This report examines how leading companies are shaping strategies in challenging times. Chief amongst the headwinds they face is a continued difficult consumer spending environment, with hopes this would ease dashed by the inflationary impact of the Iran war. Some major companies are looking to abandon low-growth areas, some are diversifying to expanding their customer base and all are working out how to respond to changes in what - and how much - is being eaten.
Delivery
This report comes in PPT.
Key Findings
Cost of living impacts strategy
As companies adjust to a global food market increasingly characterised by high interest rates and rising food prices, they are moving from seeing revenue increases (due to prices) to focusing on recovering or increasing their volume sales. For some, this means a focus on premiumisation, or increasing private label capacity, while for others it means a change in pricing strategy to maintain profit margins.
Continued challenges in supply chain
Staple foods leaders are dealing with instability in the grain supply chain, a critical commodity that impacts many categories of staple foods. As a result, many are opting for one of two strategies: restructuring the supply chain for near-shoring or localisation, or choosing to enhance their ingredient diversification to offset shortages.
Differential market focus
Many major players are invest in emerging markets, although not all are making this an overall expansion strategy. For some players, a focus on developed markets yields better financial returns in the current economic situation. As a result, there is no common strategy regarding market expansion in staple foods.
The challenge of ultra-processed foods
Due to the nature of staple foods production, many of them are susceptible to being labelled “ultra-processed food”. To avoid negative connotations, industry leaders are investing in research alliances that highlight the benefits of modern production and the healthy nature of their ingredients, and are focusing on clean labels as much as possible.
Industry dependence
Industry dependence in processed meat categories can lead to higher distribution costs and less agility, because of the specialised supply chain needed for different staple food categories. This is exemplified by vertical integration in processed meats and in cereals. The greater the need for vertical integration, the higher the odds for total industry dependence among leading players, which can hinder expansion to other categories.
Executive summary
Scope: Market fragmentation
Companies at a glance
Industry dependence
Granularity of growth
Emerging vs developed
Company strength
Brand portfolio
Prospects
Iran war has put price rises back on the menu
Private label competition will continue to grow
Meijer adds to nutritional competition for brands
Major players in staple foods are looking to slim down
Kraft Heinz may yet join those divesting
Confectioners take a huge bite of the cereals market
Strategies now recognise and adapt to GLP-1 use
Mission pushes protein flatbreads with "GLP-1 friendly" claim
China extends influence across the staple foods landscape
Beyond Meat becomes Beyond the Plant as alternatives diversify further
Rewe rejoins "hybrid" race as market reconfigures
Key findings
Questions we are asking
Projected company sales: FAQs
Staple Foods
NOTE: Couscous, polenta and quinoa are excluded from staple foods.
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