how to find success in the b2b fmcg ingredients industry

How to Find Success in the B2B FMCG Ingredients Industry

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HOW TO FIND SUCCESS IN THE B2B FMCG INGREDIENTS INDUSTRY

Jurgita Biceika Head of Sales

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This white paper examines how the fast moving consumer goods ingredients industry functions, its ongoing evolution, connections to the end-consumer and how this evolution drives the need for new market research tools.


INTRODUCTION

Regardless of size, location, stature, industry, many companies struggle to answer strategic questions:

How do we differentiate ourselves from the competition?

Do our best ideas travel fast enough across geographies?

Will our innovations pay off and generate more revenue for our clients?

What are the preferences amongst consumers that will ultimately drive

adoption of our changes / ideas / innovations?

How do we take advantage of dominating industry trends?

None of these questions are new, but the competitive environment is. Due to globalisation and increasing business complexities, organisations have never been slower to act and minimising risk has never been more important.

Getting the right answers depends on the available tools and how well equipped companies are at using them. One such tool is market intelligence. While ingredients companies have long based decisions on intuition or common sense and relied on strong relationships with partners, they now face increased demand from customers wanting more from their ingredients suppliers. This leads towards greater investments in manufacturing facilities, country expansion, acquisitions or mergers; all towards actions requiring serious evaluations of current and future market conditions.

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UNDERSTANDING INGREDIENTS

The global ingredients industry is complex, requiring analysis from multiple angles. No clear distinction exists among companies as ingredients often have multiple applications. This multidisciplinary approach means that an ingredient geared towards food can quickly transfer to non-food. Moreover, ingredient companies are interrelated so much so that a competitor may become the customer, and vice versa. Therefore, we will analyse the ingredients industry from an end-product perspective with an agricultural background, focusing on broad conclusions, suggestions and applications for players across the ingredients industry.

Example Supply Chain for the Food Industry

Source: Euromonitor International

Ingredients Industry Diversity

Agricultural Background

e.g., Cargill, ADM, Ingredion, Tate & Lyle

Chemical Background

e.g., DSM, DuPont, BASF

Specialistse.g., Givaudan, Novozymes, Chr. Hansen


Agriculture

Transforming

Converting

Packaging

Shipping

Selling

Consuming

1

2

3

4

5

6

7

Trowing crops (planting, tending and harvesting)

Turning crops into food ingredients (cleaning, milling and preparing)

Making products from food ingredients (mixing and cooking)

Producing packaging materials (making and transporting)

Moving food stores (transporting and delivering)

Making food available for purchase (stocking, promoting and shopping)

Enjoying food (making and eating)

Understanding ingredients


Food Supply Chain and Example of Companies


Challenges in the ingredients industryThe ingredients industry is heavily driven by end consumer preferences as well as supply challenges, which often drive industry change.

Due to increasing concerns about weight, diabetes prevalence and other health related issues, consumers want to know what they eat and where and how the food and beverage ingredients in foods are grown and processed. They seek products that are natural, healthy, ethical or certified organic and / or Fairtrade. Changing consumer preferences ultimately have an enormous impact on business strategies at the supply level.

Staple ingredients such as starch, flour, rice, sugar, oils, coffee, cocoa, meat, milk, eggs, &c.Cooperatives of farmers, &c.

Primary food processorsAarhusKarlshamn, AkzoNobel, BASF, Cargill, Corn Products International, CSM, Danisco, DSM, DuPont, Givaudan, Kerry Group, Tate & Lyle and others

Any Food & Beverages company facing end consumers and producing end products like Danone, Nestle, Mars, Coca-Cola, Unilever, Barry Callebaut, SAB Miller, &c.

Tesco, Walmart, Asda, Lidl, &c.

CONSUMERS

FARMERS /TRADERS

DISTRIBUTOR /WHOLESALER /RETAILERS

FOODINGREDIENTCOMPANIES

FOOD INDUSTRYEND PRODUCT MANUFACTURERS



The global ingredients industry is currently undergoing a phase of consolidation. Manufacturers are demanding lower prices, squeezing the ingredients suppliers’ margins. Globalisation became the norm due to an international sourcing base for materials and a global customer universe. Multinational companies are looking for more global ingredients’ delivery, valuing the convenience of a one-stop shop for their international ingredients needs. At the same time, they have demands driven by specific local needs. Therefore, a presence on the ground in developing markets can be a significant benefit for the ingredients company.

