Global Food and Beverage Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in Food and Beverage Industry

Published: May 2012

Publisher: Canadean Ltd

Product ref: 138694

Pages: 164

Format: PDF

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Price: $ 2000.00

Report description

Product Synopsis
Project industry trends and revenue growth expectations in 2012 and make informed business decisions.

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

Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.

Formulate effective sales and marketing strategies by identifying how buyer budgets are changing and the direction of spend in the future. Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.

Secure stronger customer relationships by understanding the behaviour and changing strategies of industry buyers.

Introduction and Landscape
Why was the report written?
This report is the result of an extensive survey drawn from Canadean’s exclusive panel of 210 leading global food and beverage industry executives. The report provides data and analysis on global food and beverage industry suppliers’ media spending, marketing and sales strategies, and practices and business planning within the global food and beverage industry. This report includes key topics such as media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges, and sales tactics of leading suppliers within the global food and beverage industry. The report also identifies suppliers’ future growth, M&A, and investment expectations.Most secondary research reports are based on general industry drivers and do not understand the industry executives’ attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, Canadean created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global food and beverage industry.

What is the current market landscape and what is changing?
Executives from the global food and beverage industry expect increased levels of consolidation, with 46% of respondents anticipating that there will be either a ‘significant increase’ or an ‘increase’ in mergers and acquisitions (M&A) activities over the next 12 months.

What are the key drivers behind recent market changes?
M&A activity is expected to increase as a result of the lack of credit availability, increasing cost pressures, new consolidation opportunities, and the weak liquidity position of many small companies. The need to manage new cost or demand pressures, repay debts, comply with procedures, reduce operational expenses, and attain economies of scale, is also expected to drive M&A activity in the global food and beverage industry.

What makes this report unique and essential to read?
“Global Food and Beverage Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in Food and Beverage Industry” is a new report by Canadean that analyzes how food and beverage industry companies’ media spend, marketing,sales strategies and practices, and business planning are set to change in 2012–2013. This report provides the current size of the marketing and advertising budgets of global food and beverage industry suppliers and how spending by global food and beverage industry suppliers will change, providing insight into global marketing behaviour. In addition, the report identifies future growth of buyers and suppliers and M&A activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type, and size.”

Key Features and Benefits
Project industry trends and revenue growth expectations in 2012 and make informed business decisions.

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

Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.

Formulate effective sales and marketing strategies by identifying how buyer budgets are changing and the direction of spend in the future. Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.

Secure stronger customer relationships by understanding the behaviour and changing strategies of industry buyers.

Key Market Issues
Global food and beverage industry respondents identify China to be the most important region for growth among emerging markets, along with India and the Middle East. Furthermore, India and the Middle East are considered the two most important emerging markets by respondents from food manufacturing companies, while India and Brazil are identified as the two most important emerging markets by respondents from beverage manufacturing companies with strong economic growth in both areas, along with high demand for processed and healthy foods and increased consumption of branded beverages such as wine, beer, coffee, juice, and dairy products among consumers, making them attractive to foreign investors.

Among food manufacturers, 59% of respondents rate ‘responding to pricing pressure’ as the most important business concern in 2012, while 52% highlight ‘cost containment’. Among beverage manufacturers, ‘responding to pricing pressure’ and ‘market uncertainty’ are considered the most significant business challenges in 2012, according to 65% and 48% of respective respondents.

The average size of the, annual marketing budget of global food and beverage industry supplier respondents is estimated to be US$3.5 million, as compared to US$2.5 million in 2011 and US$1.3 million in 2010.

Of respondents across the global food and beverage industry, 46% are ‘more optimistic’ about revenue growth for their company over the next 12 months than the previous 12 months. Reasons behind this include the expectation of gradual economic recovery in few emerging economies, due to steps taken by respondents to contain costs and re-evaluate strategies to overcome business threats, increased consumer demand towards health and wellness oriented food products and expansion of business operations in foreign locations.

