Sustainability in the Global Food and Beverage Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Food and Beverage Industry Procurement and Marketing Initiatives

NEW YORK, Oct. 13, 2011 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Sustainability in the Global Food and Beverage Industry 2011–2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Food and Beverage Industry Procurement and Marketing Initiatives

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Synopsis

• The report is based on primary surveys conducted by ICD Research accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 150 industry executives are captured in our in-depth survey, of which 66% represent directors, C-level executives and departmental heads.

• The geographical Scope of the research is global – drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.

• The report analyzes expenditure of food and beverage industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.

• Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.

• In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection

• The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.

• The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.

Summary

"Sustainability in the Global Food and Beverage Industry 2011-2012: Market Trends and Opportunities, Forecast of Budgets and Profitability, Food and Beverage Industry Procurement and Marketing Initiatives is a new report by ICD Research that analyzes how companies in the food and beverage industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets; supplier selection criteria and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.

Scope

The report features the opinions of food and beverage industry respondents related to the following:

• What sustainability means to the industry

• Factors that drive sustainability measures

• Barriers that confront effective implementation of sustainability.

• Sustainable and energy efficiency measures and their impact on profitability.

• Metrics used for the measurement of sustainability performance.

• Procurement of sustainable materials.

• Demand for sustainable products and services, including markets that will drive growth.

• Changes expected in sustainability budgets and cost saving targets.

• Methods of marketing green credentials and the use of media channels.

• Sustainability leaders.

Reasons To Buy

• Drive revenues by understanding future sustainable product investment areas and growth regions.

• Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment.

• Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers.

• Uncover the business outlook, key sustainability challenges and opportunities.

• Understand the effect of sustainability on other players and competitors in the industry.

• Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry.

• Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers.

• Identify specific green marketing channels your competitors are using to win business.

Key Highlights

• Strengthening competitive position, cost savings and operational efficiency and managing corporate reputation are major drivers influencing sustainability efforts in the food and beverage industry.

• Survey results show that 46% of food and beverage suppliers expect to see an increase in profitability over the next 12 months due to implementation of sustainability.

• Effective minimization of waste, reduction of energy consumption and the use of recyclable or reusable product components are critical sustainability criteria for supplier selection.