As raw material prices have become more volatile, the profits have come under direct threat. Manufacturers expect innovations and more customer-specific / exclusive offerings; therefore the willingness to pay for standard ingredients is decreasing.

Sustainability, safety, transparency and traceability also become more important topics as growing concerns about the planet continue as a core issue for natural ingredients development. This is not only at the consumer level but is required when maintaining a sustainable supply of ingredients.

At the same time, changing industry context causes different threats to ingredients’ companies. Margins and profits are decreasing due to the greater investments required to adapt to changes or differentiate from the competition and business success depends on past relationships with partners. Smaller or medium sized companies may be reactive rather than proactive when dealing with industry challenges due to lack of knowledge. Companies have no control over ingredients sold and used in end products and have no knowledge about the real impact on end-products, which may result in an improper approach and more targeted sales plans. Market research culture within organisations is limited—this may have negative impact on the successful and quick adaptation to changing concepts.

Consolidation

Globalisation

Innovation

Sustainability

Safety

Transparency

Traceability



Ingredients companies realise the importance of having knowledge and control over the processes that would lead towards building new and more successful business strategies. Therefore, moving from being a pure ingredients supplier towards a company that aims to add value across the supply chain becomes inevitable. As a result, the definition of ingredients companies is being extended—they become full service houses to meet the demands of the value chain and build as many switching barriers as they can to keep their customers locked in.

As a result, ingredients portfolios have become secondary as companies start moving from a commodity to a value-added business by extending services and applying new business strategies to gain a competitive advantage. They may focus on R&D to develop complex and differentiated products, either through acquisitions, expanding production facilities or building their own capabilities and obtain market intelligence to help manufacturers ensure the product meets consumer demand or adds value to a trend-focused finished product in a way other ingredients do not. Companies may also develop innovative solutions, attempt to look for other applications or repurpose the primary application of ingredients.


INDUSTRY CHALLENGES THROUGHOUT SUPPLY CHAIN

Ingredients companies deal with industry challenges and consumer preferences, applying versatile business strategies and competencies such as R&D to boost innovations, expand regionally to deal with globalisation and acquisitions to meet the demand for natural or sustainable ingredients.

Economic pressures encourage alternativesIngredients companies face key challenges at the production level, including growing competition for raw materials, higher prices, rising energy costs and, for Western businesses, a growing threat of cheaper ingredients’ supply from the developing world, which is particularly prevalent in commodity-style categories.

Ingredients suppliers have reacted to rising raw material prices by focusing on the development of more value-added and speciality products from these raw materials. The threat from low-cost suppliers has brought different reactions with some firms choosing to compete by establishing their own production capabilities in developing regions, while others have exited to concentrate instead on value-added ingredients and tailored solutions. Substitution of one ingredient with another can help food manufacturers cut their costs. Therefore, there is a growing emphasis on ingredients that have more constant price positioning and on complete solutions, which not only deliver added convenience but can also be more cost-effective than purchasing a series of single ingredients and creating complex in-house formulations.

indUstry Challenges throUghoUt sUpply Chain


Ingredients SWOT Analysis: North America and Western Europe vs. Asia Pacific

North America / Western Europe Asia Pacific

Challenges

Higher raw material and energy costs

Low-cost competition from the developing world

Need for sustained investment to keep growing

Trails the west in value-added ingredient innovation

Opportunities

More value-added, application-specific and tailor-made ingredients

Ingredients to substitute more expensive or price-volatile options

Cheaper for commodity-style and chemical ingredient manufacturing

Ingredients to substitute more expensive or price-volatile options


Tate & Lyle’s sucralose business has been heavily impacted by the rise of cheaper alternatives from China, with Splenda sucralose being a drag on Tate & Lyle’s overall financial performance. In the first six months to September 2014, sweeteners sales were £82 million, 15% lower than in the same period of 2013; however, this was due to sucralose price erosion, with total sweetener volumes up 2% over the previous year.

Tate & Lyle adopted a positive response to this tough situation: the company diversified its sweeteners portfolio, joining its rivals in the stevia category (Tasteva). They used substitution to launch a pioneering new low-calorie sugar called allulose, which is being sold under the Dolcia Prima banner; Tate & Lyle also developed a unique patent-protected process to produce this ingredient from corn, so it could develop into a possible replacement for sucralose in the firm’s finances in the coming years. The company focused on value-added products and further investment in novel and pioneering health solutions in other areas, including Soda-lo sodium reduction technology, new-generation proteins for the texturants market and oat proteins and beta glucans for health via the 2013 acquisition of Biovelop.