The optimism level in the global food manufacturing sector is expected to be fuelled by increased consumer demand towards health and wellness oriented food products. In the case of global beverage manufacturing sector, it is due to an increased customer demand in emerging markets mainly China and India, demand for organic products, and adoption of sustainable sourcing strategies by beverage companies.

Key Highlights
‘Corporate and brand websites’ and ‘email and newsletters’ are expected to register the highest investment, as identified by 43% and 42% of respective respondents. Conversely, ‘outdoor’ advertisement, ‘newspaper’, ‘radio’, and ‘television and video’ are expected to attract the least investment.

‘Customer retention’, ‘brand building or awareness’, and increasing ‘online presence’ are identified as key marketing aims for global food and beverage industry supplier respondents, with 62%, 43%, and 33% of industry respondents expressing that these were very important aims.

66% of food manufacturer respondents project an increase in investment toward ‘new product development’, with an increasing focus on new flavors and product features.

The most significant strategies that respondents from global food and beverage supplier companies will employ in 2012 are to ‘focus sales efforts on generating new business’ and to ‘invest in brand building’, as agreed by 49% and 45% of industry supplier respondents respectively.

According to 37% of respondents from food manufacturing companies, and 33% from beverage manufacturing companies, headcounts in their organizations in 2012 are expected to increase steadily by up to 2%. However, 34% of respondents from food manufacturing companies and 36% from beverage manufacturing companies anticipate ‘no change’ in recruitment activity in 2012, which indicates that slow economic development in developed countries and market uncertainty could reduce recruitment activity.

