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Future Innovations in Food 2001 looks at the changing trends in innovation and the effect these will have on the product launch landscape, small and large manufacturers and the food market overall. It analyzes the product life-cycle, new product launches and the opinions of executives in all the leading global food manufacturers to give an accurate picture of new product development (NPD) now and in five years. The report analyzes trends by geographic region and product market to give the most accurate picture of manufacturer activity available today. Analyzing product positioning by target audience and addressing the key positionings of health, convenience and indulgence, the report will help you to analyze the likely success of your product launching into these arenas.
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Additional InformationFuture Innovations in Food 2001 looks at the changing trends in
innovation and the effect these will have on the product launch
landscape, small and large manufacturers and the food market
overall. It analyzes the product life-cycle, new product launches
and the opinions of executives in all the leading global food
manufacturers to give an accurate picture of new product
development (NPD) now and in five years.
The report analyzes trends by geographic region and product
market to give the most accurate picture of manufacturer activity
available today. Analyzing product positioning by target audience
and addressing the key positionings of health, convenience and
indulgence, the report will help you to analyze the likely success of
your product launching into these arenas.
Based on an industry survey addressing issues from the key types
of NPD to price and quality positionings and retail channels both
now and in the future this report is key to all those assessing NPD
strategy for their product.
Some Key Findings
1. The NPD cycle will decrease, on average, from 2.1 years to
1.3 years in the next five years. This will place more pressure on
many manufacturers to introduce greater efficiency into the
NPD process and necessitate ingredients and packaging
suppliers to play a more central role in developing new
products.
2. Senior citizens are still under-represented by new product
launches in all regions. Some manufacturers have achieved
success through the marketing of health benefits, but there are
still huge opportunities for those companies that can target
senior consumers specifically on the basis of other features and
benefits.
3. Unilever is rated as the most innovative food company,
followed by Nestle. US manufacturers occupy four of the top
ten leading places in the table of the most innovative
companies. McVitie's is ranked in the top ten, despite its
reduction in NPD spend, proving that efficiency and focus,
rather than straight investment provide the key to NPD
success.
Chapter 1 Executive Summary
- Introduction
- Market drivers
- The product lifecycle
- Market dynamics
- Analysis of new product launches
- Industry survey
- Conclusions
Chapter 2 Market Drivers
- Introduction
- Summary
- Brand consolidation in the food and drinks industry
- Retail consolidation
- Formation of three levels of food brands
- Conclusions
Chapter 3 The Product Lifecycle
- Introduction
- Summary
- Success by product launch type
- Wholly new products
- Line extensions
- Me-toos
- The product lifecycle - simplified model
- Conclusions
Chapter 4 Market Dynamics
- Introduction
- Summary
- Types of innovation
- Truly new products
- Not new products
- Definition of NPD goals
- Who are the food consumers?
- What are the fast growth areas?
- Where and when
- Conclusions
Chapter 5 Analysis of New Product Launches
- Introduction
- Summary
- New product launches by region
- Target audience
- Mega-trend
- Health positioning
- Indulgence/pleasure positioning
- Convenience
- Overall innovation
- New product launches by category
- Target audience
- Mega-trend
- Health
- Indulgence/pleasure
- Convenience
- Overall innovation
- Conclusions
Chapter 6 Case Studies
- Introduction
- Summary
- McVities Go Ahead! and Cake Bars
- Introduction
- Go Ahead!
