed by Digital Foodie. It is a fully personalised social shopping platform used by major food-retailers and brands. The core of the service is formed by highly personalised food and product recommendations that make everyday shopping easy and fun. For retailers, the Foodie.fm platform provides all the tools needed to run modern eCommerce operations and home deliveries. Foodie.fm is currently available on the web, Facebook, iPad, iPhone, Android and Nokia platforms. Digital Foodie is headquartered in Helsinki, Finland. http://www.foodie.fm

Frost & Sullivan's Big Predictions for the Chemicals, Materials and Food Industry in 2012

Wed, 23 May 2012 06:00:00 +0000

Frost & Sullivan's Big Predictions for the Chemicals, Materials and Food Industry in 2012

PR Newswire

- The four Mega Trends of low carbon economy, health and wellness, functionality and performance, and globalisation will shape these markets

LONDON, May 23, 2012 /PRNewswire/ -- Green products like bioplastics, high demand for innovative chemicals and materials, and industry consolidation will dominate the chemicals and materials industry across Europe, while weight management, heart and digestive health will be the high growth sectors in food and beverage markets.

A new forecast from Frost & Sullivan presents the key perspectives on growth in the Chemicals, Materials and Food Industry in 2012 and shows where the next growth opportunities are in many different sectors and in new geographies.

Research Director Dr Leonidas Dokos says: "The four Mega Trends of low carbon economy, health and wellness, functionality and performance, and globalisation define the developments in the chemicals, materials and food industry. The food, mobility and construction markets remain core developments for 2012 exhibiting growth overall driven by the emerging economies."

Global hot spots

According to Frost & Sullivan, China, Brazil and Russia are the top priorities for construction and utilities players, while for transportation players the focus is on China, India and Brazil. In particular, the Indian demand for chemicals will grow on the back of massive growth in end-user industries such as automotive production. China's development of green technology will draw in strong chemicals investment, even for technologies such as electric vehicles.

The Western European market remains the priority for EU based manufacturers over other regions. North America and Eastern Europe are the next priority while Russia presents significant opportunities across sectors, especially in construction, water treatment, transportation and PPE.

Latin America will be the hub for bioethanol and Brazil will continue to export it to neighbouring nations. There will also be increasing focus in oil and gas exploration with restructure in the state petrochemicals companies. Brazil, in particular, is forecast to become a major centre of supply for biobased feedstocks and will be the construction hot spot until 2016 (supported by the 2014 Football World Cup and the 2016 Olympic Games).

The food and beverage suppliers are looking at the following three emerging markets – China, India and Brazil while in Europe the focus is and will be on bakery ingredients.

Consolidation

Targeted consolidation in the chemicals and materials industry continues as one of the main highlights of recent years but the number of closed deals will be smaller due to widespread lack of cash availability. However, in 2012 we will witness a mega acquisition of a top 100 global chemicals company headquartered in Europe. As a general forecast for all segments, the continuing debt crisis in the eurozone and the high US government debt continue to undermine the speed of the macroeconomic recovery of markets and the level of investment available.

To know more about trends, opportunities, and challenges in the Chemicals, Materials and Food industry please contact Chiara Carella, Corporate Communications, at chiara.carella@frost.com

Frost & Sullivan's insight on the big predictions for the Chemicals, Materials and Food industry in 2012 and beyond is available on SlideShare.

http://www.slideshare.net/FrostandSullivan/frost-sullivan-whats-hot-in-the-chemicals-materials-and-food-industry-in-2012

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today's market participants.

Our "Growth Partnership" supports clients by addressing these opportunities and incorporating two key elements driving visionary innovation: The Integrated Value Proposition and The Partnership Infrastructure.

The Integrated Value Proposition provides support to our clients throughout all phases of their journey to visionary innovation including: research, analysis, strategy, vision, innovation and implementation.
The Partnership Infrastructure is entirely unique as it constructs the foundation upon which visionary innovation becomes possible. This includes our 360 degree research, comprehensive industry coverage, career best practices as well as our global footprint of more than 40 offices.

For more than 50 years, we have been developing growth strategies for the global 1000, emerging businesses, the public sector and the investment community. Is your organization prepared for the next profound wave of industry convergence, disruptive technologies, increasing competitive intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies?

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The Role of Carbon Footprint Reduction in the Food and Drink Industry

Tue, 22 May 2012 19:01:18 +0000

The Role of Carbon Footprint Reduction in the Food and Drink Industry

PR Newswire

NEW YORK, May 22, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

The Role of Carbon Footprint Reduction in the Food and Drink Industry

http://www.reportlinker.com/p0865268/The-Role-of-Carbon-Footprint-Reduction-in-the-Food-and-Drink-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Energy_&_

