Connecting trends in food culture to long-term portfolio strategy at the enterprise level is one of the most critical obligations of today’s food/beverage executives. We have a set of proprietary tools to do this that focuses on long-term growth and health, not short-term gains.
The majority of legacy brands are not keeping up with market growth rates. Some will never grow again. Some are simply out of touch. Knowing the cultural positioning of your brands in your category is critical to charting strategies to either stabilize, grow or harvest.
Is your new concept just new or is it going to generate real long-term demand? Our proprietary processes are designed to deliver long-term growth through new product pipelines.
The future is never predictable, but the likely future scenarios are knowable. Every 2-3 years we update our food market scenarios. We use them to help clients get their portfolios and brands ready to adapt to an uncertain future.
Smart growth strategy in food and beverage requires understanding which leading-edge trends are scalable and which will likely remain niche. We take understanding the difference very seriously.
Understanding food consumption requires placing it in a broad cultural context. We deploy professional anthropological techniques to understand the drivers behind how consumers shop for food and beverage and how they eat and drink.
From the New York Times article, TV Dinners in a Netflix World: “She [Christine Day, Luvo CEO] said research by the Hartman Group showed that consumers shop the frozen aisle the way they choose what to eat off a menu, and so Luvo designed its products with that in mind. ‘Most meals in that aisle traditionally have been designed around price, the value shopper, and that’s not what’s coming out in our research at all,’ she said. Products like Luvo’s are helping reinvigorate a category that still generates a handsome piece of grocery store sales.”