Table of Contents

1 Introduction

1.1 What is this report about?

1.2 Definitions

1.3 Methodology

1) Online Survey

2) Secondary Research

3) Data Analysis and Report Writing

4) Quality Control

1.4 Profile of survey respondents

1.4.1 Profile of buyer respondents

1.4.2 Profile of supplier respondents

2 Executive Summary

3 Sustainability in the food and drinks Industry

3.1 Perception of sustainability

3.1.1 Perception of sustainability - buyers

3.1.2 Perception of sustainability - suppliers

3.1.3 Perception of sustainability - region

3.1.4 Perception of sustainability - turnover

3.2 Sustainability in business functions

3.2.1 Sustainability in business functions - buyers

3.2.2 Sustainability in business functions - suppliers

3.2.3 Sustainability in business functions - region

3.2.4 Sustainability in business functions - turnover

3.3 Key drivers of sustainability

3.3.1 Key drivers of sustainability - buyers

3.3.2 Key drivers of sustainability - suppliers

3.3.3 Key drivers of sustainability - region

3.3.4 Key drivers of sustainability - turnover

3.4 Major barriers to sustainability

3.4.1 Major barriers to sustainability - buyers

3.4.2 Major barriers to sustainability - suppliers

3.4.3 Major barriers to sustainability - region

3.4.4 Major barriers to sustainability - turnover

3.5 Key markets for growth

3.5.1 Key markets for growth - buyers

3.5.2 Key markets for growth - suppliers

3.5.3 Key markets for growth - region

3.5.4 Key Markets for Growth - turnover

4 Implementation of Sustainability

4.1 Organizational pre-requisites for sustainability

4.1.1 Organizational pre-requisites for sustainability - buyers

4.1.2 Organizational pre-requisites for sustainability - suppliers

4.1.3 Organizational pre-requisites for sustainability - region

4.1.4 Organizational pre-requisites for sustainability - turnover

4.2 Implementation of sustainable measures

4.2.1 Implementation of sustainable measures - buyers

4.2.2 Implementation of sustainable measures - suppliers

4.2.3 Implementation of sustainable measures - region

4.2.4 Implementation of sustainable measures - turnover

4.3 Industry initiatives

4.3.1 Industry initiatives – buyers

4.3.2 Industry initiatives – suppliers

4.3.3 Industry initiatives – region

4.3.4 Industry initiatives – turnover

4.4 Key energy efficiency measures

4.4.1 Key energy efficiency measures – buyers

4.4.2 Key energy efficiency measures - suppliers

4.4.3 Key energy efficiency measures – region

4.4.4 Key energy efficiency measures - turnover

4.5 Effective monitoring of sustainability

4.5.1 Effective monitoring of sustainability - buyers

4.5.2 Effective monitoring of sustainability - suppliers

4.5.3 Effective monitoring of sustainability - region

4.5.4 Effective monitoring of sustainability - turnover

5 Financial Implications of Sustainability

5.1 Cost saving expectations

5.1.1 Cost saving expectations - buyers

5.1.2 Cost saving expectations - suppliers

5.1.3 Cost saving expectations - region

5.1.4 Cost saving expectations - turnover

5.2 Impact of sustainability on profits

5.2.1 Impact of sustainability on profits - buyers

5.2.2 Impact of sustainability on profits - suppliers

5.2.3 Impact of sustainability on profits - region

5.2.4 Impact of sustainability on profits - turnover

5.2.5 Cost saving target vs. impact on profitability

5.3 Planned change in sustainability budgets

5.3.1 Planned change in sustainability budgets – buyers

5.3.2 Planned change in sustainability budgets - suppliers

5.3.3 Planned change in sustainability budgets - region

5.3.4 Planned change in sustainability budgets - turnover

6 Sustainable Procurement

6.1 Critical factors for supplier selection

6.1.1 Critical factors for supplier selection - buyers

6.1.2 Critical factors for supplier selection - region

6.1.3 Critical factors for supplier selection - turnover

6.1.4 Critical factors for supplier selection - senior level respondents

6.1.5 Criteria for packaging supplier selection - buyers

6.2 Level of supplier engagement

6.2.1 Level of supplier engagement - region

6.2.2 Level of supplier engagement - turnover

6.3 Expenditure on sustainable procurement

6.3.1 Expenditure on sustainable procurement vs. profitability

6.3.2 Expenditure on Sustainable Procurement - region

6.3.3 Expenditure on Sustainable Procurement - turnover

6.4 Sustainable procurement practices

6.4.1 Sustainable procurement practices - buyers

6.4.2 Sustainable procurement practices - region

6.4.3 Sustainable procurement practices - turnover

7 Marketing Green Initiatives

7.1 Drivers of green marketing

7.1.1 Drivers of green marketing - region

7.1.2 Drivers of green marketing - turnover

7.2 Marketing of green credentials

7.2.1 Marketing of green credentials - region

7.2.2 Marketing of green credentials - turnover

7.3 Effective channels of promotion

7.3.1 Effective channels of promotion - region

7.3.2 Effective channels of promotion - turnover

7.4 Industry leaders in sustainability

8 Appendix

8.1 Full survey results

8.2 Methodology

8.3 Contact us

8.4 About ICD Research

8.5 Disclaimer

List of Tables

Table 1: Total Global Food and Beverage Industry Survey Respondents by Company Type, 2011