Reaching consensus on measuring and reporting carbon footprint, reducing carbon emissions while maintaining or improving cost efficiencies, as well as dealing with legal imperatives to reduce emissions and understanding consumer attitudes to sustainability are just some of the challenges that the food and drinks industry must face if it is to meet future demand for carbon reduction effectively.Understand the commercial, legal, and consumer imperatives which drive the need for carbon reduction and reporting in the food and drink industry.Gain an insight into the significant sources of carbon emissions in the food and drink supply chain – and measures being taken to reduce them.Assess the different issues surrounding carbon footprint measuring and reporting, including the complexities of carbon footprint labeling.Understand how carbon emissions reduction can take place at the same time as maintaining or improving productivity and efficiency.Gain an insight into how carbon emissions reduction and carbon footprint labeling will need to develop if it is to make progress in the long term.Given consumer, commercial, and legal imperatives for action on carbon emissions reduction, carbon footprinting will remain a permanent part of the food and drink landscape. What is less certain is whether carbon footprint reduction will drive consumer purchasing decisions, or whether reporting carbon footprint drives meaningful carbon reduction.The term carbon footprint is ubiquitous in the public sphere but agreement on how to measure it is not clear: should it include indirect emissions or simply direct emissions? In many cases the ability to take the more comprehensive approach by including indirect emissions is limited by data quality and the ability to procure it from suppliers.Overcoming the lack of consumer engagement and understanding of what carbon footprint measurement and reduction means in real terms is one of the first and most significant challenges that food and drinks manufacturers will have to overcome. Reaching a critical mass of carbon footprint labeling will be a key driver of this.What do consumers think about sustainability and why should the industry act when consumer buying behavior doesn't match up to their attitudes?What are the major legal frameworks in place to encourage and enforce carbon reduction and how do they apply to the food and drink industry?Which non-governmental bodies are having an impact on carbon reduction in the food and drink industry? What is their approach to helping businesses?What are the key challenges involved in comprehensive carbon footprint labeling programs? How can they be overcome?What's the long-term outlook for carbon emissions reduction and cabon footprint labeling in the food and drinks industry?

Table of Contents

Sarah Chambers

•Disclaimer

EXECUTIVE SUMMARY

•Introduction

•Imperatives to take action on carbon in the food and drink industry

•Sources of carbon emissions and reductions in the food and drink industry

•Key issues in carbon footprinting in the food and drink industry: measurement, labeling, and engagement

•The future of carbon reduction in the food and drink industry

Introduction

•Summary

•Introduction

?Measuring and reporting carbon footprint

?Implementing solutions to reduce carbon footprint

?Imperatives for action

?Methodology

?Definition: CO2 equivalent (CO2e)

•The impact of carbon emissions on the environment

Imperatives to take action on carbon in the food and drink industry

•Summary

•Introduction

•Commercial drivers for carbon reduction

?The Triple Bottom Line

?The effect of economic decline on sustainability initiatives

?Rising energy costs

•Consumer drivers for carbon reduction

?Sustainability is part of every-day life

?Consumers want genuine and holistic sustainability efforts

•Legislative drivers for carbon reduction

?Applying carbon legislation to the food and drink industry

•Non-governmental organizations

?Waste & Resources Action Program (WRAP)

?The Carbon Trust

?The Carbon Disclosure Project

•Carbon trading

?Carbon trading in the European Union

?Carbon trading in New Zealand

?Carbon trading in Australia

?Carbon trading in the United States

•Other energy efficiency regulations

•Conclusion

Sources of carbon emissions and reductions in the food and drink industry

•Summary

•Introduction

•Greenhouse gas emissions in food and drink production

?Emissions in the agricultural sector

?Emissions from processing and manufacturing

?Emissions from packaging

?Emissions from transportation

?Emissions from retail outlets

?Emissions from food and drink waste

•Conclusions

Key issues in carbon footprinting in the food and drink industry: measurement, labeling, and engagement

•Summary

•Introduction

•Defining a carbon footprint

?Methodologies for defining and measuring carbon footprint

•The challenge of creating carbon footprint labeling for food and drink products

?The costs involved in carbon labeling

?The operational complexities of carbon labeling and reporting

?The consumer challenge for carbon labeling

?The need to achieve critical mass to drive uptake and understanding

•Putting the brakes on carbon footprint labeling: Innocent and Tesco

•Conclusion

The future of carbon reduction in the food and drink industry

•Summary

•Carbon footprint measurement and reduction will be a permanent part of the food and drink industry landscape

•A slow start, but there is hope for the future

•Using carbon labeling to drive long-term behavior change: the need to achieve "critical mass"

•Achieving a step-change in carbon reductions in the long term

Appendix

•Glossary

•Bibliography/References

TABLES

•Table: Global Warming Potential (GWP)

•Table: CO 2 Emissions by mode of transport

FIGURES

•Figure: Global average near-surface temperature anomalies 1850-2009

•Figure: The triple bottom line

•Figure: Food is important in many areas of policy

•Figure: Greenhouse gas emissions by source, 2000

•Figure: GHG Emissions in the food and drink industry in the EU27

•Figure: The UK's food-related carbon footprint

•Figure: Courtauld Phase 2 Targets

•Figure: Environmental impacts in the supply chain

•Figure: Tesco's direct greenhouse gas emissions

•Figure: Food and drink waste generated in UK households

•Figure: Carbon footprint labels, Walkers Crisps and Kingsmill bread

•Figure: PepsiCo sustainability strategy

Companies Mentioned

Amer Sports Corporation, Banco Santander, S.A., CMS Energy Corporation, ERGO Versicherungsgruppe AG, HSBC Holdings plc, Hutchison 3G UK Limited, Informa plc, J Sainsbury plc, Lloyds Banking Group plc, Odwalla, Inc., Oxford University Press, Queensland University of Technology, Schindler Holding Ltd., Unilever, Uralsvyazinform OJSC

To order this report:

Energy & environment Industry: The Role of Carbon Footprint Reduction in the Food and Drink Industry

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US: (805)-652-2626
Intl: +1 805-652-2626

SOURCE Reportlinker

Kuraray Co., Ltd. Acquires MonoSol, LLC

Tue, 22 May 2012 16:21:40 +0000

Kuraray Co., Ltd. Acquires MonoSol, LLC

PR Newswire

MERRILLVILLE, Indiana, May 22, 2012 /PRNewswire/ -- Kuraray Co., Ltd. (Kuraray) and MonoSol, LLC announced today that Kuraray has agreed to acquire MonoSol, LLC (MonoSol), a market-leading manufacturer of water-soluble polyvinyl alcohol (PVA) films. This acquisition by Kuraray supports its strategy to expand its Vinyl Acetate Chemical Chain Business. Terms of the transaction were not disclosed.

