EIN Presswire: Starbucks Press Releases

IZZE® Brings Back A Summertime Sparkler: Lemon

Thu, 24 May 2012 14:00:00 +0000

IZZE® Brings Back A Summertime Sparkler: Lemon

IZZE® Beverage Company Celebrates its 10th Birthday with Limited Time Flavor

PR Newswire

MONROVIA, Calif., May 24, 2012 /PRNewswire/ -- Break out the bubbly...juice, that is. IZZE® Beverage Company is celebrating ten years of delivering delicious, all-natural sparkling juice beverages to fans everywhere!

(Photo: http://photos.prnewswire.com/prnh/20120524/NY13164)

To mark the momentous occasion, IZZE is bringing back a fan-favorite flavor – Sparkling Lemon – just in time for the summer sun. The distinctive pairing of refreshing lemon flavor with sparkling water is sure to be a sweet one, with a little zip in every sip. Sparkling Lemon will be available exclusively at Whole Foods starting in May. But while the days are long, IZZE Sparkling Lemon will only be available for a limited time this summer, so you'll want to be sure to pick up this refreshing goodness before it's gone.

"IZZE was founded on the belief that pure, simple ingredients provide the ultimate refreshment and ten years later we continue to stay true to that mission," said Joe Culella, director of marketing, IZZE Sparkling Juice. "Lemon was one of the original flavors when IZZE first came to market in 2002, and we couldn't think of a better way to celebrate our ten years than to bring back a flavor our community loves."

Let There Be Lemon
IZZE always stays ahead of the game with its flavor innovations. According to a U.S. Bell Flavors & Fragrances study, the No. 1 beverage flavor forecasted in the top ten flavors for the food and beverage industry in 2012 was lemonade. IZZE Sparkling Lemon provides a refreshing, uplifting taste without added sugar or artificial flavors to keep the summer months delicious and cool the natural way.

In addition to Sparkling Lemon, the full IZZE line up offers a variety of options and bold flavors to meet everyone's desires for the summertime. Fruit juice brought to life with a splash of sparkling water, IZZE is a mouthwatering alternative to soda – free of caffeine, refined sugars and artificial flavors. Low-calorie IZZE esque, with only 50 calories per bottle, is the ideal guilt-free refreshment. For those looking to add a little more sparkle to their day, IZZE Fortified provides an extra boost of vitamins to keep you going. Whether you serve it over ice or mixed in cocktails, IZZE's delicious flavors offer a refreshing alternative to the expected.

IZZE Lemon is available nationwide exclusively at Whole Foods Market for a limited time. Fans can pick up their other favorite IZZE flavors at retailers including SuperTarget, Wal-Mart, Kroger, Vons and Safeway as well as in select grocery stores, delis and casual and fine restaurants. To find IZZE near you, check out the Find IZZE retail locator on IZZE.com.

Join our community, like us on Facebook and follow @IZZE on Twitter to learn more about exciting IZZE news or use #GetBIZZE to join the conversation.

About IZZE Beverage Company
IZZE Beverage Company was founded in 2002 by two friends who set out to create a distinctive natural beverage while contributing to a higher purpose and is based in Boulder, Colo. First introduced in four unique Sparkling flavors, IZZE has since expanded to include IZZE Fortified, low-calorie IZZE esque and IZZE Sparkling Natural Soda. It is sold nationally in Target, Starbucks and Whole Foods Market as well as in a variety of grocery stores, delis and restaurants across the country. IZZE's philanthropic focus is to improve people's lives through education and to encourage literacy by providing books and educational opportunities to those in need. IZZE brings this focus to life through a partnership with Global Education Fund. For more information, visit www.IZZE.com.

SOURCE IZZE(R) Beverage Company

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

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Starbucks Celebrates 10 Years in Spain

Wed, 23 May 2012 10:10:00 +0000

SEATTLE, May 23, 2012 - Ten years ago, Starbucks Coffee Company (NASDAQ:SBUX) opened its first two stores in Madrid. This week Howard Schultz, Starbucks chairman, president and ceo, and EMEA president Michelle Gass join hundreds of partners (employees) to celebrate a decade of growth with 75 stores throughout Madrid, Barcelona, Sevilla and Valencia. 2012 also marks notable Starbucks anniversaries in eight additional countries across three continents.

From Madrid, Schultz said, “Back in 2002, we placed a bet on Spain with local business partner Grupo Vips. With the support and passion of our partners and customers, we’ve grown to become a recognized and relevant brand and a part of the daily routine of thousands of Spaniards across the country. With this week’s celebrations, we also recognize other Starbucks 10- and 25-year anniversaries around the world, which provide an opportunity to thank the more than 60 million customers who visit our stores weekly and the 200,000 partners who support and share the Starbucks Experience with these customers every day.”

Schultz and Gass are commemorating these achievements and recognizing partners, customers and shareholders at celebrations this week in Barcelona and Madrid. Starbucks Spain also announced the complete renovation of two stores in Barcelona and Madrid, both under eco-responsible building standards, innovative design and decor inspired by the local hallmarks of their respective cities.

In June, Starbucks will mark another monumental milestone in Canada as the company celebrates 25 years in the market. As Starbucks first market outside the United States, success in Canada demonstrated that the company had the opportunity to establish a global footprint of stores, which ultimately evolved into more than 17,000 stores in 59 countries worldwide. A celebration event will be held in Vancouver, the location of Starbucks first store outside of Seattle, where Schultz and Mayor Gregor Robertsen will commemorate the anniversary. Starbucks currently operates 1,146 stores in Canada and is the company’s largest market outside the United States.

The celebrations in Spain and Canada follow the commemoration of 10 years of coffee passion in Indonesia. Earlier this month, Starbucks marked a decade in Indonesia by committing 10,000 community service hours from partners across Indonesia, and a donation of $300,000 to the Better Living, Education, Nutrition and Development (BLEND) program by Save the Children. The donation will support local communities in Indonesia’s Aceh region in Sumatra, where Starbucks has been sourcing and purchasing its high-quality arabica coffee for more than 20 years. Starbucks currently operates 122 stores in 10 major cities in Indonesia.

As further evidence of Starbucks global growth, 2012 also marks a decade of company operations in Germany, Greece, Mexico, Oman and Puerto Rico as well as the 10-year anniversary for Starbucks roasting plant in Amsterdam – the site of the company’s European HQ and its only roasting plant outside of the United States. Opened in 2002, the plant receives, roasts, packages and distributes Starbucks coffee to more than 1,800 retail stores in EMEA in addition to roasting all the beans for Starbucks espresso-based beverages in the region.

“As we look forward to Starbucks next chapter, we are committed to remain a vital part of thousands of neighborhoods in 59 countries around the world, as we create connections with millions of customers,” said Schultz. “I could not be more excited or optimistic about the future of our company as we pursue disciplined, profitable growth around the world.”

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

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

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Global Food and Beverage Survey 2012-2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry

Mon, 21 May 2012 15:40:11 +0000

Global Food and Beverage Survey 2012-2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry

PR Newswire

NEW YORK, May 21, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry

http://www.reportlinker.com/p0862405/Global-Food-and-Beverage-Survey-2012–2013-Market-Trends-Buyer-Spend-and-Procurement-Strategies-in-the-Global-Food-and-Beverage-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Beverage

Product Synopsis

"Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry" is a new report by Canadean that analyzes how global food and beverage industry companies' procurement expenditure, business strategies, and practices are set to change in 2012–2013. This report provides data and analysis on category-level spending outlooks, budgets, supplier selection criteria, business challenges, and investment opportunities of leading purchase decision makers in the global food and beverage industry. The report also identifies future growth of buyers and suppliers, M&A, and e-procurement in the global food and beverage industry. This report not only grants access to the opinions and strategies of business decision makers and competitors in the global food and beverage industry, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type, and sizes.

Introduction and Landscape

Why was the report written?

This report is the result of an extensive survey drawn from Canadean's exclusive panel of leading global food and beverage industry executives. The report provides data and analysis on buyer expenditure, procurement, and developments within the global food and beverage industry. This report includes key topics such as global food and beverage industry buyer expenditure, and procurement behaviors and strategies. This report identifies the threats and opportunities within the global food and beverage industry, economic outlook trends, and business confidence within global food and beverage industry executives.Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviors, 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 and beverage industry.

What is the current market landscape and what is changing?

Executives from the global food and beverage industry expect increased levels of consolidation, with 46% of respondents anticipating that there will be either a 'significant increase' or an 'increase' in mergers and acquisition (M&A) activity 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 the lack of credit availability, 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 and beverage industry.

What makes this report unique and essential to read?

"Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry" is a new report by Canadean that analyzes how food and beverage industry companies' procurement expenditure, business strategies, and practices are set to change in 2012–2013. This report gives you access to the category-level spending outlooks, budgets, supplier selection criteria, business challenges, and investment opportunities of leading purchase decision makers. The report also identifies future growth of buyers and suppliers, M&A, and e-procurement. 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 spending in the future. Better promote your business by aligning your capabilities and business practices with your customer's changing needs.

Secure stronger customer relationships by understanding the behavior and changing strategies of industry buyers.

Key Market Issues

Global food and beverage industry respondents identify China to be the most important region for growth among emerging markets, along with India and the Middle East. Furthermore, India and the Middle East are considered the two most important emerging markets by respondents from food manufacturing companies, while India and Brazil are identified as the two most important emerging markets by respondents from beverage manufacturing companies, with strong economic growth in both countries, along with high demand for processed and healthy foods and increased consumption of branded beverages such as wine, beer, coffee, juice, and dairy products among consumers, making 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'. Among beverage manufacturers, 'responding to pricing pressure' and 'market uncertainty' are considered the most significant business challenges in 2012, according to 65% and 48% of respective respondents. Furthermore, respondents from global food and beverage industry companies, regardless of size, consider 'responding to pricing pressure' and 'market uncertainty' as the most important leading business concerns.

The average size of the global annual procurement budget among food and beverage industry buyers is forecast at US$184.4 million for 2012. A comparison of global procurement budgets by operating region shows that global food and beverage industry buyers with leading operations in North America have the highest average procurement budgets in 2012, at US$167.7 million.

'Quality', 'price', 'level of service', and 'supplier's record for reliability' are considered the most important factors for supplier selection in the global food and beverage industry, while 'supplier's environmental record', 'proximity of supplier operations', and 'supplier's CSR reputation' are considered the least important. Buyer company respondents are prioritizing procurement objectives such as 'internal operating cost reductions', 'locate lower cost sources of supply', and 'pursue joint cost reduction efforts with selected suppliers' for the next 12 months.

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. In the case of global beverage manufacturing sector, it is due to an increased customer demand in emerging markets mainly China and India, demand for organic products, and adoption of sustainable sourcing strategies by beverage companies.

Key Highlights

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

66% of food manufacturer respondents project an increase in investment toward 'new product development', with an increasing focus on new flavors and product features. For example, in order to expand its snack business in the US, PepsiCo snack brand Doritos announced the introduction of its new product 'Doritos JACKED tortillas' in March 2012. These tortilla chips are 40% larger than its predecessor and are available in two distinct flavors, Enchilada Supreme and Smoky Chipotle BBQ.

Global food and beverage industry suppliers plan to increase capital expenditure on 'new product development' over the next 12 months. For example, in January 2012, Key Technology, a supplier of machineries, introduced a new, redesigned 'Auto Dryer' for eliminating surface water from fresh-cut produce while enabling continuous line flow. The new dryer is effective in removing moisture from fresh-cut produce gently and consistently, to improve product quality and extend shelf life.

