Food Industry Forecast: Key Trends Through -food... · PDF fileWhere We’ve Been 1...
Transcript of Food Industry Forecast: Key Trends Through -food... · PDF fileWhere We’ve Been 1...
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Food Industry Forecast:
Key Trends Through 2020
Crucial Trends Transforming
the Industry
David Henkes Technomic
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Technomic Is…
–Founded in 1966, Technomic is a fact-based
consulting and research firm focused on the
F&B channel
–Our mission: To be the first call you make for
insights and intelligence
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Where We’ve Been
Consistent growth 1
Few disruptions 3
Predictable costs 4
Chain-driven expansion 2
Relatively “clear sailing” 5
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What’s Next
A More Challenging Environment
An Industry Transformation
• Structure
• Operating environment
• Business practices
• Politically
• Economically
• Environmentally
• Healthfully
• Competitively
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What Will Drive Change Within the Industry?
Localization Consumer Demands
Transparency
Specialization/ Deconsolidation
Polarization Technology/
Big Data
1 2 3
4 5 6
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* Within 5–7 years
$13–$15 mandated minimum wage by 2020
Worker shortages
Benefits, especially health care
Against a Backdrop of Rapidly Escalating Costs
Prices, availability, global demand Commodities/
Inputs
Food (sourcing, traceability, labeling, nutrition)
Labor (licensing, training)
Regulatory
compliance
costs up
minimum 50%*
Labor
50–100%
rise in costs*
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Infrastructure disrepair
Intermodal rates (rail capacity issues)
Severe driver shortages
Congestion/delays
Against a Backdrop of Rapidly Escalating Costs
Utilities, especially heating/cooling
Insurance
Property damage
Delays
Weather-related
User fees/special assessments/taxes
Transportation/
Logistics
costs up 50–100%*
* Within 5–7 years
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Consumer Demands Intensifying
…but will remain highly value-oriented.
“Health-oriented” Want fresh, natural,
additive-free food
Ethnic Want bold, authentic,
adventurous meals
Polarized Different priorities on
value and service
Urban Want convenient,
sophisticated
experiences
Activist Demand transparent, local,
sustainable practices,
often through regulation/
mandates
More consumers becoming increasingly…
1
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89%
Health &
wellness
84%
Buying local
84%
No chemicals/
pesticides
82%
Clean labels
82%
Sustainably
produced
79%
Humane animal
treatment
79%
No hormones/
antibiotics
Consumers Require Operators to Meet Their New Demands
Operators agreeing that “________ will have a great or
moderate influence on purchase decisions in the future.”
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“(Farm-to-counter) is not a passing fad.
It’s only going to get stronger.”
— National Restaurant Association
Rise of Local 2
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“Local” Becoming a Major Factor That Consumers Equate With…
fresh
healthier
small business
food with a story
high quality
socially responsible clean
sustainable
natural
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Shift to “Local” Will Affect
Menus Purchasing Operations
Sourcing Distribution Marketing
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Definition of Local Is Subjective, Multifaceted
Fresh and natural
Family-owned producer
Delivered direct by producer
Artisan/craft
Small-sized producer
Within 150 miles
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Chains Seek Out Ways to Showcase Local Ingredients
S’mores “concrete” made with pie from
a local bakery
Crispy chicken and grilled watermelon wedge
from a local farm
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Short of Local, “Food With a Story”
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“When questions don’t appear
to be answered or to be clearly
addressed, the assumption is
we are hiding something.”
— Linda Eatherton
global food and nutrition practice, Ketchum
Transparency 3
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Transparency Has Many Facets
“True” net cost
Unbundled cost
Living wages/ health insurance
Fair trade
Diversity
Executive compensation
Ingredients, additives
Growing and processing methods
Origins
Sustainability
Environmental impact
Animal welfare
Conservation
Prices Products Performance Planet
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Operations, Menus Under Scrutiny
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Transparency in Pricing Will Change Operator Behaviors
Today: inefficient
Today: 10 operators, 10 prices
Tomorrow: alternate channels
introduce transparency
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Big Data Will Have Dramatic Impact
“We make decisions not based
on what you bought today, but
what you have bought over the
last two years. You don’t have
to know,
— Nishat Mehta, EVP of global partnerships, dunnhumby,
exclusive marketer for Kroger
but we know.”