Table 2: Buyer Respondents by Job Role (%), 2011

Table 3: Buyer Respondents by Global Company Turnover (%), 2011

Table 4: Buyer Respondents by Region (%), 2011

Table 5: Supplier Respondents by Job Role (%), 2011

Table 6: Supplier Respondents by Global Company Turnover (%), 2011

Table 7: Supplier Respondents by Region (%), 2011

Table 8: Perception of Sustainability: Buyers (%), 2011–2012

Table 9: Perception of Sustainability: Suppliers (%), 2011–2012

Table 10: Perception of Sustainability: Region (%), 2011–2012

Table 11: Perception of Sustainability: Turnover (%), 2011–2012

Table 12: Sustainability in Business Functions: Buyers, 2011–2012

Table 13: Sustainability in Business Functions: Suppliers, 2011–2012

Table 14: Key Drivers of Sustainability: Buyers (%), 2011–2012

Table 15: Key Drivers of Sustainability: Suppliers (%), 2011–2012

Table 16: Key Drivers of Sustainability: Region (%), 2011–2012

Table 17: Key Drivers of Sustainability: Turnover (%), 2011–2012

Table 18: Major Barriers to Sustainability: Buyers (%), 2011–2012

Table 19: Major Barriers to Sustainability: Suppliers (%), 2011–2012

Table 20: Major Barriers to Sustainability: Region (%), 2011–2012

Table 21: Major Barriers to Sustainability: Turnover (%), 2011–2012

Table 22: Key Markets for Growth: Buyers (%), 2011–2012

Table 23: Key Markets for Growth: Food and Drinks Suppliers (%), 2011–2012

Table 24: Organizational Pre-requisites for Sustainability: Buyers (%), 2011–2012

Table 25: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011–2012

Table 26: Organizational Pre-requisites for Sustainability: Region (%), 2011–2012

Table 27: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012

Table 28: Implementation of Sustainable Measures: Buyers, 2011–2012

Table 29: Implementation of Sustainable Measures: Suppliers, 2011–2012

Table 30: Voluntary Involvement in Industry Initiatives - Buyers (%), 2011–2012

Table 31: Voluntary Involvement in Industry Initiatives -Suppliers (%), 2011–2012

Table 32: Voluntary Involvement in Industry Initiatives - Region (%), 2011–2012

Table 33: Voluntary Involvement in Industry Initiatives - Turnover (%), 2011–2012

Table 34: Key Energy Efficiency Measures: Buyers (%), 2011–2012

Table 35: Key Energy Efficiency Measures: Suppliers (%), 2011–2012

Table 36: Effective Monitoring of Sustainability: Buyers (%), 2011–2012

Table 37: Effective Monitoring of Sustainability: Suppliers (%), 2011–2012

Table 38: Effective Monitoring of Sustainability: Region (%), 2011–2012

Table 39: Effective Monitoring of Sustainability: Turnover (%), 2011–2012

Table 40: Cost Saving Expectations: Buyers (%), 2011–2012

Table 41: Cost Saving Expectations: Suppliers (%), 2011–2012

Table 42: Cost Saving Expectations: Region (%), 2011–2012

Table 43: Cost Saving Expectations: Turnover (%), 2011–2012

Table 44: Impact of Sustainability on Profits of Buyers (%), 2011–2012

Table 45: Impact of Sustainability on Profits of Suppliers (%), 2011–2012

Table 46: Impact of Sustainability on Profits of Region (%), 2011–2012

Table 47: Impact of Sustainability on Profits of Turnover (%), 2011–2012

Table 48: Expenditure on Cost Saving Target vs. Profitability Impact (%), 2011–2012

Table 49: Planned Change in Sustainability Budgets: Buyers (%), 2010–2012

Table 50: Planned Change in Sustainability Budgets: Suppliers (%), 2010–2012

Table 51: Planned Change in Sustainability Budgets: Region (%), 2011–2012

Table 52: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012

Table 53: Critical Factors for Supplier Selection: Buyers (%), 2011

Table 54: Criteria for Packaging Supplier Selection: Buyers (%), 2011

Table 55: Level of Supplier Engagement - Buyers (%), 2011

Table 56: Level of Supplier Engagement: Region (%), 2011

Table 57: Level of Supplier Engagement: Turnover (%), 2011

Table 58: Expenditure on Sustainable Procurement - Buyers (%), 2011

Table 59: Expenditure on Sustainable Procurement vs. Profitability (%), 2011–2012