Through this acquisition, Kuraray will expand its product offering of PVA films into a wider range of industrial applications, thereby enhancing its competitiveness. Kuraray currently supplies "POVAL" PVA film for optical-uses including a polarizing film, which is an essential component of liquid crystal displays.

"This merger will allow MonoSol to continue to grow and service its customer base while providing additional R&D resources – capitalizing on the expertise of both groups. Utilizing the Kuraray Acetyl Products expertise will allow MonoSol to reach our product development goals faster and more efficiently. We are very excited about this combination and look forward to our future with Kuraray," said P. Scott Bening, President and CEO of MonoSol, LLC.

The transaction is subject to approvals by the appropriate regulatory authorities. The business will be operated as an independent company under Kuraray Holdings U.S.A., Inc. and all employees will be transferred to the new company.

About Kuraray Co., Ltd.
Kuraray was established in 1926. In 1950, the company achieved a corporate milestone as the first in the world to bring polyvinyl alcohol synthetic fiber to market. In subsequent years, Kuraray used its proprietary technology in the area of polymer chemistry and synthetic chemistry to develop resins, chemicals, fibers and textiles and others. Kuraray has overseas subsidiaries in 17 countries and regions outside Japan, as a global specialty chemical company. For more information, visit the company's website at http:www.kuraray.co.jp/en

About MonoSol, LLC
Since 1953, MonoSol, LLC has been a leader in specialty water-soluble polymer-based films. MonoSol offers a wide range of water-soluble delivery systems for unit-dose applications for consumer, agricultural chemicals and industrial products, release films, transfer printing, embroidery support films, water-soluble laundry bags, edible films and TerraLOC, a unique dust abatement system. MonoSol maintains a global network of dedicated partners to offer sales, service and technical support to its worldwide customer base. Certified ISO 9001:2000, MonoSol maintains the highest quality standards. Headquarters are based in Merrillville, Indiana, USA with manufacturing facilities in Portage and La Porte, Indiana, USA and Hartlebury, England. For more information, visit www.monosol.com and www.terraloc.com

Contact Information Kuraray
Attn: Tomoyuki SHIMAMOTO
OTE CENTER BLDG., 1-1-3, Otemachi
Chiyoda-ku, Tokyo 100-8115, Japan
+81-3-6701-1071
kuraraykoho@kuraray.co.jp

Contact Information MonoSol, LLC
Attn: P. Scott Bening
707 East 80th place, suite 301
Merrillville, IN 46410
+1-219-764-1112
specialnews@monosol.com

Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry

Tue, 22 May 2012 15:16:04 +0000

Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry

PR Newswire

NEW YORK, May 22, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry

http://www.reportlinker.com/p0864179/Global-Food-Survey-2012-2013-Market-Trends-Marketing-Spend-and-Sales-Strategies-in-the-Food-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Food

Product Synopsis

"Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry " is a new report by Canadean that analyzes how global food industry supplier companies' media spending, marketing, sales strategies and practices, and business planning, are set to change in 2012-2013. This report provides the current size of the marketing and advertising budgets of global food industry suppliers and how spending by suppliers will change, providing insight into global marketing behaviour. In addition, the report also identifies future growth of buyers and suppliers and M&A activity. 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."

Introduction and Landscape

Why was the report written?

This report is the result of an extensive survey drawn from Canadean's exclusive panel of 152 leading global food industry executives. The report provides data and analysis on global food industry suppliers' media spending, marketing and sales strategies, and practices and business planning within the global food industry. This report includes key topics such as media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges, and sales tactics of leading suppliers within the global food industry. The report also identifies suppliers' future growth, M&A, and investment expectations.Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, Canadean created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global food industry.

What is the current market landscape and what is changing?

Executives from the global food industry expect increased levels of consolidation, with 45% of respondents anticipating that there will be either a 'significant increase' or an 'increase' in mergers and acquisitions (M&A) activities over the next 12 months.

What are the key drivers behind recent market changes?

M&A activity is expected to increase as a result of margin pressure on manufacturers, shortage of skilled labour, increasing cost pressures, new consolidation opportunities, and the weak liquidity position of many small companies. The need to manage new cost or demand pressures, repay debts, comply with procedures, reduce operational expenses, and attain economies of scale, is also expected to drive M&A activity in the global food industry.

What makes this report unique and essential to read?

"Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry" is a new report by Canadean that analyzes how food industry supplier companies' media spend, marketing, sales strategies and practices, and business planning are set to change in 2012-2013. This report provides the current size of the marketing and advertising budgets of global food industry suppliers and how spending by global food industry suppliers will change, providing insight into global marketing behaviour. In addition, the report identifies future growth of buyers and suppliers and M&A activity. 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."

Key Features and Benefits

Project industry trends and revenue growth expectations in 2012 and make informed business decisions.

Drive revenues by understanding future product investment areas and key growth regions.

Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.

Formulate effective sales and marketing strategies by identifying how buyer budgets are changing and the direction of spend 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.

Key Market Issues

Global food manufacturer industry respondents identify China to be the most important region for growth among emerging markets, along with India and the Middle East. Furthermore, Brazil and Indonesia are considered the two most important emerging markets by respondents from food manufacturing companies. With strong economic growth in China and India, along with a significant increase in household income, possibility of reduction in food prices due to ease of agri commodity prices, and changes in consumer attitude towards processed and healthy foods, makes them attractive to foreign investors.