According to 37% of respondents from food manufacturing companies, and 33% from beverage manufacturing companies, the head counts in their organizations are expected to increase steadily by up to 2% in 2012. However, 34% of respondents from food manufacturing companies and 36% from beverage 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 buyer respondents

1.4.2 Profile of supplier respondents

2 Executive Summary

3 Global Food and Beverage Industry Dynamics

3.1 Revenue Growth Projections in the Global Food and Beverage Industry

3.1.1 Revenue growth projections by buyers

3.1.1.1 Revenue growth projections by buyers – food manufacturers

3.1.1.2 Revenue growth projections by buyers – beverage manufacturers

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 and Beverage Industry

3.2.1 Future developments in business structure by buyers

3.2.1.1 Future developments in business structure by buyers – food manufacturers

3.2.1.2 Future developments in business structure by buyers – beverage 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 company turnover

3.2.5 Future developments in business structure by senior level respondents

3.3 Merger and Acquisition Activity Projections in the Global Food and Beverage Industry

3.3.1 Merger and acquisition activity projections by buyers

3.3.1.1 Merger and acquisition activity projections by buyers – food manufacturers

3.3.1.2 Merger and acquisition activity projections by buyers – beverage 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 and beverage Industry

3.4.1 Forecast of capital expenditure by buyers

3.4.1.1 Forecast of capital expenditure by buyers – food manufacturers

3.4.1.2 Forecast of capital expenditure by buyers – beverage 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 and Beverage Industry

3.5.1 Planned change in staff recruitment by buyers

3.5.1.1 Planned change in staff recruitment by buyers – food manufacturers

3.5.1.2 Planned change in staff recruitment by buyers – beverage 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 and Beverage Industry Market Growth Outlook

4.1 Global Food and Beverage Industry: Demand in Emerging Markets

4.1.1 Demand in emerging markets by buyers

4.1.1.1 Demand in emerging markets by buyers – food manufacturers

4.1.1.2 Demand in emerging markets by buyers – beverage 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 and Beverage Industry: Growth Expectations in Developed Markets

4.2.1 Growth expectations in developed markets by buyers

4.2.1.1 Growth expectations in developed markets by buyers – food manufacturers

4.2.1.2 Growth expectations in developed markets by buyers – beverage manufacturers

4.2.2 Growth expectations in developed markets by suppliers

4.2.3 Growth expectations in developed markets by region

4.2.4 Growth expectations in developed countries by company turnover

5 Threats and Opportunities for the Global Food and Beverage Industry

5.1 Global Food and Beverage Industry: Leading Business Concerns for 2012–2013

5.1.1 Leading business concerns by company type

5.1.1.1 Leading business concerns by company type – food manufacturers

5.1.1.2 Leading business concerns by company type – beverage manufacturers

5.1.2 Leading business concerns by suppliers

5.1.3 Leading business concerns in 2012–2013 by region

5.1.4 Leading business concerns by company turnover

5.2 Global Food and Beverage Industry: Key Supplier Actions to Secure Business

5.2.1 Actions to maintain and secure business–buyer respondents

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 buyer business by procurement budget

6 Food and Beverage Industry Buyer Spend Activity

6.1 Annual Procurement Budgets in the Global Food and Beverage Industry

6.1.1 Annual procurement budgets by company type

6.1.1.1 Annual procurement budgets by company type – food manufacturers

6.1.1.2 Annual procurement budgets by company type – beverage manufacturers

6.1.2 Revenue growth vs. annual procurement budget

6.1.3 Annual procurement budgets by region

6.1.4 Annual procurement budgets by company turnover

6.2 Global Food and Beverage Industry: Planned Change in Procurement Expenditure

6.2.1 Planned change in procurement expenditure by company type

6.2.1.1 Planned change in procurement expenditure by company type – food manufacturers

6.2.1.2 Planned change in procurement expenditure by company type – beverage manufacturers

6.2.2 Planned change in procurement spend by region

6.2.3 Planned change in procurement spend by company turnover

6.2.4 Planned change in procurement expenditure: cross industry comparison

6.3 Planned Change in Procurement Expenditure by Product and Service Category

6.3.1 Planned change in expenditure by product and service category – food manufacturers

6.3.2 Planned change in expenditure by product and service category – beverage manufacturers

6.4 Global Food and Beverage Industry: Variations in Regional Supplier Prices

6.4.1 Variations in regional supplier prices by company type

6.4.1.1 Variations in regional supplier prices by company type – food manufacturers

6.4.1.2 Variations in regional supplier prices by company type – beverage manufacturers

6.4.2 Variations in regional supplier prices by region

6.4.3 Variations in regional supplier prices by company turnover

7 Global Food and Beverage Industry: Procurement Behaviors and Strategies

7.1 Critical Success Factors for Supplier Selection

7.1.1 Critical Success Factors for Supplier Selection by buyers – food manufactures

7.1.2 Critical Success Factors for Supplier Selection by buyers – beverage manufactures

7.2 Future Procurement Objectives in the Global Food and Beverage Industry

7.2.1 Future Procurement Objectives by buyers – food manufactures

7.2.2 Future Procurement Objectives by buyers – beverage manufactures

7.2.3 Future procurement objectives by region

7.2.4 Future procurement objectives by company turnover

7.3 E-Procurement in the Global Food and Beverage Industry

7.3.1 E-procurement in the global food manufacturers' industry

7.3.2 E-procurement in the global beverage manufacturers' industry

7.3.3 E-procurement by region

7.3.4 E-procurement by company turnover

8 Appendix

8.1 Survey Results – Closed Questions

8.2 About Canadean

8.3 Disclaimer

List of Tables

Table 1: Total Global F&B Industry Survey Respondents by Company Type, 2012

Table 2: Global F&B Industry Buyer Respondents by Job Role (%), 2012

Table 3: Global F&B Industry Buyer Respondents by Region (%), 2012

Table 4: Global F&B Industry Buyer Respondents by Turnover (%), 2012

Table 5: Global F&B Industry Supplier Respondents by Job Role (%), 2012

Table 6: Global F&B Industry Supplier Respondents by Region (%), 2012

Table 7: Global F&B Industry Supplier Respondents by Company Turnover (%), 2012

Table 8: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012

Table 9: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%), 2010–2012

Table 10: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%), 2010–2012

Table 11: Revenue Growth Optimism by Global F&B Industry Suppliers (%), 2010–2012

Table 12: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012

Table 13: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012

Table 14: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012

Table 15: Global Food Manufacturers' Industry: Key Expected Changes in Business Structure(%), 2012

Table 16: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012

Table 17: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012

Table 18: Key Expected Changes in Business Structure by Region: Global F&B Industry (%), 2012

Table 19: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012

Table 20: M&A Activity in the Global Food Manufacturers' Industry (%), 2010–2012

Table 21: M&A Activity in the Global Beverage Manufacturers' Industry (%), 2010–2012

Table 22: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012

Table 23: M&A Activity by Region: Global F&B Industry (%), 2012

Table 24: M&A Activity by Turnover: Global F&B Industry (%), 2012

Table 25: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012

Table 26: Forecast of Capital Expenditure by Global Beverage Manufacturers' Industry (%), 2012

Table 27: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012

Table 28: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012

Table 29: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012

Table 30: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012

Table 31: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012

Table 32: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012

Table 33: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Table 34: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012

Table 35: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012

Table 36: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012

Table 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012

Table 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012

Table 39: Growth Projections in Developed Markets: Global F&B Industry Suppliers (%), 2012

Table 40: Global F&B Industry: Leading Business Concerns (% All Respondents), 2010–2012

Table 41: Leading Business Concerns for Global Food Manufacturers(%) 2010–2012

Table 42: Leading Business Concerns for Global Beverage Manufacturers(%), 2010–2012

Table 43: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013

Table 44: Global F&B Industry: Leading Business Concerns by Region (%), 2012–2013

Table 45: Global F&B Industry: Leading Business Concerns by Company Turnover (%), 2012–2013

Table 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012

Table 47: Global F&B Industry: Securing Buyer Business by Region (%), 2012

Table 48: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012

Table 49: Actions to Maintain and Secure Buyer Business by Procurement Budget (%), 2012

Table 50: Global F&B Industry: Annual Procurement Budgets by Buyers in US$ (%), 2010–2012

Table 51: Global Beverage Manufacturers : Annual Procurement Budgets in US$ (%), 2010–2012

Table 52: Global F&B Industry: Increase in Revenue Growth vs. Procurement Budget (%), 2012

Table 53: Global F&B Industry: Annual Procurement Budgets in US$ by Region (%), 2012

Table 54: Global Food Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012

Table 55: Global Beverage Manufacturers: Planned Change in Procurement Expenditure (%), 2012

Table 56: Global F&B Industry: Planned Change in Procurement Expenditure by Region (%), 2012

Table 57: Global F&B Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012

Table 58: Planned Change in Procurement Expenditure: Cross Industry Comparison (%), 2012

Table 59: Global Food Manufacturers: Change in Spend on Products and Services (%), 2012

Table 60: Global Beverage Manufacturers: Change in Spend on Products and Services (%), 2012

Table 61: Global Food Manufacturers: Variations in Regional Supplier Prices (%), 2012

Table 62: Global Beverage Manufacturers: Variations in Regional Supplier Prices (%), 2012

Table 63: Global F&B Industry: Variations in Regional Supplier Prices by Region (%), 2012

Table 64: Global F&B Industry: Variations in Regional Supplier Prices by Turnover (%), 2012

Table 65: Critical Success Factors for Supplier Selection: (Index Score), 2012

Table 66: Critical Success Factors for Supplier Selection: Beverage Manufacturers (Index Score), 2012

Table 67: Global Food Manufacturers: Future Procurement Objectives (%), 2012

Table 68: Global Beverage Manufacturers: Future Procurement Objectives (%), 2012

Table 69: Global F&B Industry: Future Procurement Objectives by Region (%), 2012

Table 70: Global F&B Industry: Future Procurement Objectives by Company Turnover (%), 2012

Table 71: Global Food Manufacturers: Implementation of E-Procurement (%), 2012

Table 72: Global Beverage Manufacturers: Implementation of E-Procurement (%), 2012

Table 73: Global F&B Industry: Procurement Budget Increase vs. E-Procurement (%), 2012

Table 74: Global F&B Industry: E-Procurement by Region (%), 2012

Table 75: E–Procurement: Level of Implementation by Company Turnover (%), 2012

Table 76: Survey Results - Closed Questions

List of Figures

Figure 1: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012

Figure 2: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%),2010–2012

Figure 3: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%),2010–2012

Figure 4: Revenue Growth Optimism by Global F&B Industry Suppliers(%),2010–2012

Figure 5: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012

Figure 6: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012

Figure 7: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012

Figure 8: Company Revenue Growth Optimism: Cross Industry Comparisons (%), 2012

Figure 9: Global Food Manufacturers' Industry: Key Expected Changes in Business Structure(%), 2012

Figure 10: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012

Figure 11: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012

Figure 12: Expected Changes In Business Structure by Senior Level Respondents (%), 2012

Figure 13: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012

Figure 14: M&A Activity in the Global Food Manufacturers' Industry (%),2010–2012

Figure 15: M&A Activity in the Global Beverage Manufacturers' Industry (%),2010–2012

Figure 16: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012

Figure 17: M&A Activity by Region: Global F&B Industry (%), 2012

Figure 18: M&A Activity by Turnover: Global F&B Industry (%), 2012

Figure 19: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012

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

Figure 21: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012

Figure 22: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012

Figure 23: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012

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

Figure 25: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012

Figure 26: Planned Change in Staff Recruitment by Global F&B Industry Suppliers (%), 2012

Figure 27: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012

Figure 28: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Figure 29: Global F&B Industry: Top Ten Growth Regions (%), 2012

Figure 30: Global F&B Industry: Top Five Emerging Markets, 2012

Figure 31: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012

Figure 32: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012

Figure 33: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012

Figure 34: Global F&B Industry: Demand in Emerging Markets by Region (%), 2012

Figure 35: Global F&B Industry: Demand in Emerging Markets by Turnover (%), 2012

Figure 36: Global F&B Industry: Top Five Developed Regions by Growth, 2012

Figure 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012

Figure 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012

Figure 39: Growth Projections in Developed Markets by Region (% 'Increase' Responses), 2012

Figure 40: Growth Projections in Developed Markets by Turnover (% 'Increase' Responses), 2012

Figure 41: Global F&B Industry: Leading Business Concerns (% All Respondents), 2012

Figure 42: Global F&B Industry: Top Five Leading Business Concerns, 2012–2013

Figure 43: Leading Business Concerns for Global Food Manufacturers(%) 2012–2013

Figure 44: Leading Business Concerns for Global Beverage Manufacturers(%) 2012–2013

Figure 45: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013

Figure 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012

Figure 47: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012

Figure 48: Global F&B Industry: Annual Procurement Budgets by Buyers in US$ (%), 2010–2012