Table of contents

1 Introduction
What is this report about?
Definitions
Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
Profile of Survey Respondents
1.1.1 Profile of buyer respondents
1.1.2 Profile of supplier respondents
2 Executive Summary
3 Global Food and Beverage Industry Dynamics
3.1 Revenue Growth Projections in the Global Food and Beverage Industry
3.1.1 Revenue growth projections by buyers
3.1.1.1 Revenue growth projections by buyers – food manufacturers
3.1.1.2 Revenue growth projections by buyers – beverage manufacturers
3.1.2 Revenue growth projections by suppliers
3.1.3 Revenue growth projections by region
3.1.4 Revenue growth projections by turnover
3.1.5 Revenue growth projections by senior level respondents
3.1.6 Company revenue growth optimism: cross industry comparisons
3.2 Future Developments in Business Structure in the Global Food and Beverage Industry
3.2.1 Future developments in business structure by buyers
3.2.1.1 Future developments in business structure by buyers – food manufacturers
3.2.1.2 Future developments in business structure by buyers – beverage manufacturers
3.2.2 Future developments in business structure by suppliers
3.2.3 Future developments in business structure by region
3.2.4 Future developments in business structure by company turnover
3.2.5 Future developments in business structure by senior level respondents
3.3 Merger and Acquisition Activity Projections in the Global Food and Beverage Industry
3.3.1 Merger and acquisition activity projections by buyers
3.3.1.1 Merger and acquisition activity projections by buyers – food manufacturers
3.3.1.2 Merger and acquisition activity projections by buyers – beverage manufacturers
3.3.2 Merger and acquisition activity projections by suppliers
3.3.3 Merger and acquisition activity projections by region
3.3.4 Merger and acquisition activity projections by company turnover
3.4 Capital Expenditure Forecast: Global Food and beverage Industry
3.4.1 Forecast of capital expenditure by buyers
3.4.1.1 Forecast of capital expenditure by buyers – food manufacturers
3.4.1.2 Forecast of capital expenditure by buyers – beverage manufacturers
3.4.2 Forecast of capital expenditure by suppliers
3.4.3 Forecast of capital expenditure by region
3.4.4 Forecast of capital expenditure by company turnover
3.5 Planned Change in Staff Recruitment in the Global Food and Beverage Industry
3.5.1 Planned change in staff recruitment by buyers
3.5.1.1 Planned change in staff recruitment by buyers – food manufacturers
3.5.1.2 Planned change in staff recruitment by buyers – beverage manufacturers
3.5.2 Planned change in staff recruitment by suppliers
3.5.3 Planned change in staff recruitment by region
3.5.4 Planned change in staff recruitment by company turnover
4 Global Food and Beverage Industry Market Growth Outlook
4.1 Global Food and Beverage Industry: Demand in Emerging Markets
4.1.1 Demand in emerging markets by buyers
4.1.1.1 Demand in emerging markets by buyers – food manufacturers
4.1.1.2 Demand in emerging markets by buyers – beverage manufacturers
4.1.2 Demand in emerging markets by suppliers
4.1.3 Demand in emerging markets by region
4.1.4 Demand in emerging markets by company turnover
4.2 Global Food and Beverage Industry: Growth Expectations in Developed Markets
4.2.1 Growth expectations in developed markets by buyers
4.2.1.1 Growth expectations in developed markets by buyers – food manufacturers
4.2.1.2 Growth expectations in developed markets by buyers – beverage manufacturers
4.2.2 Growth expectations in developed markets by suppliers
4.2.3 Growth expectations in developed markets by region
4.2.4 Growth expectations in developed countries by company turnover
5 Threats and Opportunities for the Global Food and Beverage Industry
5.1 Global Food and Beverage Industry: Leading Business Concerns for 2012–2013
5.1.1 Leading business concerns by company type
5.1.1.1 Leading business concerns by company type – food manufacturers
5.1.1.2 Leading business concerns by company type – beverage manufacturers
5.1.2 Leading business concerns by suppliers
5.1.3 Leading business concerns in 2012–2013 by region
5.1.4 Leading business concerns by company turnover
5.2 Global Food and Beverage Industry: Key Supplier Actions to Secure Business
5.2.1 Actions to maintain and secure business–buyer respondents
5.2.2 Actions to maintain and secure buyer business by region
5.2.3 Actions to maintain and secure buyer business by turnover
5.2.4 Actions to maintain and secure buyer business by procurement budget
6 Global Food and Beverage Industry: Supplier Marketing Spend Activity
6.1 Annual Marketing Budgets: Global Food and Beverage Industry Suppliers
6.1.1 Annual marketing budgets by region
6.1.2 Annual marketing budgets by company turnover
6.2 Global Food and Beverage Industry: Planned Change in Marketing Expenditure
6.2.1 Planned change in marketing expenditure levels by region
6.2.2 Planned change in marketing expenditure levels by company turnover
6.2.3 Planned change in marketing expenditure levels vs. revenue growth expectations
6.2.4 Net change in planned marketing expenditure in all industries
6.3 Global Food and Beverage Industry: Future Investment by Media Channel
6.3.1 Future investment by media channel by region
6.3.2 Future investment by media channel by company turnover
6.4 Global Food and Beverage Industry: Suppliers' Future Investment in Marketing and Sales
6.4.1 Future investment in marketing and sales by region
6.4.2 Future investment in marketing and sales by company turnover
7 Global Food and Beverage Industry: Marketing and Sales Behaviors in 2012–2013
7.1 Global Food and Beverage Industry: Key Marketing Aims of Suppliers for 2012–2013
7.1.1 Key marketing aims by region
7.1.2 Key marketing aims by company turnover
7.1.3 Key marketing aims by revenue growth expectations
7.2 Global Food and Beverage Industry: Essential Amendments to Marketing Activities in 2012–2013
7.2.1 Amendments to marketing activities by region
7.2.2 Amendments to marketing activities by company turnover
7.3 Global Food and Beverage Industry: Use of New Media for Business Prospects
7.3.1 Use of new media by region
7.3.2 Use of new media by company turnover
7.4 Global Food and Beverage Industry: Critical Success Factors for Choosing a Marketing Agency
7.4.1 Critical success factors by region
7.4.2 Critical success factors by company turnover
8 Appendix
8.1 Global Food and Beverage Industry Survey Results – Closed Questions
8.2 About Canadean
8.3 Disclaimer