Demand for natural drives innovations: response through acquisitions The growing importance of natural ingredients brought success to products present in nature converted into commercially available formats.



Naturalness Driving Innovation


The “Back to Nature” theme has become one of the single most important drivers in Western Fmcg markets in recent times. In general, products sourced directly from nature are perceived to be healthier and of better quality than highly processed products. At the same time, the economic crisis reminded many consumers of the benefits of going “back to basics”, with homemade products often cheaper, as well as delivering comfort through nostalgia,

“like mother used to make”.

Cleaning up product labels has become a big trend when less is becoming most definitely more in modern food and drinks. One category that has been experiencing a particular revolution in terms of cleaning up product labels is colours, with more and more manufacturers changing their recipes to include colouring foodstuffs, listed on labels as plant extracts rather than colour additives.

SUSTAINABILITY

CLIMATE CHANGE

ORGANIC FARMING

LOCALISATION

ENVIRONMENT

NATURALNESS

LIFESTYLESIMPLE / BACK TO BASICS

HEALTHIER LIVING

NOSTALGIA

Healthy and Clean Label

Stevia sweeteners

Inulin prebiotics

Pea protein

Omega-3 fatty acids

Rosemary extract

Colouring foodstuffsSource: Euromonitor International



Adjusting product portfolios to satisfy growing demands for natural alternatives can be a time-consuming process. Companies responded to boosting natural credentials with acquisitions with several significant purchases in the field of natural ingredients over 2014–2015.

Natural leads towards competitionDemand for natural products is closely tied to sustainability. Increasing pressure on the world’s resources and a need to tap new raw materials drive the competition for the world’s resources with ingredients companies. For example, common cereals, oilseeds and gums are now in demand from other diverse areas of industry, including the biofuels, mining and oil drilling industries. Moreover, price pressures push ingredients manufacturers to find ways how to exploit natural resources that generate value, which is leading to a greater focus on speciality and value-added ingredients. Investigations into the opportunities offered by previously unexploited alternatives are also ongoing and will be an important part of the industry’s forward-looking strategies.

With increasing competition for the world’s natural resources, many leading ingredients companies are looking for new resources that can be exploited for the ingredients of the future. Naturex, a French firm with turnover from just €16 million in 2001 to €321 million in 2013 has achieved a large part of this growth through acquisition. The company’s product portfolio encompasses a range of different ingredient types, from sweeteners in the form of thaumatin, to natural colours and flavours, fruit and vegetable ingredients, texturisers, antioxidants and healthy botanicals. In 2014, it took steps into an entirely new area with the purchase of two companies, Berghausen and Chile Botanics, with interests in quillaia saponaria to become a leading force in this market. With its purchase Naturex has become a leader offering two key brands: Uptaia quillaia extract to enhance the foam structure and stability of beverages and Sapnov, a purified extract that acts as a beverage emulsifier.

Dual approach to sustainabilityAll major ingredients suppliers have sustainability strategies in place with the industry taking a dual approach to sustainability. Companies manage their own resources responsibly and also tackle intensifying competition for the world’s natural resources, while reducing their own carbon footprints and minimising their impact on the planet. They also help customers satisfy public demand for more natural and sustainable products through the supply of renewable raw materials or by offering ingredients that reduce processing times or energy / water usage in production plants.



What Drives Sustainability?

Inside Industry Helping Customers

Manage resources responsibly, seek out new renewable raw materials

Reduce carbon footprint and minimise impact on the environment

Deliver ingredients to help reduce processing times or energy / water usage

Deliver ingredients with good all-round sustainability credentials


The palm oil industry has become a hot sustainability topic, due to the clearing of swathes of rainforest that affects the atmosphere, climate and endangered animals. Indonesia and Malaysia, which account for over 85% of global palm oil supply, have been the main areas of concern. Palm oil is widely used as a bulk oil in its pure formats and as a raw material for the production of food-grade emulsifiers.

DuPont’s Danisco food ingredients business is one of the world’s leading suppliers of emulsifiers and has committed itself to creating a more sustainable portfolio of ingredients in this category. Since 2009, DuPont has taken a number of steps towards greater sourcing of more sustainable and rSpo-certified palm oil; the company is positioning itself to be ready to satisfy the industry’s needs. By the end of 2014, its Grindsted facility in Denmark—the largest emulsifier’s plant in its network—is using only certified sustainable palm oil and emulsifiers from rSpo mass balance palm oil are supplied as standard.