Among food manufacturers, 59% of respondents rate 'responding to pricing pressure' as the most important business concern in 2012, while 52% highlight 'cost containment'. Food manufacturers highlight factors such as weather disruptions, increasing raw material prices, and increasing merger and acquisition activity as pricing pressure issues. Respondents operating in North America and the Rest of the World identify 'responding to pricing pressure' and 'cost containment' as leading business concerns in 2012. Furthermore, respondents from companies with leading operations in Europe identify 'responding to pricing pressure' and 'market uncertainty' as the leading business concerns in 2012.

The average size of the, annual marketing budget of global food industry supplier respondents is estimated to be US$3.5 million, as compared to US$2.5 million in 2011 and US$1.3 million in 2010.

Of respondents across the global food manufacturers' industry, 58% are 'more optimistic' about revenue growth for their company over the next 12 months than the previous 12 months. Reasons behind this include increased consumer demand towards health and wellness oriented food products, such as organic and gluten-free food, and increased growth of private label products.

The optimism level in the global food manufacturing sector is expected to be fuelled by increased consumer demand towards health and wellness oriented food products.

Key Highlights

'Corporate and brand websites' and 'email and newsletters' are expected to register the highest investment, as identified by 43% and 42% of respective respondents. Conversely, 'outdoor' advertisement, 'newspaper', 'radio', and 'television and video' are expected to attract the least investment.

'Customer retention', 'brand building or awareness', and increasing 'online presence' are identified as key marketing aims for global food industry supplier respondents, with 62%, 43%, and 33% of industry respondents expressing that these were very important aims.

An analysis of responses by food manufacturing companies reveals that 'new product development', 'machinery and equipment purchase', and 'IT infrastructure development' will record a significant increase in capital expenditure over the next 12 months.

The most significant strategies that respondents from global food industry supplier companies will employ in 2012 are to 'focus sales efforts on generating new business' and to 'invest in brand building', as agreed by 49% and 45% of industry supplier respondents respectively.

According to 37% of respondents from food manufacturing companies, headcounts in their organizations in 2012 are expected to increase steadily by up to 2%. However, 34% of respondents from food manufacturing companies anticipate 'no change' in recruitment activity in 2012, which indicates that slow economic development in developed countries and market uncertainty could reduce recruitment activity.

Table of Contents

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 food manufacturers' industry survey respondents