Figure 49: Global Food Manufacturers' Industry: Annual Procurement Budgets in US$ (%),2012

Figure 50: Global Beverage Manufacturers: Annual Procurement Budgets in US$ (%), 2012

Figure 51: Global F&B Industry: Annual Procurement Budgets in US$ by Turnover (%), 2012

Figure 52: Global Food Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012

Figure 53: Global Beverage Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012

Figure 54: Global F&B Industry: Planned Change in Procurement Expenditure by Region (%), 2012

Figure 55: Global F&B Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012

Figure 56: Global Food Manufacturers: Change in Spend on Products and Services (%), 2012

Figure 57: Global Beverage Manufacturers: Change in Spend on Products and Services (%), 2012

Figure 58: Global Food Manufacturers: Variations in Regional Supplier Prices (%), 2012

Figure 59: Global Beverage Manufacturers: Variations in Regional Supplier Prices (%), 2012

Figure 60: Global F&B Industry: Variations in Regional Supplier Prices by Region (%), 2012

Figure 61: Global F&B Industry: Variations in Regional Supplier Prices by Turnover (%), 2012

Figure 62: Supplier Selection: Food Manufacturers vs. Suppliers (Index Score), 2012

Figure 63: Supplier Selection: Beverage Manufacturer vs. Suppliers (Index Score), 2012

Figure 64: Global Food Manufacturers: Future Procurement Objectives (%), 2012

Figure 65: Global Beverage Manufacturers: Future Procurement Objectives (%), 2012

Figure 66: Global Food Manufacturers: Implementation of E-Procurement (%), 2012

Figure 67: Global Beverage Manufacturers: Implementation of E-Procurement (%), 2012

Figure 68: Global F&B Industry: E-Procurement by Region (%), 2012

Figure 69: E–Procurement: Level of Implementation by Company Turnover (%), 2012

Companies Mentioned

Kerry, Pernod Ricard, Heineken, Anheuser-Busch, China Green, Crown Holdings, The Standards, Productivity and Innovation Board, PreGel, PepsiCo, Al Ain Dairy, Ajinomoto, Olam International, Flying Monkeys Craft Brewery, SABMiller, Jones Soda, U.S. Foodservice, Z Trim Holdings, Cloetta AB, Leaf Holland B.V., CHS, Olam International, Progida Group, Coca-Cola FEMSA, Grupo Tampico, Royal Friesland Campina, Alaska Milk Corporation, Massimo Zanetti Beverage, Sara Lee, Jamba Juice, Talbott Teas, Post Foods, Haoyue Group, Alliance Grain Traders, Glanbia, Premier Foods, Wipro, NourishCo, Tata Global Beverages, Foster's Group Pacific, Samoa Breweries Limited, 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, Beijing Huiyuan Juice Drinks Food, Ai Ni Group, United Breweries, Bacardi Martini, Amazon Waters, Crown Holdings, 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, Chuckanut Brewery, Baxters, Alimentos Prosalud, Calbee, Partners, Hiro Sake, China New Borun, Brick Brewing, Halewood International, SXLiquors, Brown-Forman, ConAgra Foods, Kraft Foods, Asahi Group Holdings, Glendale Foods and Calem

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

Mon, 21 May 2012 12:45:02 +0000

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

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NEW YORK, May 21, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

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

http://www.reportlinker.com/p0864178/Global-Beverage-Survey-2012-2013-Market-Trends-Marketing-Spend-and-Sales-Strategies-in-the-Beverage-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Beverage

Product Synopsis

"Global Beverage Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in Beverage Industry " is a new report by Canadean that analyzes how global beverage 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 beverage 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 144 leading global beverage industry executives. The report provides data and analysis on global beverage industry suppliers' media spending, marketing and sales strategies, and practices and business planning within the global beverage 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 beverage 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 beverage industry.

What is the current market landscape and what is changing?

Executives from the global beverage industry expect increased levels of consolidation, with 46% 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 expansion activities, to leverage economies of scale, increase market share, strengthen their footprints in developing markets, and to achieve further synergies.

What makes this report unique and essential to read?

"Global Beverage Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in Beverage Industry" is a new report by Canadean that analyzes how beverage 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 beverage industry suppliers and how spending by global beverage 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.

Secure stronger customer relationships by understanding the behaviour and changing strategies of industry buyers.

Key Market Issues

Global beverage manufacturer industry respondents identify China to be the most important region for growth among emerging markets, along with India and Brazil. Furthermore, Eastern Europe and the Middle East are considered the two most important emerging markets by respondents from beverage manufacturing companies. The majority of beverage manufacturers plan to foray into the Chinese market to expand their operations, as a result of increased consumption of branded beverages such as wine, beer, coffee, juice, and dairy products among Chinese consumers. In India, the consumption of beer, whisky, and wine have benefited from economic growth and strong demand from middle-class consumers, which has encouraged beverage manufacturers to tap the Indian market.

Among beverage manufacturers, 65% of respondents rate 'responding to pricing pressure' as the most important business concern in 2012, while 48% highlight 'market uncertainty'. Beverage manufacturers highlight factors such as lower shelf prices and rising commodity prices as pricing pressure issues. Respondents operating in North America and the Rest of the World identify 'regulatory change' and 'rising competition' as leading business concerns in 2012. Furthermore, respondents from companies with leading operations in Europe and Asia-Pacific region identify 'market uncertainty' and 'cost containment' as the leading business concerns in 2012.

The average size of the, annual marketing budget of global beverage 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 beverage manufacturers' industry, 42% are 'more optimistic' about revenue growth for their company over the next 12 months than the previous 12 months. Reasons behind this include increased customer demand in emerging markets mainly China and India, demand for organic products, and adoption of sustainable sourcing strategies by beverage companies.

The optimism level in the global beverage manufacturing sector is expected to be fuelled by increased consumer demand towards health and wellness oriented beverage products, and the adoption of sustainable sourcing strategies by beverage companies.

Key Highlights

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

An analysis of responses by beverage 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 beverage 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 33% of respondents from beverage manufacturing companies, headcounts in their organizations in 2012 are expected to increase steadily by up to 2%. However, 36% of respondents from beverage 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 buyer respondents

1.4.2 Profile of supplier respondents

2 Executive Summary

3 Global Beverage Industry Dynamics

3.1 Revenue Growth Projections in the Global Beverage Industry

3.1.1 Revenue growth projections by beverage manufacturers

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 comparison

3.2 Future Developments in Business Structure: Global Beverage Industry

3.2.1 Future developments in business structure by beverage 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 company turnover

3.2.5 Future developments in business structure by senior level respondents

3.3 Merger and Acquisition (M&A) Projections: Global Beverage Manufacturers' Industry

3.3.1 M&A activity projections by beverage manufacturers

3.3.2 M&A 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 Beverage Manufacturers' Industry

3.4.1 Forecast of capital expenditure by beverage 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: Global Beverage Manufacturers' Industry

3.5.1 Planned change in staff recruitment by beverage 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 Beverage Maufacturers' Market Growth Outlook

4.1 Global Beverage Manufacturers' Industry: Demand in Emerging Markets

4.1.1 Demand in emerging markets by beverage 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 Beverage Manufacturers' Industry: Growth in Developed Markets

4.2.1 Growth expectations in developed countries by beverage 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: Global Beverage Manufacturers' Industry

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

5.1.1 Leading business concerns of beverage manufacturers

5.1.2 Leading business concerns of suppliers

5.1.3 Leading business concerns in 2012-2013 by region

5.1.4 Leading business concerns in 2012-2013 by company turnover

5.2 Global Beverage Manufacturing Industry: Key Supplier Actions to Secure Business

5.2.1 Actions to maintain and secure business by beverage 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 buyer business by procurement budget

6 Global Beverage Industry: Supplier Marketing Spend Activity

6.1 Annual Marketing Budgets: Global Beverage Industry Suppliers

6.1.1 Annual marketing budgets by region

6.1.2 Annual marketing budgets by company turnover

6.2 Global Beverage 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 Beverage 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 Beverage 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 Beverage Industry: Marketing and Sales Behaviors in 2012-2013

7.1 Global Beverage 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 Beverage 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 Beverage 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 Beverage 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 Beverage Industry Survey Results - Closed Questions

8.2 About Canadean

8.3 Disclaimer

List of Tables

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

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

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

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

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

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

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

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

Table 9: Revenue Growth Optimism of Global Beverage Industry Suppliers (%), 2012

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

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

Table 12: Global Beverage Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012

Table 13: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012

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

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

Table 16: M&A Activity in the Global Beverage Manufacturers' Industry (%), 2010-2012

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 30: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012

Table 31: Growth Projections in Developed Markets by Global Beverage Industry Suppliers (%), 2012

Table 32: Leading Business Concerns of Global Beverage Manufacturers (%), 2010-2012

Table 33: Leading Business Concerns of Global Beverage Industry Suppliers (%), 2012-2013

Table 34: Global Beverage Manufacturers: Leading Business Concerns by Region (%), 2012-2013

Table 35: Global Beverage Manufacturers: Leading Business Concerns by Turnover (%), 2012-2013

Table 36: Global Beverage Manufacturers: Securing Beverage Manufacturers' Business (%), 2012

Table 37: Global Beverage Manufacturers' Industry: Securing Buyers' Business by Region (%), 2012

Table 38: Global Beverage Manufacturers' Industry: Securing Buyers' Business by Turnover (%), 2012

Table 39: Actions to Maintain and Secure Buyer Business by Procurement Budget (%), 2012

Table 40: Annual Marketing Budgets: Global Beverage Industry Suppliers (%), 2010-2012

Table 41: Annual Marketing Budgets in the Global Beverage Industry by Region (%), 2012

Table 42: Annual Marketing Budgets in the Global Beverage Industry by Turnover (%), 2012

Table 43: Planned Change in Marketing Expenditure Levels: Global Beverage Industry Suppliers (%), 2010-2012

Table 44: Global Beverage Industry: Planned Change in Marketing Expenditure by Region (%), 2012

Table 45: Global Beverage Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012

Table 46: Net Change in Planned Marketing Expenditure, All Industries (%) 2012

Table 47: Future Investment in Media Channels: Global Beverage Industry Suppliers, 2012

Table 48: Global Beverage Industry: Future Investment in Marketing and Sales (%), 2012

Table 49: Global Beverage Industry: Future Investment in Marketing and Sales by Region (%), 2012

Table 50: Global Beverage Industry: Future Investment in Marketing and Sales by Turnover (%), 2012

Table 51: Key Marketing Aims: Global Beverage Industry Suppliers (%), 2012

Table 52: Global Beverage Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Table 53: Amendments to Marketing Activities: Global Beverage Industry Suppliers (%), 2012

Table 54: Global Beverage Industry: Amendments to Marketing Activities by Region (%), 2012

Table 55: Global Beverage Industry: Amendments to Marketing Activities by Turnover (%), 2012

Table 56: Use of New Media: Global Beverage Industry Suppliers (%), 2012

Table 57: Global Beverage Industry: Use of New Media by Region (%), 2012

Table 58: Global Beverage Industry: Use of New Media by Company Turnover (%), 2012

Table 59: Critical Success Factors: Global Beverage Industry Suppliers (% ), 2012

Table 60: Global Beverage Industry: Critical Success Factors by Region (%), 2012

Table 61: Global Beverage Industry: Critical Success Factors by Turnover (%), 2012

Table 62: Global Beverage Industry Survey Results - Closed Questions

List of Figures

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

Figure 2: Revenue Growth Optimism of Global Beverage Industry Suppliers (%), 2012

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

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

Figure 5: Global Beverage Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012

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

Figure 7: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012

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

Figure 9: Key Expected Changes In Business Structure by Senior Level Respondents (%), 2012

Figure 10: M&A Activity in the Global Beverage Manufacturers' Industry (%), 2010-2012

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 28: Global Beverages Manufacturers' Industry: Top Five Developed Markets by Growth, 2012

Figure 29: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012

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

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

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

Figure 33: Leading Business Concerns of Global Beverage Manufacturers (%), 2012-2013

Figure 34: Global Beverage Manufacturers' Industry: Leading Business Concerns , 2012-2013

Figure 35: Leading Business Concerns of Global Beverage Industry Suppliers (%), 2012-2013