Although Malaysian production has started to level off, Indonesian supply is continuing to rise steadily, with output forecast to rise from an estimated 31 million tonnes in 2014 to 40 million tonnes in 2020. At the same time, there are also growing fears that palm oil suppliers are looking to exploit land in central Africa.

Requirement for strong R&D investment to advance ingredientsGrowing competition from both established rivals and low-cost suppliers in the developing world is raising the emphasis on innovation as a way to stand out. Many ingredients firms invest large sums in R&D, although levels of expenditure vary, being the lowest among those companies with commodity interests. For example, more commodity-orientated adm spends just 0.1% of its revenues on R&D, compared with as much as 9.2% for large flavour houses such as Givaudan.



R&D Expenditure by Selected Ingredients Firms, 2012–2013


Competition in the ingredients industry and the emphasis on more sustainable ingredients drives the need for innovation. Chr. Hansen has emphasised the importance of innovation in its latest strategy statements. In September 2013, it introduced a new strategy centred on becoming “Nature’s No. 1”, with strands of this strategy focused on innovation. Chr. Hansen has been supporting this commitment to innovation with increases in its R&D budget. In 2013–2014, it invested 6.2% of its revenues, or €47 million, in R&D, as anticipated it increased to 7% in 2014–2015.

0.0

2.0

4.0

6.0

8.0

10.0

12.0

0

50

100

150

200

250

300

350

400

450

Givaudan BASF(Performance

Products)

Kerry Group DSM (Nutrition) ADM Tate & Lyle Ingredion

% S

hare

of R

even

ue

R&

D E

xpen

ditu

re (€

mill

ion)

R&D Expenditure % Share of Total Revenue



Regional spread is essential to target large multinationalsThe largest food and beverage companies claim coverage of up to 200 or more countries worldwide, with some of the largest operating production and / or sales offices in 100 or more countries. Multinational customers in end-use markets and ingredients suppliers must operate globally, but understanding local needs is also crucial. The larger multinational businesses are also seeing an ever-increasing focus on globalisation, with companies such as Nestlé, for example, claiming almost worldwide representation on shop shelves. As a result, many manufacturers are looking for more global ingredients delivery, valuing the convenience of a one-stop shop for their international ingredient needs. At the same time, manufacturers are highly aware of regional tastes and requirements and ingredients firms must be ready to satisfy specific demands driven by local needs. A local presence on the ground is a significant benefit and as a result, many larger Western ingredients firms see a presence in Asia Pacific as essential.

The Middle East and Africa and Asia Pacific regions are currently the most important areas for food ingredients growth. Looking specifically at food / beverage flavours, cagrs of 5.9% and 4.1%, respectively, are forecast over 2013–2018. It is no surprise to find the major flavour houses investing in these regions and Givaudan has been particularly active, not only in local manufacturing but also in establishing on-the-ground R&D operations to target specific local needs.

Givaudan: Asian / Middle Eastern Investments, 2013–2014

Year Type of Investment Location

2014Technical centre and regional office

State-of-the-art spray-dry flavours facility

Dubai

Indonesia

2013Savoury flavours facility

Innovation centre

Nandong, China

Mumbai, IndiaSource: Euromonitor International



To sum up, ingredients companies need to focus on the following strategic areas in the food supply chain to be successful:

1. Have a complete product portfolio to fulfil diverse consumer demands.

2. Differentiate themselves by offering additional benefits to end-product manufacturers.

3. Become a global one-stop shop.

4. Offer benefits and value to manufacturers who use the finished products through acquisitions, innovations and additional services. Each of these strategic priorities and competences must be developed with support from market intelligence solutions.

Strategic Priorities of Ingredients Companies in the Food Supply Chain


1

2

3

4

Core Competencies to Develop

CONSUMERS

FARMERS /TRADERS

DISTRIBUTOR /WHOLESALER /RETAILERS

FOODINGREDIENTCOMPANIES

FOOD INDUSTRYEND PRODUCT MANUFACTURERS

4 M&A, value proposition andinnovations

1 Complete product portfolio:innovative, variety of applications

Market Research Knowledge

2 Di�erentiation by becomingfull service houses

3 Global sales, marketing and distribution network

MRX Market research solutions to support development of core competencies


HOW MARKET RESEARCH HELPS CREATE VALUE

Ingredients companies use market research very differently and the perception of value differs. Ingredients company profit comes from selling solutions to consumer goods companies through a deep understanding of end-product markets. Companies are now expected to not only sell ingredients, but also an entire concept from start to finish.