1.4.2 Profile of food industry supplier respondents

2 Executive Summary

3 Global Food Industry Dynamics

3.1 Revenue Growth Projections in the Global Food Manufacturers' Industry

3.1.1 Revenue growth projections by food manufactures

3.1.2 Revenue growth projections by suppliers

3.1.3 Revenue growth projections by region

3.1.4 Revenue growth projections by turnover

3.1.5 Revenue growth projections by senior level respondents

3.1.6 Company revenue growth optimism: cross industry comparisons

3.2 Future Developments in Business Structure in the Global Food Manufacturers' Industry

3.2.1 Future developments in business structure by food manufacturers

3.2.2 Future developments in business structure by suppliers

3.2.3 Future developments in business structure by region

3.2.4 Future developments in business structure by turnover

3.2.5 Future developments in business structure by senior level respondents

3.3 M&A Activity Projections in the Global Food Manufacturers' Industry

3.3.1 Merger and acquisition activity projections by food manufacturers

3.3.2 Merger and acquisition activity projections by suppliers

3.3.3 Merger and acquisition activity projections by region

3.3.4 Merger and acquisition activity projections by company turnover

3.4 Capital Expenditure Forecast: Global Food Manufacturers' Industry

3.4.1 Forecast of capital expenditure by food manufacturers

3.4.2 Forecast of capital expenditure by suppliers

3.4.3 Forecast of capital expenditure by region

3.4.4 Forecast of capital expenditure by company turnover

3.5 Planned Change in Staff Recruitment in the Global Food Manufacturers' Industry

3.5.1 Planned change in staff recruitment by food manufacturers

3.5.2 Planned change in staff recruitment by suppliers

3.5.3 Planned change in staff recruitment by region

3.5.4 Planned change in staff recruitment by company turnover

4 Global Food Manufacturers' Industry Market Growth Outlook

4.1 Global Food Manufacturers' Industry: Demand in Emerging Markets

4.1.1 Demand in emerging markets by food manufacturers

4.1.2 Demand in emerging markets by suppliers

4.1.3 Demand in emerging markets by region

4.1.4 Demand in emerging markets by company turnover

4.2 Global Food Manufacturers' Industry: Growth Expectations in Developed Countries

4.2.1 Growth expectations in developed countries by food manufacturers

4.2.2 Growth expectations in developed countries by suppliers

4.2.3 Growth expectations in developed countries by region

4.2.4 Growth expectations in developed countries by company turnover

5 Threats and Opportunities for the Global Food Manufacturers' Industry

5.1 Global Food Manufacturers' Industry: Leading Business Concerns for 2012-2013

5.1.1 Leading business concerns by food manufacturers

5.1.2 Leading business concerns by suppliers

5.1.3 Leading business concerns in 2011-2012 by region

5.1.4 Leading business concerns by company turnover

5.2 Global Food Manufacturing Industry: Key Supplier Actions to Secure Buyer Business

5.2.1 Actions to maintain and secure buyer business by food manufacturers

5.2.2 Actions to maintain and secure buyer business by region

5.2.3 Actions to maintain and secure buyer business by turnover

5.2.4 Actions to maintain and secure food manufacturers business by procurement budget

6 Global Food Industry: Supplier Marketing Spend Activity

6.1 Annual Marketing Budgets: Global Food Industry Suppliers

6.1.1 Annual marketing budgets by region

6.1.2 Annual marketing budgets by company turnover

6.2 Global Food Industry: Planned Change in Marketing Expenditure

6.2.1 Planned change in marketing expenditure levels by region

6.2.2 Planned change in marketing expenditure levels by company turnover

6.2.3 Planned change in marketing expenditure levels vs. revenue growth expectations

6.2.4 Net change in planned marketing expenditure in all industries

6.3 Global Food Industry: Future Investment in Media Channels

6.3.1 Future investment in media channels by region

6.3.2 Future investment in media channels by company turnover

6.4 Global Food Industry: Suppliers' Future Investment in Marketing and Sales

6.4.1 Future investment in marketing and sales by region

6.4.2 Future investment in marketing and sales by company turnover

7 Global Food Industry: Marketing and Sales Behaviors in 2012-2013

7.1 Global Food Industry: Key Marketing Aims of Suppliers for 2012-2013

7.1.1 Key marketing aims by region

7.1.2 Key marketing aims by company turnover

7.1.3 Key marketing aims by revenue growth expectations

7.2 Global Food Industry: Essential Amendments to Marketing Activities

7.2.1 Amendments to marketing activities by region

7.2.2 Amendments to marketing activities by company turnover

7.3 Global Food Industry: Use of New Media for Business Prospects

7.3.1 Use of new media by region

7.3.2 Use of new media by company turnover

7.4 Global Food Industry: Critical Success Factors for Choosing a Marketing Agency

7.4.1 Critical success factors by region

7.4.2 Critical success factors by company turnover

8 Appendix

8.1 Global Food Industry Survey Results - Closed Questions

8.2 About Canadean

8.3 Disclaimer

List of Tables

Table 1: Total Global Food Manufacturers' Industry Survey Respondents, 2012

Table 2: Global Food Manufacturers' Industry Respondents by Job Role (%), 2012

Table 3: Global Food Manufacturers' Industry Respondents by Region (%), 2012

Table 4: Global Food Manufacturers' Industry Respondents by Company Turnover (%), 2012

Table 5: Global Food Industry Supplier Respondents by Job Role (%), 2012

Table 6: Global Food Industry Supplier Respondents by Region (%), 2012

Table 7: Global Food Industry Supplier Respondents by Company Turnover (%), 2012

Table 8: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%), 2010-2012

Table 9: Revenue Growth Optimism by Global Food Industry Suppliers (%), 2012

Table 10: Revenue Growth Optimism in the Global Food Manufacturers' Industry by Region (%), 2012

Table 11: Revenue Growth Optimism in the Global Food Manufacturers' Industry by Turnover (%), 2012

Table 12: Revenue Growth Optimism by Senior Level Respondents: Global Food Manufacturers' Industry (%), 2012

Table 13: Global Food Manufacturers' Industry: Key Expected Changes (%), 2012

Table 14: Key Expected Changes by Global Food Industry Suppliers (%), 2012

Table 15: Global Food Manufacturers' Industry: Key Expected Changes by Region (%), 2012

Table 16: M&A Activity by Global Food Manufacturers' Industry (%), 2010-2012

Table 17: M&A Activity by Global Food Industry Suppliers (%), 2010-2012

Table 18: M&A Activity by Region: Global Food Manufacturers' Industry (%), 2012

Table 19: M&A Activity by Turnover: Global Food Manufacturers' Industry (%), 2012

Table 20: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012

Table 21: Forecast of Capital Expenditure by Global Food Industry Suppliers (%), 2012

Table 22: Global Food Manufacturers' Industry: Forecast of Capital Expenditure by Region (%), 2012

Table 23: Global Food Manufacturers' Industry: Forecast of Capital Expenditure by Turnover (%), 2012

Table 24: Planned Change in Staff Recruitment by Global Food Manufacturers' Industry (%), 2012

Table 25: Planned Change in Staff Recruitment by Global Food Industry Suppliers (%), 2012

Table 26: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment by Region (%), 2012

Table 27: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Table 28: Demand in Emerging Markets by Global Food Manufacturers' Industry (%), 2012

Table 29: Demand in Emerging Markets by Global Food Industry Suppliers (%), 2012

Table 30: Leading Business Concerns for Global Food Manufacturers' Industry (%) 2010-2012

Table 31: Leading Business Concerns for Global Food Industry Suppliers (%) 2010-2012

Table 32: Global Food Manufacturers' Industry: Business Concerns by Region (%), 2012 -2013

Table 33: Global Food Manufacturers' Industry: Business Concerns by Turnover (%), 2012 -2013

Table 34: Global Food Manufacturers' Industry: Securing Food Manufacturers' Business (%), 2012

Table 35: Global Food Manufacturers' Industry: Securing Business by Region (%), 2012

Table 36: Actions to Maintain and Secure Food Manufacturers Business by Procurement Budget (%), 2012

Table 37: Annual Marketing Budgets: Global Food Industry Suppliers (%), 2010-2012

Table 38: Annual Marketing Budgets in the Global Food Industry by Region (%), 2012

Table 39: Annual Marketing Budgets in the Global Food Industry by Turnover (%), 2012

Table 40: Planned Change in Marketing Expenditure Levels: Global Food Industry Suppliers (%), 2010-2012

Table 41: Global Food Industry: Planned Change in Marketing Expenditure by Region (%), 2012

Table 42: Global Food Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012

Table 43: Net Change in Planned Marketing Expenditure, All Industries (%) 2012

Table 44: Future Investment in Media Channels: Global Food Industry Suppliers, 2012

Table 45: Global Food Industry: Future Investment in Marketing and Sales (%), 2012

Table 46: Global Food Industry: Future Investment in Marketing and Sales by Region (%), 2012