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

Figure 37: Global Beverage Manufacturers' Industry: Securing Buyers' Business by Turnover (%), 2012

Figure 38: Annual Marketing Budgets: Global Beverage Industry Suppliers (%), 2010-2012

Figure 39: Annual Marketing Budgets in the Global Beverage Industry by Region (%), 2012

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

Figure 41: Planned Change in Marketing Expenditure Levels: Global Beverage Industry Suppliers (%), 2010-1012

Figure 42: Global Beverage Industry: Planned Change in Marketing Expenditure by Region (%), 2012

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

Figure 44: Global Beverage Industry: Planned Change in Marketing Expenditure by Revenue Growth Expectations (%), 2012

Figure 45: Future Investment in Media Channels: Global Beverage Industry Suppliers, 2012

Figure 46: Global Beverage Industry: Future Investment in Media Channels by Region (%), 2012

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

Figure 48: Global Beverage Industry: Future Investment in Marketing and Sales (%), 2012

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

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

Figure 51: Key Marketing Aims: Global Beverage Industry Suppliers (%), 2012

Figure 52: Global Beverage Industry: Key Marketing Aims by Region (%), 2012

Figure 53: Global Beverage Industry: Key Marketing Aims by Company Turnover (%), 2012

Figure 54: Global Beverage Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Figure 55: Amendments to Marketing Activities: Global Beverage Industry Suppliers (%), 2012

Figure 56: Global Beverage Industry: Amendments to Marketing Activities by Region (%), 2012

Figure 57: Global Beverage Industry: Amendments to Marketing Activities by Turnover (%), 2012

Figure 58: Use of New Media: Global Beverage Industry Suppliers (%), 2012

Figure 59: Global Beverage Industry: Use of New Media by Region (%), 2012

Figure 60: Global Beverage Industry: Use of New Media by Company Turnover (%), 2012

Figure 61: Critical Success Factors: Global Beverage Industry Suppliers (% ), 2012

Figure 62: Global Beverage Industry: Critical Success Factors by Region (%), 2012

Figure 63: Global Beverage Industry: Critical Success Factors by Turnover (%), 2012

Companies Mentioned

Pernod Ricard, Heineken, Anheuser-Busch, Coca-Cola Bottling Co. Consolidated, China Green, Crown Holdings, Nutrastar, Flying Monkeys Craft Brewery, SABMiller, Jones Soda, U.S. Foodservice, Z Trim Holdings, Grupo Tampico, Royal Friesland Campina, Alaska Milk Corporation, Massimo Zanetti Beverage, Jamba Juice, Talbott Teas, NourishCo, Tata Global Beverages, PepsiCo India, Starbucks, Foster's Group Pacific, Key Technology, Nu-Tek Salt, Pall Corporation, Toyo Seikan Kaisha, Leipurin, Nestlé, Fonterra, Austin Nichols Distilling Co. Inc, Smithfield Packing, Chateau Lafite Rothschild, CITIC East China, Beijing Huiyuan Juice Drinks Food, United Breweries, Bacardi Martini, Amazon Waters, Justerini & Brooks, Golazo, Juvenex, William Grant & Sons, Barrett Burston Malting, Williams Bros Brewing Company, GEA Process Engineering, AHD International, Primo Water, Chuckanut Brewery, Hiro Sake, China New Borun, Brick Brewing, Halewood International, SXLiquors and Asahi Group Holdings and Tetra Pak

To order this report:

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

More Market Research Report

Check our Industry Analysis and Insights

__________________________

Contact Nicolas: nicolasbombourg@reportlinker.com

US: (805)-652-2626

Intl: +1 805-652-2626

SOURCE Reportlinker

At G8 Food Security Symposium, World Cocoa Foundation Announces $4 Million in New Support for Cocoa Farmers in West Africa

Fri, 18 May 2012 12:49:39 +0000

At G8 Food Security Symposium, World Cocoa Foundation Announces $4 Million in New Support for Cocoa Farmers in West Africa

PR Newswire

WASHINGTON, May 18, 2012 /PRNewswire/ -- The World Cocoa Foundation (WCF) is launching a $4 million initiative to benefit 35,000 cocoa farmers in three West African countries that are among the world's largest producers of cocoa. The announcement comes as part of the Symposium on Global Agriculture and Food Security, taking place alongside the 2012 G8 Summit in Washington.

"WCF and our Member companies continue to invest in Sub-Saharan Africa and work together with national governments and partners to show our long-term commitment to cocoa farmers in the region," said WCF President Bill Guyton. Guyton also noted recent findings that demonstrate a strong link between modern cocoa farming techniques and food security in cocoa-growing areas. Guyton said, "Cocoa farmers already have mastered concepts essential for producing crops and bringing a product to market. Cocoa trees are well suited for combining with food crops. Cocoa farmers are uniquely positioned to form a cornerstone of many countries' food security strategies."

The new $4 million in WCF support comes in the form of a matching grants program and financial growth fund to provide business training and improved farming techniques to small-scale family farmers in Cote d'Ivoire, Nigeria, and Cameroon. Program activities will be carried out under the auspices of WCF's ongoing $40 million Cocoa Livelihoods Program, which is co-funded by the Bill and Melinda Gates Foundation and 16 leading WCF members*.

The investment is matched by the Bill & Melinda Gates Foundation, the Sustainable Trade Initiative and WCF Member company partners, with the aim of doubling farm household incomes. WCF Member companies participating in the matching grants program include Kraft Foods; Mars, Incorporated; Cargill; ADM Cocoa; Barry Callebaut; Armajaro Trading Ltd.; ECOM Cocoa; and Olam International Ltd. As a complement to the new program, WCF Member The Hershey Company has developed a text messaging service to support cocoa farmers in the field by providing critical information on fertilizer application, plant husbandry, harvesting techniques and other farming practices, as well as social messaging on topics such as prevention of HIV/AIDS and malaria.

Through the program, WCF also will increase cocoa farmers' access to credit for fertilizer and other needs. The program additionally provides support to cocoa farmer organizations to expand their outreach to non-member farmers and to improve business operations. The program will be self-sustaining.

*The Cocoa Livelihoods Program is supported by the following WCF Member companies: The Hershey Company; Kraft Foods; Mars, Incorporated; ADM Cocoa; Barry Callebaut; Blommer Chocolate Company; Cargill; Armajaro Trading Ltd.; ECOM Cocoa; Guittard Chocolate Company; Noble Resources S.A.; Olam International Ltd.; Petra Foods Ltd.; See's Candies, Inc., Starbucks Coffee Company; and Transmar Commodity Group Ltd.

About the World Cocoa Foundation
The World Cocoa Foundation (WCF) is an international nonprofit membership foundation that promotes a sustainable cocoa economy by providing cocoa farmers with the tools they need to grow more and better cocoa, market it successfully, and make greater profits. WCF's membership includes cocoa and chocolate manufacturers, processors, supply chain managers, and other companies worldwide, representing more than 80 percent of the global cocoa market. For more information, visit www.worldcocoa.org.

SOURCE World Cocoa Foundation

Starbucks Announces Leadership Moves to Accelerate Global Growth Agenda

Wed, 16 May 2012 23:12:51 +0000

SEATTLE, May 16, 2012 - Starbucks Coffee Company (NASDAQ:SBUX) today announced several leadership changes to accelerate its innovation and growth. The company announced the following leadership moves as it further strengthens its three-region operating model:

Lucy Lee Helm was named executive vice president, general counsel and secretary
Arthur Rubinfeld was named chief creative officer and president, Global Development and Evolution Fresh Retail
Annie Young-Scrivner was named executive vice president and president, Starbucks Canada
Colin Moore was named senior vice president, Enterprise Optimization
Craig Russell was named senior vice president, Global Coffee coinciding with the retirement of Dub Hay as senior vice president, Global Coffee Authority this November

“As we continue to sharpen our focus and strengthen our three-region operating model, local relevancy and speed of decision making are two critical requirements we must deliver so that we can seize opportunities,” said Howard Schultz, Starbucks chairman, president and ceo. “We will never rest when it comes to coffee innovation and elevating the overall coffee experience for our customers. The leadership moves we announced today will enable us to more swiftly position ourselves for the exciting opportunities ahead while never losing sight of the fact that we are a global brand with a rich heritage in coffee, long-standing values, and the responsibility to use our scale for good.”

Lucy Lee Helm
executive vice president, general counsel and secretary
Helm has been a partner (employee) at Starbucks for more than 12 years and her appointment as executive vice president, general counsel and secretary comes after serving as interim general counsel since April of 2012. She will lead the Law & Corporate Affairs (L&CA) department, support the Starbucks Board of Directors and serve as a member of the company’s senior leadership team. Helm has previously led the Starbucks Litigation & Brand Protection (intellectual property) team, L&CA Operations, Global Business (commercial) team, and Litigation & Employment team. She currently chairs the company’s Policy Governance Council and also serves as the executive sponsor of L&CA’s pro bono program. Helm will report to Schultz.

Arthur Rubinfeld
chief creative officer and president, Global Development and Evolution Fresh Retail
Rubinfeld will expand his role to chief creative officer and president, Global Development and Evolution Fresh Retail. In addition to continuing to lead strategic store site selection and design, he will be responsible for developing and integrating a dynamic brand experience for Starbucks customers around the world. Rubinfeld, who was responsible for the design of the company’s first Evolution Fresh juice store which opened in March in Bellevue, Wash., will also continue to lead the Evolution Fresh retail store strategy. Rubinfeld initially joined Starbucks in 1992, spending ten years growing Starbucks retail presence from 100 stores to 4,000 stores around the world. He returned to Starbucks in 2008 to lead global store development. He will continue to report to Schultz and serve on the company’s senior leadership team.

Annie Young-Scrivner
executive vice president and president, Starbucks Canada
Young-Scrivner has been appointed executive vice president and president, Starbucks Canada – the company’s largest market outside the U.S. Starbucks opened its first store outside the U.S. in Canada 25 years ago. She will be based at Starbucks Canada’s Toronto Support Center where she will bring over 20 years of innovative marketing experience to this priority market. Young-Scrivner will assume her new role by the end of September – the conclusion of the company’s current fiscal year. She will report to Cliff Burrows, president, Americas and U.S.

To be more nimble and locally relevant, Starbucks has moved its marketing and category functions to the regional and market level. As a result, the company will not replace the global chief marketing officer role which Young-Scrivner previously held. However, the company has formed a cross-functional global brand leadership team, led by Vivek Varma, executive vice president, Public Affairs, to deliver regional and channel-specific brand alignment and breakthrough innovation. Additionally, this team will ensure local marketing and category initiatives continue to be grounded in our company mission and values.

As Young-Scrivner focuses on leading and growing the Canadian market, Jeff Hansberry, president, Channel Development, will expand his responsibilities to include Tazo Tea which will join the company’s emerging brands portfolio along with Evolution Fresh and Seattle’s Best Coffee.

Colin Moore
senior vice president, Enterprise Optimization
Moore, who currently serves as senior vice president Starbucks Americas and president, Starbucks Canada, will transition to his newly created role as senior vice president, Enterprise Optimization. Over the past ten years, he has led the Canadian team in building Starbucks largest market outside the U.S. In his new role, Moore will report to chief financial officer Troy Alstead where he will have responsibility for driving greater financial value creation as well as economic and operating efficiencies for the company worldwide. He will continue to be based in Toronto.

Craig Russell
senior vice president, Global Coffee
Russell, who most recently served as senior vice president, U.S. Store Services has been named senior vice president, Global Coffee. This move coincides with the announcement of Dub Hay’s retirement next November as senior vice president, Global Coffee Authority after nearly 10 years with Starbucks. In this expanded coffee leadership role, Russell will serve as the company voice and advocate for coffee and its business strategy. The Global Coffee team will continue to deliver a unified focus on coffee and drive innovation across all coffee platforms in addition to partnering with Starbucks Supply Chain Operations and Global Responsibility teams on ethical sourcing practices. All aspects of coffee category, education and engagement will also be led by this team. Russell, an 11-year partner will report to Schultz and join the senior leadership team.

Schultz added, “I cannot overstate what an incredible asset Dub has been to Starbucks as a true force in the industry, whose passion for coffee is only surpassed by his expertise. We wish him the very best in his retirement.”