List of Tables
Table 1: Total Global F&B Industry Survey Respondents by Company Type, 2012
Table 2: Global F&B Industry Buyer Respondents by Job Role (%), 2012
Table 3: Global F&B Industry Buyer Respondents by Region (%), 2012
Table 4: Global F&B Industry Buyer Respondents by Turnover (%), 2012
Table 5: Global F&B Industry Supplier Respondents by Job Role (%), 2012
Table 6: Global F&B Industry Supplier Respondents by Region (%), 2012
Table 7: Global F&B Industry Supplier Respondents by Company Turnover (%), 2012
Table 8: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012
Table 9: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%), 2010–2012
Table 10: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%), 2010–2012
Table 11: Revenue Growth Optimism by Global F&B Industry Suppliers (%), 2010–2012
Table 12: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012
Table 13: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012
Table 14: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012
Table 15: Global Food Manufacturers’ Industry: Key Expected Changes in Business Structure(%), 2012
Table 16: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012
Table 17: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012
Table 18: Key Expected Changes in Business Structure by Region: Global F&B Industry (%), 2012
Table 19: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012
Table 20: M&A Activity in the Global Food Manufacturers' Industry (%), 2010–2012
Table 21: M&A Activity in the Global Beverage Manufacturers' Industry (%), 2010–2012
Table 22: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012
Table 23: M&A Activity by Region: Global F&B Industry (%), 2012
Table 24: M&A Activity by Turnover: Global F&B Industry (%), 2012
Table 25: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012
Table 26: Forecast of Capital Expenditure by Global Beverage Manufacturers' Industry (%), 2012
Table 27: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012
Table 28: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012
Table 29: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Table 30: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Table 31: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Table 32: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012
Table 33: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Table 34: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Table 35: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Table 36: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012
Table 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012
Table 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012
Table 39: Growth Projections in Developed Markets: Global F&B Industry Suppliers (%), 2012
Table 40: Global F&B Industry: Leading Business Concerns (% All Respondents), 2010–2012
Table 41: Leading Business Concerns for Global Food Manufacturers(%) 2010–2012
Table 42: Leading Business Concerns for Global Beverage Manufacturers(%), 2010–2012
Table 43: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013
Table 44: Global F&B Industry: Leading Business Concerns by Region (%), 2012–2013
Table 45: Global F&B Industry: Leading Business Concerns by Company Turnover (%), 2012–2013
Table 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Table 47: Global F&B Industry: Securing Buyer Business by Region (%), 2012
Table 48: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012
Table 49: Actions to Maintain and Secure Buyer Business by Procurement Budget (%), 2012
Table 50: Annual Marketing Budgets: Global F&B Industry Suppliers (%), 2010–2012
Table 51: Annual Marketing Budgets in the Global F&B Industry by Region (%), 2012
Table 52: Annual Marketing Budgets in the Global F&B Industry by Turnover (%), 2012
Table 53: Planned Change in Marketing Expenditure Levels: Global F&B Industry Suppliers (%), 2010–2012
Table 54: Global F&B Industry: Planned Change in Marketing Expenditure by Region (%), 2012
Table 55: Global F&B Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012
Table 56: Net Change in Planned Marketing Expenditure, All Industries (%) 2012
Table 57: Future Investment by Media Channels: Global F&B Industry Suppliers, 2012
Table 58: Global F&B Industry: Future Investment in Marketing and Sales (%), 2012
Table 59: Global F&B Industry: Future Investment in Marketing and Sales by Region (%), 2012
Table 60: Global F&B Industry: Future Investment in Marketing and Sales by Turnover (%), 2012
Table 61: Key Marketing Aims: Global F&B Industry Suppliers (%), 2012
Table 62: Global F&B Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012
Table 63: Amendments to Marketing Activities: Global F&B Industry Suppliers (%), 2012
Table 64: Global F&B Industry: Amendments to Marketing Activities by Region (%), 2012
Table 65: Global F&B Industry: Amendments to Marketing Activities by Turnover (%), 2012
Table 66: Use of New Media: Global F&B Industry Suppliers (%), 2012
Table 67: Global F&B Industry: Use of New Media by Region (%), 2012
Table 68: Global F&B Industry: Use of New Media by Company Turnover (%), 2012
Table 69: Critical Success Factors: Global F&B Industry Suppliers (% ), 2012
Table 70: Global F&B Industry: Critical Success Factors by Region (%), 2012
Table 71: Global F&B Industry: Critical Success Factors by Turnover (%), 2012
Table 72:Global Food and Beverage Industry Survey Results - Closed Questions