Table 47: Global Food Industry: Future Investment in Marketing and Sales by Turnover (%), 2012

Table 48: Key Marketing Aims: Global Food Industry Suppliers (%), 2012

Table 49: Global Food Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Table 50: Amendments to Marketing Activities: Global Food Industry Suppliers (%), 2012

Table 51: Global Food Industry: Amendments to Marketing Activities by Region (%), 2012

Table 52: Global Food Industry: Amendments to Marketing Activities by Turnover (%), 2012

Table 53: Use of New Media: Global Food Industry Suppliers (%), 2012

Table 54: Global Food Industry: Use of New Media by Region (%), 2012

Table 55: Global Food Industry: Use of New Media by Company Turnover (%), 2012

Table 56: Critical Success Factors: Global Food Industry Suppliers (% ), 2012

Table 57: Global Food Industry: Critical Success Factors by Region (%), 2012

Table 58: Global Food Industry: Critical Success Factors by Turnover (%), 2012

Table 59: Global Food Industry Survey Results - Closed Questions

List of Figures

Figure 1: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%), 2010-2012

Figure 2: Revenue Growth Optimism by Global Food Industry Suppliers (%), 2012

Figure 3: Revenue Growth Optimism in the Global Food Manufacturers' Industry by Region (%), 2012

Figure 4: Revenue Growth Optimism in the Global Food Manufacturers' Industry by Turnover (%), 2012

Figure 5: Revenue Growth Optimism by Senior Level Respondents: Global Food Manufacturers' Industry (%), 2012

Figure 6: Company Revenue Growth Optimism: Cross Industry Comparisons (%), 2012

Figure 7: Global Food Manufacturers' Industry: Key Expected Changes (%), 2012

Figure 8: Key Expected Changes by Global Food Industry Suppliers (%), 2012

Figure 9: Global Food Manufacturers' Industry: Key Expected Changes of Senior Level Respondents (%), 2012

Figure 10: M&A Activity by Global Food Manufacturers' Industry (%), 2010-2012

Figure 11: M&A Activity by Global Food Industry Suppliers (%), 2010-2012

Figure 12: M&A Activity by Region: Global Food Manufacturers' Industry (%), 2012

Figure 13: M&A Activity by Turnover: Global Food Manufacturers' Industry (%), 2012

Figure 14: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012

Figure 15: Forecast of Capital Expenditure by Global Food Industry Suppliers (%), 2012

Figure 16: Global Food Manufacturers' Industry: Forecast of Capital Expenditure by Region (%), 2012

Figure 17: Global Food Manufacturers' Industry: Forecast of Capital Expenditure by Turnover (%), 2012

Figure 18: Planned Change in Staff Recruitment by Global Food Manufacturers' Industry (%), 2012

Figure 19: Planned Change in Staff Recruitment by Global Food Industry Suppliers (%), 2012

Figure 20: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment by Region (%), 2012

Figure 21: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Figure 22: Global Food Manufacturers' Industry: Top Ten Growth Regions (%), 2012

Figure 23: Global Food Manufacturers' Industry: Top Five Emerging Markets, 2012

Figure 24: Demand in Emerging Markets by Global Food Manufacturers' Industry (%), 2012

Figure 25: Demand in Emerging Markets by Global Food Industry Suppliers (%), 2012

Figure 26: Demand in Emerging Markets by Region: Global Food Manufacturers' Industry (%), 2012

Figure 27: Demand in Emerging Markets by Company Turnover: Global Food Manufacturers' Industry (%), 2012

Figure 28: Global Food Manufacturers' Industry: Top Five Developed Regions by Growth, 2012

Figure 29: Growth Projections in Developed Countries by Global Food Manufacturers' Industry (%), 2012

Figure 30: Growth Projections in Developed Countries by Global Food Industry Suppliers (%), 2012

Figure 31: Growth Projections in Developed Countries by Region (% 'Increase' Responses), 2012

Figure 32: Growth Projections in Developed Countries by Turnover (% 'Increase' Responses), 2012

Figure 33: Global Food Manufacturers' Industry: Leading Business Concerns (%), 2012-2013

Figure 34: Leading Business Concerns for Global Food Manufacturers' Industry (%) 2012-2013

Figure 35: Leading Business Concerns for Global Food Industry Suppliers (%) 2010-2012

Figure 36: Global Food Manufacturers' Industry: Securing Food Manufacturers' Business (%), 2012

Figure 37: Securing Buyer Business: Global Food Manufacturers vs. Suppliers (%), 2012

Figure 38: Global Food Manufacturers' Industry: Securing Business by Turnover (%), 2012

Figure 39: Annual Marketing Budgets: Global Food Industry Suppliers (%), 2010-2012

Figure 40: Annual Marketing Budgets in the Global Food Industry by Region (%), 2012

Figure 41: Annual Marketing Budgets in the Global Food Industry by Turnover (%), 2012

Figure 42: Planned Change in Marketing Expenditure Levels: Global Food Industry Suppliers (%), 2010-1012

Figure 43: Global Food Industry: Planned Change in Marketing Expenditure by Region (%), 2012

Figure 44: Global Food Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012

Figure 45: Global Food Industry: Planned Change in Marketing Expenditure by Revenue Growth Expectations (%), 2012

Figure 46: Future Investment in Media Channels: Global Food Industry Suppliers, 2012

Figure 47: Global Food Industry: Future Investment in Media Channels by Region (%), 2012

Figure 48: Global Food Industry: Future Investment in Media Channels by Turnover (%), 2012

Figure 49: Global Food Industry: Future Investment in Marketing and Sales (%), 2012