4
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Foodservice Also Will Benefit From Big Data
— Jeff Wineman EVP of new business development at Levy Restaurants, after
losing a concession contract to the more data-savvy Aramark
“Food quality is still important, but it’s not No. 1
anymore. Now it’s data, it’s analytics.”
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Technology/Big Data Poised to Impact
Pricing Product
assortment
Demand planning/
forecasting
Market reach and
effective-ness
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Online Options Expanding
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Polarization 5
“The shrinking
middle class is not
going out as much
because they can’t afford
it. [Operators] have to
address this group.”
— NPD Group
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Polarization Is a Growing Factor
Industry growth
Pricing and profitability
Policy
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Value-oriented Consumers Becoming Critical to Growth
— Wendy’s CEO Emil Brolick
after disappointing third quarter sales
“If you look at the last 10 quarters in the
industry, the price/value customer growth
has been stronger than the non-value
customer.”
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At the Other End of the Spectrum
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Opportunities Will Lie in Affordable Quality
Price:
$6.25
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Specialization Is on the Rise
Menus Operations
Number and type of
industry participants
Blurring of segments
Overall market
structure
6
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Single-item Specialists Will Flourish
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Traditional retail and innovative
“foodservice alternatives” will take share by
diminishing restaurant advantages of
enjoyable experience, quality and
convenience.
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Consumer Options Expand
Fresh meals/ kits
Subscriptions
Personal chefs
Food trucks
Grocerants Fresh
prepared foods
Next generation
vending Snack boxes
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FINAL THOUGHTS
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Market Structure Changing
► Subscription/delivery services/food lockers
(e.g., Amazon Fresh, Instacart, community-supported agriculture)
► Traditional retail FPF will grow dramatically
► “Grocerants”/food as theater (e.g., Eataly)
► 3–5K mini fresh stores (e.g., Little Waitrose, Rewe on the Go)
► Expanded, year-round “farmers” markets
Traditional retail and innovative
“foodservice alternatives” will take share by
diminishing restaurant advantages of enjoyable
experience, quality and convenience.
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Market Structure Changing
Traditional retail and innovative
“foodservice alternatives” will take share by
diminishing restaurant advantages of enjoyable
experience, quality and convenience.
► Fresh-delivered meal kits (e.g., Blue Apron) will grow to $3–$5B
► “Next generation” vending, kiosks, pop-up stores will be to $10–$20B
► Private dinners (e.g., Feastly, Airbnb)
► Private chefs for everyday meals and special occasions
► Personalized delivered foods (e.g., cereal, coffee)
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$393
$262
$245
$187
$210
Food Industry Sales Growth ($B)
2014–24
Annual Growth
Reta
il
Fo
od
serv
ice
1.5%
5.5%
3.0%
4.5%
3.5%
2014
$1,307
Traditional /1
Nontraditional /2
Top 500 chains
Independent restaurants /3
All other
1. Includes supermarkets, super centers and mass merchants
2. Includes club stores, dollar stores, c-stores, fresh format, limited assortment, drug, online and other
3. Includes small chains
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31% 26%
20% 24%
19% 18%
14% 16%
16% 16%
Food Industry Sales Growth ($B)
Reta
il
Fo
od
serv
ice
2014
$1,307
Traditional /1
Nontraditional /2
Top 500 chains
Independent restaurants /3
All other
$1,804
65 13
165 33
84 17
103 21
79 16
$497 100%
$ 2024
% Share
of Growth
1. Includes supermarkets, super centers and mass merchants
2. Includes club stores, dollar stores, c-stores, fresh format, limited assortment, drug, online and other
3. Includes small chains
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Conclusions
Business is
fundamentally changing
1 Change has major
implications
2
Supply chain will
undergo a revamp
3 Innovation, reach
and efficiency are critical
4
May need new
“game plan”
5
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Questions