Table 60: Expenditure on Sustainable Procurement: Region (%), 2011

Table 61: Expenditure on Sustainable Procurement: Turnover (%), 2011

Table 62: Sustainable Procurement Practices: Buyers (%), 2011–2012

Table 63: Sustainable Procurement Practices: Region (%), 2011–2012

Table 64: Sustainable Procurement Practices: Turnover (%), 2011–2012

Table 65: Drivers of Green Marketing: Suppliers (%), 2010–2012

Table 66: Drivers of Green Marketing: Region (%), 2011–2012

Table 67: Drivers of Green Marketing: Turnover (%), 2011–2012

Table 68: Marketing of Green Credentials: Suppliers (%), 2011–2012

Table 69: Marketing of Green Credentials: Region (%), 2011–2012

Table 70: Marketing of Green Credentials: Turnover (%), 2011–2012

Table 71: Effective Channels of Promotion: Suppliers (%), 2010–2012

Table 72: Effective Channels of Promotion: Region (%), 2011–2012

Table 73: Effective Channels of Promotion: Turnover (%), 2011–2012

Table 74: Industry Leaders of Sustainability in the Food and Beverage Industry, 2011–2012

Table 75: Survey Results – Closed Questions

List of Figures

Figure 1: Perception of Sustainability: Buyers (%), 2011–2012

Figure 2: Perception of Sustainability: Suppliers (%), 2011–2012

Figure 3: Perception of Sustainability: Region (%), 2011–2012

Figure 4: Perception of Sustainability: Turnover (%), 2011–2012

Figure 5: Sustainability in Business Functions: Buyers, 2011–2012

Figure 6: Sustainability in Business Functions: Suppliers, 2011–2012

Figure 7: Sustainability in Business Functions: Region, 2011–2012

Figure 8: Sustainability in Business Functions: Turnover, 2011–2012

Figure 9: Key Drivers of Sustainability: Buyers vs. Suppliers (%), 2011–2012

Figure 10: Key Drivers of Sustainability: Buyers (%), 2011–2012

Figure 11: Key Drivers of Sustainability: Suppliers (%), 2011–2012

Figure 12: Key Drivers of Sustainability: Region (%), 2011–2012

Figure 13: Key Drivers of Sustainability: Turnover (%), 2011–2012

Figure 14: Major Barriers to Sustainability: Buyers (%), 2011–2012

Figure 15: Major Barriers to Sustainability: Suppliers (%), 2011–2012

Figure 16: Major Barriers to Sustainability: Region (%), 2011–2012

Figure 17: Major Barriers to Sustainability: Turnover (%), 2011–2012

Figure 18: Top Five Markets for Growth: Food and Beverage Industry, 2011

Figure 19: Key Markets for Growth: Buyers (%), 2011–2012

Figure 20: Key Markets for Growth: Suppliers (%), 2011–2012

Figure 21: Key Markets for Growth: Region (%), 2011–2012

Figure 22: Key Markets for Growth: Turnover (%), 2011–2012

Figure 23: Organizational Pre-requisites for Sustainability: Buyers (%), 2011–2012

Figure 24: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011–2012

Figure 25: Organizational Pre-requisites for Sustainability: Region (%), 2011–2012

Figure 26: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012

Figure 27: Implementation of Sustainable Measures: Buyers, 2011–2012

Figure 28: Implementation of Sustainable Measures: Suppliers, 2011–2012

Figure 29: Implementation of Sustainable Measures: Region, 2011–2012

Figure 30: Implementation of Sustainable Measures: Turnover, 2011–2012

Figure 31: Voluntary Involvement in Industry Initiatives - Buyers (%), 2011–2012

Figure 32: Voluntary Involvement in Industry Initiatives - Suppliers (%), 2011–2012