Figure 50: Global Food Industry: Future Investment in Marketing and Sales by Region (%), 2012

Figure 51: Global Food Industry: Future Investment in Marketing and Sales by Turnover (%), 2012

Figure 52: Key Marketing Aims: Global Food Industry Suppliers (%), 2012

Figure 53: Global Food Industry: Key Marketing Aims by Region (%), 2012

Figure 54: Global Food Industry: Key Marketing Aims by Company Turnover (%), 2012

Figure 55: Global Food Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Figure 56: Amendments to Marketing Activities: Global Food Industry Suppliers (%), 2012

Figure 57: Global Food Industry: Amendments to Marketing Activities by Region (%), 2012

Figure 58: Global Food Industry: Amendments to Marketing Activities by Turnover (%), 2012

Figure 59: Use of New Media: Global Food Industry Suppliers (%), 2012

Figure 60: Global Food Industry: Use of New Media by Region (%), 2012

Figure 61: Global Food Industry: Use of New Media by Company Turnover (%), 2012

Figure 62: Critical Success Factors: Global Food Industry Suppliers (% ), 2012

Figure 63: Global Food Industry: Critical Success Factors by Region (%), 2012

Figure 64: Global Food Industry: Critical Success Factors by Turnover (%), 2012

Companies Mentioned

Kerry, Pernod Ricard, China Green, Crown Holdings, The Standards, Productivity and Innovation Board, PreGel, PepsiCo, Al Ain Dairy, Ajinomoto, Olam International, Z Trim Holdings, Cloetta AB, Leaf Holland B.V., CHS, Progida Group, Post Foods, Haoyue Group, Alliance Grain Traders, Glanbia, Premier Foods, Wipro, NourishCo, Key Technology, Nu-Tek Salt, Pall Corporation, Leipurin, Now Foods, Puratos, Nestlé, Starbucks, The Bruss Company, Tyson Foods, Smithfield Packing, Smithfield Foods, Uni-President Enterprises, Zhongpin, China Grain Reserves Corp, Priya Food Products, KKR Group, Agro Tech Foods, The Scottish Shellfish Marketing Group, Chateau Lafite Rothschild, Pacific Natural Food, Udi's Healthy Foods, Müller Dairy, First Milk Cheese, Amoy, Albion Seafoods, Maple Leaf Foods, Saputo, Justerini& Brooks, Juvenex, William Grant & Sons USA, GrainCorp's, Barrett Burston Malting, GEA Process Engineering, AHD International, McCormick & Company, Knoll America, Flour Mills, Baxters, AlimentosProsalud, Calbee Partners, Brown-Forman, ConAgra Foods, Kraft Foods, Asahi Group Holdings, Glendale Foods, IMCD, Nutrivis, Gujarat Co-operative Milk Marketing Federation, Barakat Quality Plus, DuPont and Calem and Tetra Pak

To order this report:

Food Industry: Global Food Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Food Industry

More Market Research Report

Check our Industry Analysis and Insights

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Colombian Coffee Growers' Federation Announces a Historic, New 5-Year Commitment by Nespresso in Sustainable Quality Coffee

Tue, 22 May 2012 14:00:00 +0000

Colombian Coffee Growers' Federation Announces a Historic, New 5-Year Commitment by Nespresso in Sustainable Quality Coffee

PR Newswire

BOGOTA, Colombia, May 22, 2012 /PRNewswire/ --

Total investment by all parties will surpass 85 million dollars in five years
On-going successful cooperation drives coffee quality, sustainability and quality of life for Colombian coffee growers

The Colombian Coffee Growers' Federation (FNC) today announced that Nespresso, the global reference for highest quality portioned coffee, has agreed to extend its commitment to Colombia and Colombian coffee growers through a contribution of USD10 million per year over the next five years to finance the Nespresso AAA Sustainable Quality™ Program in Colombia. This commitment is part of an agreement signed today between the parties that envisions an overall public-private investment of approximately USD17 million per year for projects to secure productivity, quality and sustainability in coffee growing regions in Colombia, while improving the livelihoods of coffee farmers.

The historic agreement between FNC, Nespresso and other partners focuses on driving sustainability and value creation in Colombia. As part of the partnership, 75% of the Nespresso financial commitment will provide direct incentive premiums for farmers to adopt Nespresso AAA Sustainable Quality™ practices. 25% will be dedicated to technical assistance and training to improve quality, sustainability and productivity.

This new five-year commitment builds on the successful cooperation of the parties that began in 2004 and seeks to further promote the significant growth of the Nespresso AAA Sustainable Quality™ Program in Colombia. Nespresso launched its unique AAA Program, in collaboration with the Rainforest Alliance in 2003 to protect the future of the highest quality coffee for consumers and secure the livelihoods of the coffee growers. Since 2004, the Nespresso AAA Program has been operating in five main regional districts of Colombia: Cauca, Nariño, Caldas, Antioquia and Huila. Today, Nespresso, the FNC and their partners in the country are working directly with more than 37,000 Colombian coffee growers as part of the program. This represents 80% of all the farmers taking part in the Nespresso AAA Program worldwide.

Over the past eight years, the Nespresso AAA Sustainable Quality™ Program has guaranteed better prices for the coffee of the growers involved in the program, improving the life of nearly 130,000 people. "We are extremely proud of our cooperation with Nespresso. This new investment only confirms our joint commitment to Colombian coffee growers, to sustainability and quality and to Nespresso consumers all over the world," said Luis G. Muñoz, CEO of the FNC. "It also shows how confident Nespresso is on the future of Colombian coffee and of Colombian coffee growers," he added.