About Starbucks
Since 1971, Starbucks Coffee Company has been committed to ethically sourcing and roasting the highest quality arabica coffee in the world. Today, with stores around the globe, the company is the premier roaster and retailer of specialty coffee in the world. Through our unwavering commitment to excellence and our guiding principles, we bring the unique Starbucks Experience to life for every customer through every cup. To share in the experience, please visit us in our stores or online at www.starbucks.com.

Forward-Looking Statements
This release contains forward-looking statements relating to certain leadership changes of Starbucks Corporation, as well as trends in or expectations regarding the effect of leadership changes on the company’s strategies, opportunities innovation and growth and the leadership and performance of the persons being appointed to their roles. These forward-looking statements are based on currently available operating, financial and competitive information and are subject to a number of significant risks and uncertainties associated with its business. Actual results may differ materially depending on a variety of factors including, but not limited to: the successful implementation of the announced leadership changes; the ability of the persons appointed to lead and provide results in their new roles; fluctuations in U.S. and international economies and currencies; the impact of competition; coffee, dairy and other raw material prices and availability; costs associated with, and the successful execution of, the company’s other initiatives; and other risks detailed in the company filings with the Securities and Exchange Commission, including the “Risk Factors” section of Starbucks Annual Report on Form 10-K for the fiscal year ended October 2, 2011. The company assumes no obligation to update any of these forward-looking statements.

WPP'S ADDED VALUE CONDUCTS GROUNDBREAKING CULTURAL TRACTION™ STUDY THAT RANKS BRANDS ACCORDING TO THE DEPTH OF THEIR VIBRANCY IN AMERICAN CULTURE

Tue, 15 May 2012 13:05:00 +0000

WPP'S ADDED VALUE CONDUCTS GROUNDBREAKING CULTURAL TRACTION™ STUDY THAT RANKS BRANDS ACCORDING TO THE DEPTH OF THEIR VIBRANCY IN AMERICAN CULTURE

Does Culture Really Matter: New Study Reveals Significance Of Cultural Relevance As Predictor Of Brand Success

PR Newswire

LOS ANGELES, May 15, 2012 /PRNewswire/ -- Added Value, the global brand development and marketing insight consultancy, today revealed the results of its second-annual Cultural Traction™ survey, which measures cultural relevance as an early indicator of brand success. In the study, Apple led the way as the brand most vibrant in American culture, followed closely by tech brands Google, Amazon, Samsung, Sony and Microsoft.

The most culturally vibrant brands include:

Apple
Google
Amazon
Sony
Microsoft
Facebook
Samsung
Harley-Davidson
Ikea
Subway

To produce the latest results, Added Value studied 50 brands across nine broad sectors including apparel, automotive, beer and technology to provide a quantitative understanding of a brand's relevance in a market's cultural zeitgeist.

The "vibrancy" of each brand is measured across four dimensions, each of which represents a statistical clustering of culturally-significant attributes that describe how Visionary, Inspiring, Bold and Exciting (VIBE) a brand is perceived to be by consumers. The degree to which this "VIBE" score changes year-on-year, provides a quantitative view of a brand's Cultural Traction™ in a market.

"Cultural Traction™ provides an indicator of a brand's future growth potential by measuring whether a brand is gaining or losing traction in a market," said Maggie Taylor, CEO of Added Value NA. "In an increasingly competitive marketplace, brands that are continually executed in a culturally-relevant and vibrant way have the best chance of carving out a dominant position in the minds of today's consumers."

Taylor added, "Although the study is still in its infancy, and the data set limited to 50 brands, many of whom aren't publicly traded, we have begun to see a correlation between a brand's VIBE and its year on year growth in revenue. This supports our belief that a positive shift of a brand's VIBE score year-on-year is an early indicator of future success for that brand."

According to Added Value's Cultural Insights Analysts, the results of this year's study have been driven by three key shifts in culture: a shift in a brand's ability to enable people to share and connect around the topics that excite them; a shift in the way brands invite people to participate in the creation and delivery of the brand experience and a shift in the total value brands create and the purpose they serve for people and the planet.

"What makes the top brands in this study more vibrant and the bottom brands not?" asked Taylor. "The answer lies in how they anticipate or drive changes in the cultural landscape and use or create emergent cultural content to stay fresh and relevant. Being able to measure whether a brand is gaining or losing Cultural Traction™ gives brands a tool to diagnose issues and make their activation, positioning, communication and innovation strategies more culturally vibrant."

Additional key findings from the 2011 Cultural Traction™ study include:

Technology brands dominate, but lifestyle brands also share the top spots: Technology is constantly changing the way consumers think and act, so it is not surprising Apple, Google, Amazon, Samsung, Sony and Microsoft scored the highest VIBE. However, several non-tech brands like Harley-Davidson, IKEA, Subway, Victoria's Secret and Coke are also tapping into the cultural shifts that most strongly resonate with consumers.

Twitter Flying (Not So) High?: Facebook's score (#6) showed a 14 percent increase over 2010; while Twitter's score (#41) experienced a 12 percent decrease from 2010. These results show how Facebook has truly embedded into America's cultural consciousness while Twitter's influence may be fading. Both brands are perceived as Visionary; but Twitter was ranked as far less Exciting than its social media competitor.

Subway's freshness whops Burger King: Subway continues to gain Cultural Traction™, its score (#10) thrashing a stale Burger King (#46). Now the #2 brand in category sales, it stands out most as Inspiring and Exciting, leveraging key trends like "Easy Nutrition" and "Small Change, Big Difference" to give consumers flexible paths to self-improvement.

Two American icons, but while Ford's VIBE is hot, Bud's is still on ice: Why? Both Bud (#45) and Ford (#17) wear their legacies proudly. Consumers expect authenticity, and count on consistency. But from Ford they also expect, and get, evolution. It's part of the brand's DNA. It's what they now flaunt. Its VIBE reflects this vitality.

For complete case study details or more information on Added Value's 2011 Cultural Traction™ survey, please visit: www.added-value.com/culturaltraction

About the Cultural Traction™ Study:

In 2010 and 2011, the study was conducted online across the United States, among an equal split of men and women, aged 16+. Approximately 7,500 individuals were queried as to their perceptions on one of 50 randomly-assigned brands. The online study was executed by Lightspeed Research. The rankings of the 50 companies in the 2011 VIBE are:

1. Apple; 2. Google; 3. Amazon; 4. Sony; 5. Microsoft; 6. Facebook; 7. Samsung; 8. Harley-Davidson; 9. IKEA; 10. Subway; 11. Victoria's Secret; 12. Coca-Cola; 13. Nike; 14. Yahoo; 15. Pepsi; 16. eBay; 17. Ford; 18. Target; 19. Starbucks; 20. Levi's; 21. Toyota; 22. Gatorade; 23. TOMS shoes; 24. Chevrolet; 25. Groupon; 26. Verizon; 27. Walmart; 28. AT&T; 29. Hyundai; 30. McDonald's ; 31. Honda; 32. Crate & Barrel; 33. Chipotle; 34. H&M; 35. Nissan; 36. KFC; 37. Adidas; 38. Corona; 39. Dos Equis; 40. Gap; 41. Twitter; 42. T-Mobile; 43. Bank of America; 44. Chase; 45. Budweiser; 46. Burger King; 47. Sprint; 48. Heineken; 49. Guinness; 50. Wells Fargo

About Added Value

Added Value, www.added-value.com, provides consultancy on brand development and marketing insight for iconic brands, both big and small, around the world. They help solve clients' central marketing questions about market, brand, innovation and communications. Added Value is part of Kantar, WPP's consumer insight and consultancy group.

About WPP

WPP is the world's largest communications services group. Through its operating companies, the Group provides a comprehensive range of advertising and marketing services including advertising; media investment management; consumer insight; public relations and public affairs; branding and identity; healthcare communications; direct, digital, promotion and relationship marketing and specialist communications. The company employs over 158,000 people (including associates) in 2,500 offices in 107 countries.

About Lightspeed Research

Lightspeed Research is part of Kantar, the information insight and consultancy division of WPP. Lightspeed Research delivers valuable data to help clients make informed business decisions. With proprietary online panels throughout the world, our verified, engaged, and deeply profiled survey respondents can support research studies that vary in scope and complexity. The company has offices throughout the United States, Europe, and Asia Pacific. For more information, please visit www.lightspeedresearch.com

SOURCE Added Value

Starbucks Opens First Store in Finland at Helsinki Airport

Mon, 14 May 2012 16:10:00 +0000

Helsinki, Finland, May 14, 2012 – Starbucks Coffee Company (NASDAQ: SBUX), and SSP, the leading dedicated provider of food and beverage brands in travel locations worldwide, today announced the opening of the first Starbucks store in Finland at Helsinki Airport, conveniently located in Terminal 2, Arrivals Hall 2B. The store will open its doors to the public on Tuesday, May 15. With today’s announcement, Starbucks further extends its presence across the Nordic markets.

SSP will operate two Starbucks stores at Helsinki Airport. The newly opened store is located in the Arrivals Hall where it will be accessible to passengers and visitors from the city. The other will be located in the Departures Hall beyond security and will open later this year.

Commenting on the new openings, SSP Finland’s Managing Director Kalle Ruuskanen said, “We are delighted to build on our recent successful Starbucks store openings at Arlanda Airport in Sweden and Gardermoen Airport in Norway. It is a privilege to support Starbucks, one of the world’s most recognized coffee brands, in their European growth and we look forward to share the Starbucks Experience and meet the increasing demand for premium coffee in the travel channels in Finland.”

Arjan Oudejans, Director of Licensed Stores EMEA: “We are excited to open this store. Finns have been coffee drinkers for more than 250 years, and today coffee is considered the national drink. Finns have the world’s highest per capita consumption – about five cups of coffee a day.” Oudejans continued: “This expansion at Helsinki Airport is consistent with our European growth strategy to open stores where our customers want and expect us to be. We look forward to offer our Finnish customers Starbucks premium arabica coffee and innovative products in an inviting and relaxed atmosphere.”

This announcement comes on the heels of the successful launch of Starbucks® Iced Latte, Starbucks Doubleshot® Espresso and Milk, and Starbucks® bottled Frappuccino® coffee drinks in grocery and convenience stores in Denmark, Finland, Sweden and Norway. Oudejans: “Having experienced an enthusiastic response to our Starbucks® ready-to-drink beverages in Finland, we hope consumers will appreciate this extension of our unique Starbucks Experience, including our commitment to ethically sourcing and roasting the highest quality arabica coffee in the world.”

The store at Helsinki Airport boasts a comprehensive product offering, including 100 % Fairtrade Certified espresso-based drinks, freshly-brewed coffees, teas and specialty beverages such as the popular Frappuccinos®. The range of food items includes a variety of breakfast, lunch and snack items like muffins and other pastries, sandwiches and Starbucks Petites. Moreover, the store will function as a community gathering place where travellers and visitors to the airport connect.

Advance Registration Discount Ends May 14 for 2012 IFT Annual Meeting & Food Expo

Thu, 10 May 2012 13:30:00 +0000

Advance Registration Discount Ends May 14 for 2012 IFT Annual Meeting & Food Expo

PR Newswire

CHICAGO, May 10, 2012 /PRNewswire-USNewswire/ -- Advance registration discount for the 2012 Institute of Food Technologists (IFT) Annual Meeting & Food Expo ends May 14th. Food professionals from all over the globe will be gathering together in Las Vegas, June 25-28. This is the only annual event that brings together professionals involved in both the science and the business of food -- experts from industry, academia and government. With more than 900 companies exhibiting, this event showcases the largest, most diverse collection of food ingredient, equipment, and packaging suppliers from all over the world. Over 100 educational sessions and 1,000+ poster sessions provide information on the latest developments and trends in food science. IFT's Annual Meeting and Food Expo was named in the Top 250 by the Trade Show News Network, as well as being awarded Trade Show Executive's Gold 100 Ranking of the Largest Shows of 2011.

View the video to see why people are going to the IFT Annual Meeting & Food Expo.

When & Where:
June 25-28, 2012
Las Vegas Convention Center, Las Vegas, Nevada

What:
Keynote Session: "The Importance of Innovation," will feature Starbucks President, CEO and Chairman Howard Schultz, who was named Fortune magazine's 2011 "Businessperson of the Year." He will share insights on the importance of scientific innovation in creating thriving companies and communities, and filling the talent pipeline.