Figure 33: Voluntary Involvement in Industry Initiatives - Region (%), 2011–2012

Figure 34: Voluntary Involvement in Industry Initiatives - Turnover (%), 2011–2012

Figure 35: Key Energy Efficiency Measures: Buyers (%), 2011–2012 (%), 2011–2012

Figure 36: Key Energy Efficiency Measures: Suppliers (%), 2011–2012

Figure 37: Key Energy Efficiency Measures: Region (%), 2011–2012

Figure 38: Key Energy Efficiency Measures: Turnover (%), 2011–2012

Figure 39: Effective Monitoring of Sustainability: Buyers (%), 2011–2012

Figure 40: Effective Monitoring of Sustainability: Suppliers (%), 2011–2012

Figure 41: Effective Monitoring of Sustainability: Region (%), 2011–2012

Figure 42: Effective Monitoring of Sustainability: Turnover (%), 2011–2012

Figure 43: Cost Saving Expectations: Buyers (%), 2011–2012

Figure 44: Cost Saving Expectations: Suppliers (%), 2011–2012

Figure 45: Cost Saving Expectations: Region (%), 2011–2012

Figure 46: Cost Saving Expectations: Turnover (%), 2011–2012

Figure 47: Impact of Sustainability on Profits of Buyers (%), 2011–2012

Figure 48: Impact of Sustainability on Profits of Suppliers (%), 2011–2012

Figure 49: Impact of Sustainability on Profits of Region (%), 2011–2012

Figure 50: Impact of Sustainability on Profits of Turnover (%), 2011–2012

Figure 51: Planned Change in Sustainability Budgets: Buyers (%), 2010–2012

Figure 52: Planned Change in Sustainability Budgets: Suppliers (%), 2010–2012

Figure 53: Planned Change in Sustainability Budgets: Region (%), 2011–2012

Figure 54: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012

Figure 55: Critical Factors for Supplier Selection: Buyers (%), 2011

Figure 56: Critical Factors for Supplier Selection: Region (%), 2011

Figure 57: Critical Factors for Supplier Selection: Turnover (%), 2011

Figure 58: Critical Factors for Supplier Selection: Turnover (%), 2011

Figure 59: Criteria for Packaging Supplier Selection: Buyers (%), 2011

Figure 60: Level of Supplier Engagement - Buyers (%), 2011

Figure 61: Level of Supplier Engagement - Region (%), 2011

Figure 62: Level of Supplier Engagement - Turnover (%), 2011

Figure 63: Expenditure on Sustainable Procurement - Buyers (%), 2011

Figure 64: Expenditure on Sustainable Procurement: Region (%), 2011

Figure 65: Expenditure on Sustainable Procurement: Turnover (%), 2011

Figure 66: Sustainable Procurement Practices: Buyers (%), 2011–2012

Figure 67: Sustainable Procurement Practices: Region (%), 2011–2012

Figure 68: Sustainable Procurement Practices: Turnover (%), 2011–2012

Figure 69: Drivers of Green Marketing: Suppliers (%), 2010–2012

Figure 70: Drivers of Green Marketing: Region (%), 2010–2012

Figure 71: Drivers of Green Marketing: Turnover (%), 2011–2012

Figure 72: Marketing of Green Credentials: Suppliers (%), 2011–2012

Figure 73: Marketing of Green Credentials: Region (%), 2011–2012

Figure 74: Marketing of Green Credentials: Turnover (%), 2011–2012

Figure 75: Effective Channels of Promotion: Suppliers (%), 2011–2012

Figure 76: Effective Channels of Promotion: Region (%), 2011–2012

Figure 77: Effective Channels of Promotion: Turnover (%), 2011–2012

To order this report:

Marketing Industry: Sustainability in the Global Food and Beverage Industry 2011–2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Food and Beverage Industry Procurement and Marketing Initiatives

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