"We are pleased to continue our long-term commitment to Colombia and Colombian farmers by extending our partnership with FNC," said Guillaume Le Cunff, Director of Marketing and Sustainability at Nestlé Nespresso SA. "The investment that we are making confirms the key role that Colombia and its farmers play in securing coffees of exceptional quality and how programs can be effectively implemented with a leading organization such as the FNC. The proof of the strength of our AAA program is that each year hundreds, even thousands of new farmers are joining the initiative across all of Colombia. We look forward to continuing to work with our partners in Colombia to create shared value, for both Nespresso consumers - by delivering the highest quality, sustainable coffee - and for coffee farmers, by helping to improve their livelihoods."

In 2011, Nespresso sourced about 25% of its total green coffee from Colombia and in six years it has tripled the volume of coffee sourced through the AAA Program in the country. As part of its long-term commitment to Colombia, Nespresso has been closely working with the FNC and coffee growers to strengthen the sustainable production of Nespresso AAA coffee. This partnership is having a significant impact on the ground in farming communities in five different Colombian provinces. "It is clear that when roasters take the time to understand how to effectively collaborate with farmers, results are much more effective. This collaboration has made a significant difference for coffee growers, consumers and perhaps the industry as a whole," added Mr. Muñoz.

According to Nespresso, the company aims to source 80% of its overall coffee supply through its unique AAA Program, including Rainforest Alliance certification, by 2013. Cooperation between Nespresso, the FNC, agronomists, the government, local cooperatives and Colombian farmers will play an important role in helping Nespresso achieve this objective.

Nespresso has worked closely with its Colombian partners to innovate its product range, including the single origin Rosabaya de Colombia; Dhjana, a special Limited Edition produced exclusively with coffee from the AAA Program; and the spring 2012 Naora Limited Edition, produced with a ground-breaking late harvest technique with coffee from the Santander and Tolima regions.

"We are proud that Colombian coffee is such a big part of the success story of this pioneering global brand and that our farmers are able to benefit from their hard work and commitment to quality and sustainability, as this is the essence of cafes de Colombia," concluded Mr Muñoz. "This cooperation shows how the FNC articulates interests from coffee growers, clients, government entities and international cooperation agencies to work for the economic and social development of the coffee growing regions of our country."

About the Colombian Coffee Growers Federation (FNC)

The FNC is a not-for-profit organization founded in 1927 that represents over 500 000 coffee growing families. Considered one of the largest rural organizations in the world, its mission is to improve the well being and the quality of life of Colombian coffee producers. Under its Sustainability that Matters® programs, the FNC has developed an integral sustainability policy focused on coffee growers that includes productive, social and environmental initiatives. It also develops scientific research, technology transfer and social and industrial processes, supporting Colombian coffee production and commercialization. For more information, please visit: http://www.federaciondecafeteros.org - http://www.cafedecolombia.com.

About Nestlé Nespresso SA

Nestlé Nespresso SA, an autonomous, globally managed business of the Nestlé Group, is the pioneer and reference for highest-quality portioned premium coffee. Headquartered in Lausanne, Switzerland, Nespresso operates in more than 50 countries and has more than 7 000 employees. In 2011, it operated a global retail network of 270 exclusive boutiques. For more information, visit the new Nestlé Nespresso corporate website: http://www.nestle-nespresso.com.

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Paragon Integrated Routing and Vehicle Tracking Plans Wadworth's Beer Deliveries

Tue, 22 May 2012 11:10:00 +0000

Paragon Integrated Routing and Vehicle Tracking Plans Wadworth's Beer Deliveries

PR Newswire

DORKING, England, May 22, 2012 /PRNewswire/ --

Delivery routing software from Paragon Software Systems, linked with vehicle tracking supplied by TomTom, is providing a 21st century logistics solution to Wiltshire's 137-year old Wadworth Brewery. The maker of 6X, The Bishop's Tipple and Henry's IPA beers is installing Paragon's transport optimisation technology to automate delivery planning to 700 own-pubs and free-trade establishments across southern and western England.

"We chose Paragon based on its proven ability within the brewery sector. The software will help us to streamline our 'Wadworthshire' routes across our vehicle fleet - we'll even include the deliveries completed by our shire horses, which I believe is a first for Paragon," says Jon Grellier, Supply Chain Manager, Wadworth Brewery.

Wadworth is phasing in Paragon software to replace its manual transport planning. Initially, the brewery will use the system to review its current delivery strategy, model the most efficient routes and establish best use of its delivery fleet. It will enable the brewery to allocate optimal loads to vehicles, smoothing the workloads across the delivery team according to vehicle and staff availability and driver hours.

"The ability to review our delivery operation is critical as we are seeing strong growth in our free-trade business. We'll be able to use Paragon's Single Depot software to look at different delivery scenarios to help us to enhance our service levels. It also gives us the ability to allocate workloads fairly, reasonably and safely across the delivery team," says Jon Grellier.

Paragon Fleet Controller will link the routing software to Wadworth's vehicle tracking system supplied by TomTom in real time. This will allow the planning team to compare live vehicle movements against the transport plan, enabling fine tuning of the routes and schedules. Wadworth is also considering using the system to provide arrival time updates to customers. Strategic use of the software will begin immediately, with the brewery aiming for complete automation of its transport planning by late summer 2012.

"The software will help us to maximise the use of the fleet through dynamic planning of delivery routes and schedules. It will allow us to predict and measure our delivery performance because we'll be able to track the vehicles and delivery crews in real time and compare the data against the plan. The live information will give us a clearer picture of when the vehicles will arrive at the customer sites, which means that we can pre-advise them of their deliveries," says Jon Grellier.

Web: http://www.paragonrouting.com/uk