ADDITIONAL SESSION HIGHLIGHTS:

Childhood Obesity Solutions: What Industry Can Do
Food Science, Nutrition, and the Skin
Functional Foods of Latin America: Flavor, Health Benefits, and Opportunities for Commercialization
Specialized Nutrition: Opportunities in Medical Foods and Beyond for Aging, Developing, and Other Specialized Populations
The Future of GRAS Ingredients and Food Additives: Impacts of the Changing Environment on Food Science
Breakfast in the 21st Century
Improving the Safety of Fresh Produce

Additional sessions presented from the following areas:

Food Safety & Defense
Food Processing & Packaging
Product Development & Ingredient Innovations
Public Policy, Food Laws & Regulations
Education and Professional Development
Sensory Science
Food, Health & Nutrition
Sustainability
Food Chemistry
Food Microbiology
Food Engineering

Real time information and updates can be found on IFT Live.

SOCIAL MEDIA:

Follow the IFT Annual Meeting & Food Expo on ift.org/IFT12, Twitter @IFT, hashtag #IFT12 and Facebook.
Follow the Institute of Food Technologists on Twitter @IFT, Facebook, and LinkedIn.

REGISTRATION:

Advance registration discount ends May 14th: http://www.am-fe.ift.org/cms/?pid=1000642
Registration is complimentary for credentialed members of the media: contact Mindy Weinstein for more information

MEDIA CONTACTS:

Mindy Weinstein, Director of Media Relations, 312-604-0231, @IFTMedia

Stephanie Callahan, IFT Media Relations Specialist, 312-604-0273, @IFTFoodieFacts

About IFT
The Institute of Food Technologists (IFT) is a nonprofit scientific society. Our individual members are professionals engaged in food science, food technology, and related professions in industry, academia, and government. IFT's mission is to advance the science of food, and our long-range vision is to ensure a safe and abundant food supply, contributing to healthier people everywhere.

For more than 70 years, the IFT has been unlocking the potential of the food science community by creating a dynamic global forum where members from more than 100 countries can share, learn, and grow. We champion the use of sound science across the food value chain through the exchange of knowledge, by providing education, and by furthering the advancement of the profession. IFT has offices in Chicago, Illinois and Washington, D.C. For more information, please visit ift.org.

This news release was issued on behalf of Newswise(TM). For more information, visit http://www.newswise.com.

SOURCE Institute of Food Technologists

New York City's Roasting Plant to Open First Shop Outside NYC in Downtown Detroit

Wed, 09 May 2012 14:00:00 +0000

New York City's Roasting Plant to Open First Shop Outside NYC in Downtown Detroit

- In-store bean roasting company brings wide selection of brewed-by-the-cup coffee to Rock Ventures' First National Building -

PR Newswire

NEW YORK, May 9, 2012 /PRNewswire/ -- Roasting Plant, a New York-based company that provides a personalized experience for coffee lovers with its unique roasting technology, today announced it will expand its footprint and open its first coffee shop outside of New York City in the heart of downtown Detroit.

The company will bring its just-roasted, brewed-by-the-cup coffee to the growing number of people working in downtown Detroit's burgeoning hub of technology and creative companies. The store will open for business this fall in the First National Building, located at 660 Woodward, and owned by Rock Ventures LLC, the umbrella entity formed to provide operational coordination, guidance, and integration of Dan Gilbert's portfolio of companies, investments and real estate.

Roasting Plant's first floor retail location, situated on the foot of Campus Martius Park, will feature onsite roasting and both indoor and outdoor seating.

"We are very excited to introduce the Roasting Plant experience to other parts of the country, so we jumped at the chance to open our first non-New York shop in the heart of resurging downtown Detroit," said Elizabeth Rose of Roasting Plant, a former Detroiter who used to run the halls of the First National Building as a child.

"I would occasionally come to work with my father when he had an office in the First National, so when the opportunity to return to Detroit and be located in that building presented itself, I could not pass it up," said Rose. "I love what is happening in Detroit -- I can't imagine not being a part of it."

The lease deal was brokered by Bedrock Real Estate Services LLC, Rock Ventures' full service property management firm.

"Roasting Plant's choice to come to downtown Detroit speaks to the national reputation we're developing as a place to see and be seen," said Matt Cullen, President and CEO of Rock Ventures. "Detroit offers a growing critical mass of young people who are looking for more retail, dining and entertainment options, as well as a great cup of coffee. We're excited that this unique coffee shop sees the opportunity here and is seizing it."

Roasting Plant's Detroit shop will feature a warm, modern, and bright space that highlights the patented Roasting Plant Javabot™ system. At Roasting Plant, customers choose from the 11 daily choices of coffee beans, and then watch the Javabot system create their perfect drink on demand.

The Roasting Plant experience was built by founder Mike Caswell, whose love of coffee and appreciation of the coffee bar experience was developed when he worked as a part-time barista in his college days, and subsequently as the Director of Profit Improvement at Starbucks in Seattle. Roasting Plant is the culmination of his engineering, systems, and coffee industry expertise.

For more information about Roasting Plant, and its breakthrough Javabot technology, please visit its new website, featuring available coffees, processes, news, a monthly coffee subscription service, weekly blog, and much more, at www.roastingplant.com.

About Roasting Plant
Roasting Plant sources the world's finest beans to roast onsite in each store location providing an unparalleled level of freshness and choice in every cup. Roasting Plant provides the highest quality that, until now, could only be attained by the finest artisans through a painstaking and time consuming process. The company's Javabot technology dynamically integrates onsite, micro-batch roasting with on-demand grinding and brewing, and re-produces artisan-roasted results. Roasting Plant delivers the freshest, smoothest coffee on the planet, right before your eyes -- The Ultimate Coffee Experience.

About Rock Ventures LLC
Rock Ventures LLC is an umbrella entity formed to provide operational coordination, guidance, and integration of Dan Gilbert's portfolio of companies, investments and real estate.

About Bedrock Real Estate Services LLC
Bedrock Real Estate Services LLC is a full service property management firm specializing in purchasing, leasing, financing, developing and managing of commercial space. The company, a partnership between Quicken Loans Founder and Chairman Dan Gilbert and veteran real estate developer Jim Ketai, is based in downtown Detroit. For more information, visit http://www.bedrockmgt.com.

SOURCE Rock Ventures LLC

The Let's Eat! Charles Street Festival is "The 'Best Thing' to Happen to Charles Street Since Starbucks"

Tue, 08 May 2012 15:05:17 +0000

The Let's Eat! Charles Street Festival is "The 'Best Thing' to Happen to Charles Street Since Starbucks"

PR Newswire

BALTIMORE, May 8, 2012 /PRNewswire-USNewswire/ -- "The Let's Eat! Charles Street Festival is the best thing to happen to Charles Street since Starbucks," says Haluk Kantar, owner of Cazbar Restaurant and Lounge. "It's what puts us on the map, just like a Starbucks does when it opens in a new neighborhood."

"For years there's been 'dead space' on Charles Street," Kantar continues, "But we want to show people that our businesses are doing well."

Let's Eat! Charles Street Festival
Saturday, May 12, 2012
12PM til 5PM
300 Block of North Charles Street (between Saratoga & Mulberry Streets)
40 food & retail vendors
Plus music sponsored by WTMD
FREE

Kantar, along with 40 other food & retail vendors will be setting up tents along Charles Street on Saturday, May 12th. Mick O'Sheas, The Beef Brothers, BARCs Animal Rescue, CapitolMac, Baltimore's Computer Store, Midtown BBQ and Brew, Comcast, The Brewer's Art, Urbanite Magazine, The Woman's Industrial Exchange, MAC Cosmetics and Zipcar are just a few of the participants. Live music will be featured between 12 and 5pm, with headlining band The Carousel Rogues playing between 4 and 5pm. There will be fun family activities for children, including an appearance by the Oriole Bird.

The Let's Eat! Charles Street Festival is now in its third year of operation – it began in 2010 as a way to help market and promote the businesses along Charles Street.

"This festival is a wonderful way to bring the Charles Street community together, and to show off some of Baltimore's best restaurants and retailers," says Kristin Speaker, Executive Director of the Charles Street Development Corporation.

Part of the mission of the Historic Charles Street Association – Baltimore's oldest business association – is to encourage new businesses to develop the empty storefronts along Charles Street. And there are several new developments causing excitement: New retailers, such as Mina's Delights and Roane's Earth, and expansions of existing businesses, like the new banquet facility at Lumbini Restaurant.

In addition, the Let's Eat! Charles Street festival will be the launching pad for Baltimore's first sushi truck, called Noodlerolla. Owner James Sin is the former executive chef at Sticky Rice, and his first food truck venture has been highly anticipated.

The Let's Eat! Street Festival will require street closures along the 300 block of North Charles Street, with the following bus schedule in effect on Saturday, May 12 between Saratoga and Mulberry Streets: The No.3, 11 and 64 Lines will operate their regular route on northbound Charles Street. They will be diverted left on Fayette Street, right on Park Avenue, right on Mulberry Street, then back to their regular route on Charles Street. Bus stops at Fayette, Lexington, and Saratoga Streets, will be inoperative on Saturday, May 12th until 6pm.

Southbound routes are all on streets other than Charles Street and will not be affected.

The Historic Charles Street Association wishes to thank WTMD for their generous support in sponsoring the Carousel Rogues as headliners and Carrollton Bank for their generous support and sponsorship.

For more information, contact Executive Director Laura Rodini at 410-332-4144 or info@charlesstreet.net or visit their website: http://historiccharlesstreet.com.

Contact:
Laura Rodini, Executive Director
Historic Charles Street Association
312 N. Charles Street, Baltimore, MD 21201
info@charlesstreet.net, 410.332.4144

SOURCE Historic Charles Street Association

KRAFT FOODS DELIVERS STRONG START TO 2012

Thu, 03 May 2012 20:05:00 +0000

KRAFT FOODS DELIVERS STRONG START TO 2012

- Net revenues grew 4.1% to $13.1 billion; Organic Net Revenues(1) up 6.5%

- Operating Income increased 2.7%; Underlying Operating Income(1) grew 5.8%

- Diluted EPS was $0.46; Operating EPS(1) was $0.57, up 9.6%

- Company on track to deliver 2012 Organic Net Revenue growth of approximately 5% and Operating EPS growth of at least 9% on a constant currency basis

PR Newswire

NORTHFIELD, Ill., May 3, 2012 /PRNewswire/ -- Kraft Foods Inc. (NYSE: KFT) today reported strong first quarter 2012 results that were driven by accelerated growth of Power Brands, new product innovation and effective cost management in each geography.

(Logo: http://photos.prnewswire.com/prnh/20090420/KRAFTLOGO)

"Our brand-building investments continue to win over consumers around the world in these tough economic times, and that's fueling our strong business momentum," said Irene Rosenfeld, Chairman and CEO. "We remain on track to create two industry-leading companies by the end of this year. As we execute this plan, I'm confident that we will again deliver top-tier results for our shareholders in 2012."

Net revenues were $13.1 billion, up 4.1 percent. Organic Net Revenues increased 6.5 percent, driven by 11 percent growth from Power Brands. Pricing contributed 5.5 percentage points of growth, while volume/mix contributed 1.0 percentage point. The shift of Easter-related shipments into the first quarter benefited volume/mix by approximately 1.3 percentage points, while product pruning in North America had a negative impact of approximately 0.5 percentage points.

Operating income was $1.7 billion, and operating income margin was 12.9 percent. Underlying Operating Income, which excludes Integration Program(2) costs, Restructuring Program(3) costs and Spin-Off Costs(4), grew 5.8 percent to $1.9 billion, driven by the effective management of input costs and volume/mix gains. These gains were tempered by the net impact of the following factors: significantly higher pension costs, the year-over-year change of unrealized gains/losses from hedging activities, an asset impairment charge, the loss of the Starbucks CPG business(5)and a gain on saleof an asset. Underlying Operating Income(1) margin rose 0.2 percentage points to 14.1 percent, despite the impact of the higher revenue base (from pricing) on the margin calculation of approximately 0.7 percentage points.

