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.”
Scope
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.
Summary
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.”
Reasons To Buy
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.
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 Table
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