- McVitie's Cake Bars
- Danone Actimel
Chapter 7 Industry Survey
- Summary
- Building a competitive position
- Key drivers of NPD
- Key sources of innovation
- Importance of NPD platforms
- The NPD cycle
- Price and quality positionings
- Key retail channels
- Key types of NPD
- Key overlying trends in NPD
- The most innovative companies
- Conclusions
Chapter 8 Conclusions
- Introduction
- Core trends
- Increased competition
- Prioritization of investment in science and technology
- Greater dependence on ingredients and packaging companies 1
- Deeper exploration of consumer niches
Chapter 9 Appendix
List of Figure
Figure 1.1: Three core levels of food brands
Figure 1.2: Success after 12 months of wholly new and me-too brands
Figure 1.3: Types of innovation
Figure 1.4: Defining NPD goals through consumer demand
Figure 1.5: Innovative products by region and product market
Figure 2.6: Transactions in the food and beverage industry (no. transactions), 1997-2000
Figure 2.7: The European Retail Landscape
Figure 2.8: Time needed to build 90% distribution
Figure 2.9: Three core levels of food brands
Figure 2.10: Assimilation of start-up brands
Figure 3.11: Product launch success rate over 12 months for wholly new products
Figure 3.12: Line extension success rate over 12 months
Figure 3.13: Kit Kat - different concepts, formats and flavors
Figure 3.14: Me-toos success rate over 12 months
Figure 3.15: The product lifecycle
Figure 4.16: Types of innovation
Figure 4.17: Defining NPD goals through consumer demand
Figure 4.18: Female targeting in breakfast cereals
Figure 5.19: New product launches by region and target audience (% of overall launches), 1998-2000
Figure 5.20: New product launches by region and mega-trend (% of overall launches), 1998-2000
Figure 5.21: New product launches by region and health positioning (% of overall launches), 1998-2000
Figure 5.22: New product launches region and pleasure positioning (% of overall launches), 1998-2000
Figure 5.23: New product launches by region and convenience positioning (% of overall launches), 1998-2000
Figure 5.24: New product launches by region classed as innovative (% of overall launches), 1998-2000
Figure 5.25: New product launches by category and target audience (% of overall launches), 1998-2000
Figure 5.26: New product launches by category and mega-trend (% of overall launches), 1998-2000
Figure 5.27: New product launches by category and health positioning (% of overall launches), 1998-2000
Figure 5.28: New product launches by category and pleasure positioning (% of overall launches), 1998-2000
Figure 5.29: New product launches by category and convenience positioning (% of overall launches), 1998-2000
Figure 5.30: New product launches by category classed as innovative (% of overall launches), 1998-2000
Figure 6.31: Some of the McVitie's Go Ahead! range
Figure 6.32: Some of the McVitie's Go Ahead! range
Figure 6.33: Danone Actimel
Figure 7.34: Key determinants for building a strong competitive position
Figure 7.35: Key drivers of NPD
Figure 7.36: Key sources of innovation
Figure 7.37: Key NPD platforms
Figure 7.38: The NPD cycle
Figure 7.39: Price and quality positionings
Figure 7.40: Key retail channels
Figure 7.41: Key types of NPD
Figure 7.42: Key overlying trends in NPD
Figure 7.43: The most innovative companies
Figure 7.44: R&D spend (1997) vs. sales for selected leading companies
List of Tables
Table 2.1: Mergers and acquisitions in the US food industry (1993-1997)
Table 2.2: Mergers and acquisitions in the food industry (1997-2000)
Table 2.3: Retail consolidation in Europe and the US, 1999
Table 5.4: New product launches by region and target audience (% of overall launches), 1998-2000
Table 5.5: New product launches by region and mega-trend (% of overall launches), 1998-2000
Table 5.6: New product launches by region and health positioning (% of overall launches), 1998-2000
Table 5.7: New product launches region and pleasure positioning (% of overall launches), 1998-2000
Table 5.8: New product launches by region and convenience positioning (% of overall launches), 1998-2000
Table 5.9: New product launches by region classed as innovative (% of overall launches), 1998-2000
Table 5.10: New product launches by category and target audience (% of overall launches), 1998-2000
Table 5.11: New product launches by category and mega-trend (% of overall launches), 1998-2000
Table 5.12: New product launches by category and health positioning (% of overall launches), 1998-2000
Table 5.13: New product launches by category and pleasure positioning (% of overall launches), 1998-2000
Table 5.14: New product launches by category and convenience positioning (% of overall launches), 1998-2000
Table 5.15: New product launches by category classed as innovative (% of overall launches), 1998-2000