Diluted EPS was $0.46. Operating EPS(1) was $0.57, up 9.6 percent, driven primarily by operating gains. Operating EPS growth was negatively impacted by $0.02 from the net impact of the following factors: the change in unrealized gains/losses from hedging activities, an asset impairment charge, the loss of the Starbucks CPG business and a gain on sale of an asset. Favorable foreign currency added $0.01, while higher pension costs were a $0.02 headwind.

Solid Top and Bottom-Line Growth in North America

Power Brands, new products and a continued focus on cost management fueled solid revenue and Underlying Operating Income growth in Kraft Foods North America.

Net revenues increased 1.3 percent. Organic Net Revenues(1) grew 3.0 percent, led by higher pricing across each business segment, partially offset by lower volume/mix. Power Brands grew more than 6 percent. The Easter shift added more than 1 percentage point to volume/mix. However, this was more than offset by the impacts of product pruning of approximately 1 percentage point and lower shipments of Capri Sun ready-to-drink beverages, due to higher sales in the fourth quarter of 2011 in advance of an announced price increase.

Segment operating income declined 4.0 percent, including a negative 7.2 percentage point impact from Restructuring Program costs net of lower Integration Program costs versus the prior year, and a negative 1.5 percentage point impact from the loss of the Starbucks CPG business. Excluding these factors, segment operating income increased mid-single digits, reflecting effective management of input costs and lower SG&A, partially offset by unfavorable volume/mix.

Europe Delivered Strong Growth in a Difficult Environment

Robust Power Brand growth, aggressive cost management and a continued focus on capturing synergies drove strong revenue and operating income gains in Kraft Foods Europe.

Net revenues increased 4.5 percent. Organic Net Revenues(1) increased 7.2 percent. Volume/mix contributed 4.4 percentage points of growth, including an approximately 2 percentage point benefit from the Easter shift. Power Brands grew nearly 11 percent.

Segment operating income grew 24.7 percent, including a favorable 12.4 percentage point impact from lower Integration Program costs versus the prior year and a negative 3.0 percentage point impact from currency. Excluding these factors, favorable volume/mix, effective management of input costs and lower overheads drove mid-teens segment operating income growth. These gains were tempered by a strong increase in advertising and consumer support, particularly behind Power Brands.

Broad-Based Growth in Developing Markets

Kraft Foods Developing Markets delivered double-digit organic revenue and operating income growth with strong contributions from each region.

Net revenues increased 8.5 percent. Organic Net Revenues grew 11.5 percent, driven by both higher pricing and volume/mix gains, including an approximately 1 percentage point benefit from the Easter shift. Power Brands grew nearly 18 percent.

Segment operating income increased 29.6 percent, including a positive 5.5 percentage point impact from lower Integration Program costs versus the prior year, and a favorable 0.9 percentage point impact from currency. Excluding these factors, the strong double-digit growth in segment operating income was driven by volume/mix gains, effective management of input costs and a gain on the sale of an asset. This was partially offset by a double-digit increase in advertising and consumer support, investments in the sales force and an asset impairment charge.

OUTLOOK

"Our first quarter gave us a great start to the year," said David Brearton, Executive Vice President and CFO. "We continue to expect 2012 Organic Net Revenue growth of approximately 5 percent and Operating EPS growth of at least 9 percent on a constant currency basis."

CONFERENCE CALL

Kraft Foods will host a conference call for investors with accompanying slides to review its results at 5 p.m. EDT today. Access to a live audio webcast with accompanying slides is available at www.kraftfoodscompany.com, and a replay of the event will also be available on the company's web site.

ABOUT KRAFT FOODS

Kraft Foods Inc. (NYSE: KFT) is a global snacks powerhouse with an unrivaled portfolio of brands people love. Proudly marketing delicious biscuits, confectionery, beverages, cheese, grocery products and convenient meals in approximately 170 countries, Kraft Foods had 2011 revenue of $54.4 billion. Twelve of the company's iconic brands – Cadbury, Jacobs, Kraft, LU, Maxwell House, Milka, Nabisco, Oreo, Oscar Mayer, Philadelphia, Tang and Trident – generate revenue of more than $1 billion annually. On Aug. 4, 2011, Kraft Foods announced plans to divide and create two independent public companies: a high-growth global snacks business and a high-margin North American grocery business. The transaction is expected to be completed before the end of 2012. A leader in innovation, marketing, health & wellness and sustainability, Kraft Foods is a member of the Dow Jones Industrial Average, Standard & Poor's 500, Dow Jones Sustainability Index and Ethibel Sustainability Index. Visit www.kraftfoodscompany.com and www.facebook.com/kraftfoodscorporate.

FORWARD-LOOKING STATEMENTS

This press release contains a number of forward-looking statements. Words, and variations of words such as "continue," "expect," "will," "confident," and similar expressions are intended to identify our forward-looking statements, including but not limited to, 2012 Organic Net Revenue growth; Operating EPS growth; our investments; our intent to create two industry-leading companies by the end of the year; and 2012 top-tier results. These forward-looking statements are subject to a number of risks and uncertainties, many of which are beyond our control, which could cause our actual results to differ materially from those indicated in our forward-looking statements. Such factors include, but are not limited to, our failure to successfully separate the company, continued volatility of input costs, pricing actions, increased competition and tax law changes. Please also see our risk factors, as they may be amended from time to time, set forth in our filings with the SEC, including our most recently filed Annual Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Kraft Foods disclaims and does not undertake any obligation to update or revise any forward-looking statement in this press release, except as required by applicable law or regulation.

NON-GAAP FINANCIAL MEASURES

The company reports its financial results in accordance with accounting principles generally accepted in the United States ("GAAP").

The company's top-line measure is Organic Net Revenues, which this quarter excludes divestitures (including for reporting purposes the Starbucks CPG business) and currency. The company uses Organic Net Revenues and corresponding metrics as non-GAAP financial measures. Management believes Organic Net Revenues better reflects the underlying growth from the ongoing activities of our business and provides improved comparability of results.

The company uses Underlying Operating Income, which is defined as operating income excluding costs related to: the Integration Program; the Restructuring Program; and Spin-Off Costs, including transaction fees and other costs associated with the proposed spin-off of the North American grocery business. The company uses Underlying Operating Income and corresponding metrics as non-GAAP financial measures. Management believes Underlying Operating Income provides improved comparability of operating results.

The company uses Operating EPS, which is defined as diluted EPS attributable to Kraft Foods excluding costs related to: the Integration Program; the Restructuring Program; and Spin-Off Costs. The company uses Operating EPS and corresponding metrics as non-GAAP financial measures. Management believes Operating EPS provides improved comparability of operating results.

See the attached schedules for supplemental financial data and corresponding reconciliations of the non-GAAP financial measures referred to above to the most comparable GAAP financial measures for the three months ended March 31, 2012 and 2011. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the company's results prepared in accordance with GAAP. In addition, the non-GAAP measures the company is using may differ from non-GAAP measures used by other companies. Because GAAP financial measures on a forward-looking basis are neither accessible nor deemed to be significantly different from the non-GAAP financial measures, and reconciling information is not available without unreasonable effort, with regard to the non-GAAP financial measures in the company's Outlook, the company has not provided that information.

SEGMENT OPERATING INCOME

Management uses segment operating income to evaluate segment performance and allocate resources. The company believes it is appropriate to disclose this measure to help investors analyze segment performance and trends. Segment operating income excludes unrealized gains and losses on hedging activities (which are a component of cost of sales), certain components of its U.S. pension plan cost (which is a component of selling, general and administrative expenses), general corporate expenses (which are a component of selling, general and administrative expenses) and amortization of intangibles for all periods presented. The company centrally manages pension plan funding decisions and determination of discount rate, expected rate of return on plan assets and other actuarial assumptions. Therefore, the company allocates only the service cost component of its U.S. pension plan expense to segment operating income. The company excludes the unrealized gains and losses on hedging activities from segment operating income to provide better transparency of its segment operating results. Once realized, the company records the gains and losses on hedging activities within segment operating results. Accordingly, the company does not present these items by segment because they are excluded from the segment profitability measure that management reviews.

(1) Please see discussion of Non-GAAP Financial Measures at the end of this press release.

(2) Integration Program costs are defined as the costs associated with combining the Kraft Foods and Cadbury businesses, and are separate from those costs associated with the acquisition.

(3) Restructuring Program costs represent non-recurring restructuring and related implementation costs reflecting primarily severance, asset disposals and other manufacturing related non-recurring costs.

(4) Spin-Off Costs represent non-recurring transaction and transition costs associated with preparing the businesses for independent operations consisting primarily of financial advisory fees, legal fees, accounting fees, tax services and information systems infrastructure duplication. In addition, Spin-Off costs include financing and related costs to redistribute debt and secure investment grade credit ratings for both the North American Grocery Business and the Global Snacks Business.

(5) Effective March 1, 2011, Starbucks unilaterally took control of the sale and distribution of the packaged coffee business in grocery stores and other channels by terminating its agreements with Kraft Foods and in a manner that Kraft Foods believes violates the terms of those agreements.

– make today delicious –

Schedule 1
Kraft Foods Inc. and Subsidiaries
Condensed Consolidated Statements of Earnings
For the Three Months Ended March 31,
(in millions of dollars, except per share data) (Unaudited)

		As Reported (GAAP)
		2012	2011	% Change Fav / (Unfav)

Net revenues		$13,093	$12,573	4.1%

Cost of sales		8,426	7,937	(6.2)%

	Gross profit	4,667	4,636	0.7%

	Gross profit margin	35.6%	36.9%

Selling, general and administrative expenses		2,822	2,933	3.8%

Asset impairment and exit costs		98	-	(100.0)%

Amortization of intangibles		56	57	1.8%

	Operating income	1,691	1,646	2.7%

	Operating income margin	12.9%	13.1%

Interest and other expense, net		553	446	(24.0)%

	Earnings before income taxes	1,138	1,200	(5.2)%

Provision for income taxes		319	398	19.8%

Effective tax rate		28.0%	33.2%

	Net earnings	$ 819	$ 802	2.1%

Noncontrolling interest		6	3	(100.0)%

	Net earnings attributable to Kraft Foods	$ 813	$ 799	1.8%

Per share data:
	Basic earnings per share attributable to Kraft Foods	$ 0.46	$ 0.46	-

	Diluted earnings per share attributable to Kraft Foods	$ 0.46	$ 0.45	2.2%

Average shares outstanding:
	Basic	1,773	1,754	(1.1)%
	Diluted	1,783	1,760	(1.3)%

Schedule 2
Kraft Foods Inc. and Subsidiaries
Reconciliation of GAAP to Non-GAAP Information
Net Revenues
For the Three Months Ended March 31,
($ in millions) (Unaudited)


					% Change		Organic Growth Drivers
	As Reported (GAAP)	Impact of Divestitures ⁽¹⁾	Impact of Currency	Organic (Non-GAAP)	As Reported (GAAP)	Organic (Non-GAAP)	Vol/Mix	Price
2012

U.S. Beverages	$ 708	$ -	$ -	$ 708	(13.8)%	(3.5)%	(6.4)pp	2.9pp
U.S. Cheese	932	-	-	932	6.6%	6.6%	(6.3)	12.9
U.S. Convenient Meals	807	-	-	807	1.9%	1.9%	(1.0)	2.9
U.S. Grocery	852	-	-	852	7.3%	7.3%	4.6	2.7
U.S. Snacks	1,540	-	-	1,540	3.2%	3.2%	(4.1)	7.3
Canada & N.A. Foodservice	1,173	-	8	1,181	0.9%	1.9%	(2.6)	4.5
Kraft Foods North America	$ 6,012	$ -	$ 8	$6,020	1.3%	3.0%	(2.8)	5.8

Kraft Foods Europe	3,151	-	83	3,234	4.5%	7.2%	4.4	2.8
Kraft Foods Developing Markets	3,930	-	108	4,038	8.5%	11.5%	4.1	7.4

Kraft Foods	$ 13,093	$ -	$ 199	$13,292	4.1%	6.5%	1.0pp	5.5pp


2011

U.S. Beverages	$ 821	$ (87)	$ -	$ 734
U.S. Cheese	874	-	-	874
U.S. Convenient Meals	792	-	-	792
U.S. Grocery	794	-	-	794
U.S. Snacks	1,492	-	-	1,492
Canada & N.A. Foodservice	1,163	(4)	-	1,159
Kraft Foods North America	$ 5,936	$ (91)	$ -	$ 5,845

Kraft Foods Europe	3,016	-	-	3,016
Kraft Foods Developing Markets	3,621	-	-	3,621

Kraft Foods	$ 12,573	$ (91)	$ -	$12,482


⁽¹⁾ Impact of divestitures includes for reporting purposes Starbucks CPG business.