Typically, ingredients companies use market research externally for pitches and sales support, as well as putting specific ingredients into marketing context. Market research in this case is used for trends’ presentations to show how their ingredients will help customers’ products be more attractive. The ultimate goal is to build trust with the client.

Internally, market research is used to support business strategies. If implementation of strategies requires high-investments and risk, it needs support from reliable market analysis, which identifies potential new markets to enter and determines what differs in each country. This helps organisations assess potential for new ingredients or applications, identify the largest end-use markets, differentiate from competitors by moving from commodity to specialty ingredients, assess the supply chain, search for partners, look for cost saving opportunities and discuss findings with customers.

Usage of market research tools can be both extensive and limited, depending on the company’s perception of value. Overall, market research culture within ingredients companies is growing, but it is not as strong compared to Fmcg industries or larger ingredients corporations like Tate & Lyle or Givaudan. As a supply-side industry, there is typically a dearth of high-quality information, and the information available tends to be top-line production data. Larger ingredients companies have more extensive market research usage based on their objectives, which may include new product development databases for tracking food and beverage product launches and trends in ingredients and analysis of global markets for food additives based on trade interviews and ingredient production data. For market trend tracking and client pitches, companies use different sources that provide consumption data, coverage on end products and industries and in-depth analysis of economies and consumers.

how Market researCh helps Create ValUe


Small and medium enterprises have relatively limited market research usage experience and usually access technical systems or databases to understand chemistry developments, licences, boutique or very specific sources such as data collected at trade shows and trade press.

Ingredients companies are normally structured by type of ingredients and by end products and applications. Many ingredients companies restructure organisations based on end-use applications rather than ingredients types. A better understanding of business functions benefitting from market research should be developed. Some examples of functions could be sales, marketing or strategy. Market research solutions support different departments and roles by answering a multitude of questions.

Department Questions Market Research Can Help Answer

Business Development

How can we serve our customers more?

How can we develop better solutions? What industry segments / geographies should we be focusing on?

FinanceWhat types of competitors do we have in this market? What are the hot markets?

Innovation / R&D

What are the current trends in an industry? How can this impact our product development? What should we focus our time on? How can we develop new products to align with future trends? Where do we need to be defensive / offensive?

Market Research

What are the market sizes for these categories? What else do I need to look at for a presentation that I’m developing for leadership? What do consumers think about this particular ingredient? What is the consumer expenditure for these markets? What is the forecast for this industry?

MarketingWhere do we prioritise products geographically? What statistics can we use to align with our marketing collateral?

Strategy

What is the forecast for this industry? What will it look like in the next five years? What will change along the way? Where do we prioritise our efforts? How do we prioritise markets for our new products?

Operations

What are the best markets, in which we can build our next ingredients manufacturing facility? Where are our competitors expanding? What are the economic implications of these markets we may expand to?



MOVING TOWARDS FULL SERVICE HOUSES

Ingredients companies that decide to move from commodity to a value-added business need to develop different competencies. Companies selling commodities have ingredients expertise with a focus on high volume sales and operational efficiency. Those that become full service houses focus on versatile product applications, knowledge of industry and consumer trends and tracking competition to position themselves in the right way, including for M&A and global expansion purposes. Such companies may use a large variety of market research solutions to support their corporate strategies, which can include market sizing, targeting new customer application markets, channel focus, production landscape and incorporating specialised or substituted ingredients.

Market Research Solutions for Ingredients Business


The following case studies demonstrate different objectives from ingredients companies and the solutions market research can provide.

Competitive IntelligenceAcquisition

Key players (public & private)

Profiling Models

Opportunity sizing

Global expansion

Forecasting

SUPPLY CHAIN / CHANNEL

MARKET SIZING &

CONTEXT

COMPETITIVE ENVIRONMENT

POSITIONING, NPD AND

INNOVATION

Customer ManagementCustomer value

Proposition

Whitespace IdentificationExpansion

New product

Opportunities

Applications

Diversification

Corporate Strategy PlanningMarket assessments for M&A purposes

Go-to-market strategy planning

Consumer / Industry Trend Overview

Shifts in consumption trends

New Market Entry Analysis

MoVing towards FUll serViCe hoUses


Case study: Market analysis and opportunity identification

Background A multinational ingredients company specialising in the food industry needed to understand ingredient opportunities to drive product expansion into the beauty and personal care industry. Specifically, the company needed to analyse 20 oils by key end-product applications and examine the supply chain for each oil, establishing links between quality criteria and pricing to support positioning to target customers.