Schedule 3
Kraft Foods Inc. and Subsidiaries
Operating Income by Reportable Segments
For the Three Months Ended March 31,
($ in millions) (Unaudited)

		2011 Impacts		2012 Impacts
	2011 Operating Income - As Reported (GAAP)	Integration Program costs ⁽¹⁾	Impact of Divestitures ⁽²⁾	Integration Program costs ⁽¹⁾	Asset Impairment & Exit costs ⁽³⁾	Impact of Currency	Spin-Off Costs ⁽⁴⁾	2012-2014 Restructuring Program costs ⁽⁵⁾	Operations	2012 Operating Income - As Reported (GAAP)	% Change
Segment Operating Income:
U.S. Beverages	$ 161	$ -	$ (13)	$ -	$ -	$ -	$ -	$ (6)	$ (44)	$ 98	(39.1)%
U.S. Cheese	134	-	-	-	-	-	-	(19)	52	167	24.6%
U.S. Convenient Meals	105	-	-	-	-	-	-	(6)	(6)	93	(11.4)%
U.S. Grocery	292	-	-	-	-	-	-	(9)	26	309	5.8%
U.S. Snacks	193	7	-	(2)	-	-	-	(27)	33	204	5.7%
Canada & N.A. Foodservice	151	1	(2)	(1)	-	(1)	-	(12)	(12)	124	(17.9)%
Kraft Foods North America	$ 1,036	$ 8	$ (15)	$ (3)	$ -	$ (1)	$ -	$ (79)	$ 49	$ 995	(4.0)%

Kraft Foods Europe	308	51	-	(19)	-	(11)	-	-	55	384	24.7%
Kraft Foods Developing Markets	405	35	-	(21)	(20)	4	-	-	122	525	29.6%

Unrealized G/(L) on Hedging Activities	62	-	-	-	-	-	-	-	(44)	18
HQ Pension	(42)	-	-	-	-	-	-	-	(38)	(80)
General Corporate Expenses	(66)	10	-	-	-	1	(39)	-	(1)	(95)
Amortization of Intangibles	(57)	-	-	-	-	(1)	-	-	2	(56)

Kraft Foods	$ 1,646	$ 104	$ (15)	$ (43)	$ (20)	$ (8)	$(39)	$ (79)	$ 145	$ 1,691	2.7%

⁽¹⁾ Integration Program costs are defined as the costs associated with combining the Kraft Foods and Cadbury businesses, and are separate from those costs associated with the acquisition. In Q1 2012,
$5 million was recorded in Cost of Sales and $38 million was recorded in Selling, General and Administrative expenses. In Q1 2011, $3 million was recorded in Cost of Sales and $101 million was recorded
in Selling, General and Administrative expenses.
⁽²⁾ Impact of divestitures includes for reporting purposes Starbucks CPG business.
⁽³⁾ Consists of an asset impairment charge related to a trademark in Japan.
⁽⁴⁾ Spin-Off Costs represent non-recurring transaction and transition costs associated with preparing the businesses for independent operations consisting primarily of financial advisory fees, legal fees, accounting fees,
tax services and information systems infrastructure duplication.
⁽⁵⁾ Restructuring Program costs represent non-recurring restructuring and related implementation costs reflecting primarily severance, asset disposals and other manufacturing related non-recurring costs.

Schedule 4
Kraft Foods Inc. and Subsidiaries
Reconciliation of GAAP to Non-GAAP Information
Operating Income
For the Three Months Ended March 31,
($ in millions) (Unaudited)



	As Reported (GAAP)	Integration Program costs ⁽¹⁾	Spin-Off Costs ⁽²⁾	2012-2014 Restructuring Program costs ⁽³⁾	Underlying (Non-GAAP)
2012
Net Revenues	$ 13,093	$ -	$ -	$ -	$ 13,093

Operating Income	$ 1,691	$ 43	$ 39	$ 79	$ 1,852

Operating Income Margin	12.9%				14.1%

2011
Net Revenues	$ 12,573	$ -	$ -	$ -	$ 12,573

Operating Income	$ 1,646	$ 104	$ -	$ -	$ 1,750

Operating Income Margin	13.1%				13.9%

⁽¹⁾ Integration Program costs are defined as the costs associated with combining the Kraft Foods and Cadbury
businesses, and are separate from those costs associated with the acquisition.
⁽²⁾ Spin-Off Costs represent non-recurring transaction and transition costs associated with preparing the businesses for independent
operations consisting primarily of financial advisory fees, legal fees, accounting fees, tax services and information systems infrastructure
duplication.
⁽³⁾ Restructuring Program costs represent non-recurring restructuring and related implementation costs reflecting primarily severance,
asset disposals and other manufacturing related non-recurring costs.

Schedule 5
Kraft Foods Inc. and Subsidiaries
Reconciliation of GAAP to Non-GAAP Information
Diluted EPS
(Unaudited)



		Diluted EPS	% Growth

	Diluted EPS Attributable to Kraft Foods for the Three
	Months Ended March 31, 2011 (GAAP)	$ 0.45
	Integration Program costs ⁽¹⁾	0.07
	Operating EPS for the Three Months Ended March 31, 2011 (Non-GAAP)	0.52

	Increases in operations	0.06
	Gain on sale of property	0.02
	Asset impairment charge	(0.01)
	Decreased operating income from the Starbucks CPG business cessation ⁽²⁾	(0.01)
	Change in unrealized gains on hedging activities	(0.02)
	Favorable foreign currency ⁽³⁾	0.01
	Changes in taxes	-
	Lower interest and other expense, net ⁽⁴⁾	0.01
	Higher shares outstanding	(0.01)
	Operating EPS for the Three Months Ended March 31, 2012 (Non-GAAP)	0.57	9.6%
	Integration Program costs ⁽¹⁾	(0.02)
	Spin-Off Costs ⁽⁵⁾	(0.06)
	2012-2014 Restructuring Program costs ⁽⁶⁾	(0.03)
	Diluted EPS Attributable to Kraft Foods for the Three
	Months Ended March 31, 2012 (GAAP)	$ 0.46	2.2%




	⁽¹⁾ Integration Program costs are defined as the costs associated with combining the Kraft Foods and Cadbury
	businesses, and are separate from those costs associated with the acquisition. Integration Program costs were
	$43 million, or $40 million after-tax including certain tax costs associated with the integration of Cadbury,
	for the three months ended March 31, 2012, as compared to $104 million, or $114 million after-tax for the three
	months ended March 31, 2011.
	⁽²⁾ Effective March 1, 2011 Starbucks unilaterally took control of the sale and distribution of the packaged coffee
	business in grocery stores and other channels by terminating its agreements with Kraft Foods and in a manner
	that Kraft Foods believes violates the terms of those agreements.
	⁽³⁾ Includes the favorable foreign currency impact on Kraft Foods foreign denominated debt and interest expense due
	to the strength of the U.S. dollar.
	⁽⁴⁾ Excludes the loss on hedging instruments/other fees related to our planned Spin-Off.
	⁽⁵⁾ Spin-Off Costs represent non-recurring transaction and transition costs associated with preparing the businesses
	for independent operations consisting primarily of financial advisory fees, legal fees, accounting fees, tax services
	and information systems infrastructure duplication, and financing and related costs to redistribute debt and secure
	investment grade ratings for both the North American Grocery Business and the Global Snacks Business.
	Spin-Off Costs for the three months ended March 31, 2012 were $173 million, or $113 million after-tax and include
	a pre-tax loss of $130 million related to interest rate swaps recognized in interest and other expenses, net as a
	result of a change in the planned timing of certain forecasted debt due to our planned Spin-Off and related debt
	capitalization plans.
	⁽⁶⁾ Restructuring Program costs for the three months ended March 31, 2012 were $79 million, or $49 million after-tax
	and represent non-recurring restructuring and related implementation costs reflecting primarily severance,
	asset disposals and other manufacturing related non-recurring costs.

Schedule 6
Kraft Foods Inc. and Subsidiaries
Condensed Consolidated Balance Sheets
($ in millions) (Unaudited)

	March 31,	December 31,	March 31,
	2012	2011	2011
ASSETS
Cash and cash equivalents	$ 1,852	$ 1,974	$ 2,088
Receivables, net	7,314	6,361	7,131
Inventories, net	6,286	5,706	6,116
Other current assets	2,241	2,161	2,194
Property, plant and equipment, net	14,084	13,813	14,003
Goodwill	37,940	37,297	38,592
Intangible assets, net	25,602	25,186	26,351
Other assets	1,328	1,339	1,794

TOTAL ASSETS	$ 96,647	$ 93,837	$ 98,269

LIABILITIES AND EQUITY
Short-term borrowings	$ 3,320	$ 182	$ 1,812
Current portion of long-term debt	1,823	3,654	3,945
Accounts payable	5,545	5,525	5,535
Other current liabilities	8,610	9,084	8,487
Long-term debt	23,198	23,095	24,288
Deferred income taxes	6,901	6,738	8,252
Accrued pension costs	3,540	3,597	1,881
Accrued postretirement health care costs	3,259	3,238	3,052
Other liabilities	3,360	3,396	3,518

TOTAL LIABILITIES	59,556	58,509	60,770

TOTAL EQUITY	37,091	35,328	37,499

TOTAL LIABILITIES AND EQUITY	$ 96,647	$ 93,837	$ 98,269

SOURCE Kraft Foods

Starbucks' Executive Joins Concordia Coffee Systems

Thu, 03 May 2012 14:00:00 +0000

Starbucks' Executive Joins Concordia Coffee Systems

Rich DePencier to Lead Global Brand Development

PR Newswire

BELLEVUE, Wash., May 3, 2012 /PRNewswire/ -- Concordia Coffee Systems, the world's leading manufacturer of self-serve commercial espresso systems, announced the hire of Rich DePencier into a new role as Vice President, Global Brand Development. DePencier will be responsible for overall strategic development and operational performance for all of Concordia's International Sales and Marketing programs. DePencier has been a Vice President with Starbucks Coffee Company since 2003. Since 2005, he served as VP, Global Consumer Products with responsibility for growing the Starbucks' U.S. & International Consumer Products to $1.5 billion in sales.

Concordia Coffee System's CEO and Chairman of the Board, David Isett said, "To have an executive with Rich's significant global experience and background join our team is a real coup. He is a proven industry leader who will ensure we achieve our very aggressive growth objectives while delivering a truly world class experience for Concordia's significant international customers and strategic partners."

DePencier added "I am incredibly excited to join this team of highly talented people, and help expand the business globally. It is great to work with such a high quality brand that I know will be successful with customers around the world."

Prior to Starbucks, DePencier spent thirteen years in senior and executive leadership positions in both US and International marketing for Procter and Gamble. A Fulbright Scholar, DePencier has Bachelors and Masters Degrees in International Studies from the American University.

Concordia Coffee Systems was the first in the world to develop and patent a fully automatic espresso delivery system that combines milk steaming, coffee grinding and brewing. The process is completed in one single step without the user having to move the cup. Everything needed to make the highest quality espresso beverage (fresh milk, fresh coffee beans, and premium sauces and syrups) is integrated in a single system.

Concordia Coffee Systems is the world's leading manufacturer of self-serve commercial coffee systems for coffee roasters and the retail, corporate, travel/hospitality, food service, convenience and specialty businesses. All Concordia machines are manufactured at its Bellevue, WA headquarters and shipped to customers all over the world. The company's patented processes deliver an amazing cup of coffee every time for the thousands of customers pouring millions of drinks every day. The company is located at 1287 120th Ave. N.E., Bellevue, Wash. 98005. Telephone: 425-453-2800 and toll-free 800-995-9019. Web site: www.concordiacoffee.com - email: contactus@concordiacoffee.com.

SOURCE Concordia Coffee Systems