SolutionInterviews throughout the supply chain were conducted to understand relationships and generate accurate B2B sales of each oil by volume terms and product application in each country under review. This information helped the organisation build an assessment of the sustainability of demand and determine growth prospects.

ResultWith these insights, the ingredients company focused their efforts solely on in-demand ingredients and accurately positioned themselves in terms of quality grade / price compared to their competitors to maximise revenue.



Case study: White space identification

Background A leading global ingredients supplier needed to quantify current and future opportunities for China’s food additives and ingredients industry to support new product launches and other strategic directives. Specifically, they needed an in-depth analysis of overall consumption of food additives and ingredients across 15 product groups over 100 sub-categories and across major end-food and beverage sectors, which included nearly 10 product groups and 40 sub-categories. The supplier also required trends analysis and an overview of legislative market regulations pertaining to target food additives and food ingredients, as well as an assessment of the competitive landscape and a map with the geographic concentration of China’s suppliers to understand total value of the import (to) and export (from) of food additives and ingredients in China.

SolutionThe project included more than 150 interviews with manufacturers, distributors, trade associations, retailers and industry experts. In-depth desk and company research and extensive reviews helped to bridge knowledge gaps, supported data validation of usage, consumption, market shares and forecasts and provided the ingredients supplier with market size data previously unavailable to predict sales and growth.

ResultThis information established grading mechanisms and insight into how products are priced by intermediaries within China. The ingredients supplier was also provided with insights on consumers and distributors expectations towards product quality in different countries.



Case study: New market entry and business expansion

BackgroundAn innovation-driven ingredients company needed to expand its food enzymes business into the baked goods industry. The company had several needs, including understanding key drivers in bakery production in target markets, the proportion of imported versus exported wheat and how and to what extent enzymes flow. They also needed to identify the most influential players and main customers in the baked goods supply chain.

SolutionB2B interviews were performed with wheat producers and players in the supply chain of enzymes, artisanal and industrial bakers; desk research with baking trade associations, governmental food bodies and brand manufacturers also helped map out the direct and indirect supply chain for baking enzymes. These resources allowed the company to obtain qualitative insights on wheat consumption, validate overall production, assess the proportion of enzymes that are imported and exported and identify the key users of enzymes in the direct and indirect supply chain of the baking goods industry. Store-checks ensured that any recent changes in the market were spotted, and research included all the baking manufacturers active in the market.

ResultThe enzymes manufacturer was provided with an in-depth understanding on its market potential for enzyme application together with Swot analysis of potential customers. Market research helped the company expand their reach into existing markets as well as build informed new market entry strategies and target the most influential players in the baking supply chain.


DRIVING REVENUE WITH RESEARCH

Selling ingredients solutions means providing benefits for manufacturers and their end-users. Identifying and understanding manufacturers’ needs helps finding the best solution and mapping the supply / value chain helps you understand company priorities. The new world of ingredients sales requires organisations to provide and explain ingredient benefits for manufacturers and their end-users. Market research companies provide context for these benefits for both supply and demand, helping determine the direction necessary to build new strategies and company priorities.

Challenge and Impact: Possible Research Solutions

Challenges

Economic pressures

Natural R&D Sustainability ConsolidationTough regulations

Demand for lower prices

Impacts

Increasing costs Competition for natural resources

Investments to stay ahead

Use sustainable ingredients

Globalisation vs. regional spread

Innovative ingredients to maintain sole rights

Portfolio secondary thing

Low cost competition

Price pressures

Expansion acquisitions

Greater sourcing

Expansion acquisitions

Acquisition strategies to adjust portfolio

Expansion innovations

Value added products to substitute

Buying small specialist operations

Investment into R&D, acquisitions and expansion

Possible Research Solutions

Modelling, market analysis

Competitive intelligence

Trend sensing

Market analysis

Competition, distribution analysis

Finance Portfolio optimisation, innovation insights



THE AUTHOR

JURGITA BICEIKAhead of saleseuromonitor international, Vilnius

Connect via LinkedIn

Jurgita Biceika has more than 15 years of professional experience in business development, communications and research and business management fields. Jurgita has extensive knowledge of cee, cis and Scandinavian markets and global business environment dynamics.

Managing sales and marketing departments at Euromonitor International, Jurgita Biceika is responsible for company growth, business strategies and expansion in Central, Eastern and Northern Europe.

Jurgita has a Bachelor’s Degree in Philosophy, Master of Communications at Vilnius University and Master of Business Management at Norwegian Business School (bi).

https://lt.linkedin.com/in/jurgitabiceika


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how to find success in the b2b fmcg ingredients industry

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