List of Figures
Figure 1: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012
Figure 2: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%),2010–2012
Figure 3: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%),2010–2012
Figure 4: Revenue Growth Optimism by Global F&B Industry Suppliers(%),2010–2012
Figure 5: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012
Figure 6: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012
Figure 7: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012
Figure 8: Company Revenue Growth Optimism: Cross Industry Comparisons (%), 2012
Figure 9: Global Food Manufacturers’ Industry: Key Expected Changes in Business Structure(%), 2012
Figure 10: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012
Figure 11: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012
Figure 12: Expected Changes In Business Structure by Senior Level Respondents (%), 2012
Figure 13: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012
Figure 14: M&A Activity in the Global Food Manufacturers' Industry (%),2010–2012
Figure 15: M&A Activity in the Global Beverage Manufacturers' Industry (%),2010–2012
Figure 16: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012
Figure 17: M&A Activity by Region: Global F&B Industry (%), 2012
Figure 18: M&A Activity by Turnover: Global F&B Industry (%), 2012
Figure 19: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012
Figure 20: Forecast of Capital Expenditure by Global Beverage Manufacturers' Industry (%), 2012
Figure 21: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012
Figure 22: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012
Figure 23: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Figure 24: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Figure 25: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Figure 26: Planned Change in Staff Recruitment by Global F&B Industry Suppliers (%), 2012
Figure 27: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012
Figure 28: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Figure 29: Global F&B Industry: Top Ten Growth Regions (%), 2012
Figure 30: Global F&B Industry: Top Five Emerging Markets, 2012
Figure 31: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Figure 32: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Figure 33: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012
Figure 34: Global F&B Industry: Demand in Emerging Markets by Region (%), 2012
Figure 35: Global F&B Industry: Demand in Emerging Markets by Turnover (%), 2012
Figure 36: Global F&B Industry: Top Five Developed Regions by Growth, 2012
Figure 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012
Figure 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012
Figure 39: Growth Projections in Developed Markets by Region (% 'Increase' Responses), 2012
Figure 40: Growth Projections in Developed Markets by Turnover (% 'Increase' Responses), 2012
Figure 41: Global F&B Industry: Leading Business Concerns (% All Respondents), 2012
Figure 42: Global F&B Industry: Top Five Leading Business Concerns, 2012–2013
Figure 43: Leading Business Concerns for Global Food Manufacturers(%) 2012–2013
Figure 44: Leading Business Concerns for Global Beverage Manufacturers(%) 2012–2013
Figure 45: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013
Figure 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Figure 47: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012
Figure 48: Annual Marketing Budgets: Global F&B Industry Suppliers (%), 2010–2012
Figure 49: Annual Marketing Budgets in the Global F&B Industry by Region (%), 2012
Figure 50: Annual Marketing Budgets in the Global F&B Industry by Turnover (%), 2012
Figure 51: Planned Change in Marketing Expenditure Levels: Global F&B Industry Suppliers (%), 2010–1012
Figure 52: Global F&B Industry: Planned Change in Marketing Expenditure by Region (%), 2012
Figure 53: Global F&B Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012
Figure 54: Global F&B Industry: Planned Change in Marketing Expenditure by Revenue Growth Expectations (%), 2012
Figure 55: Future Investment by Media Channels: Global F&B Industry Suppliers, 2012
Figure 56: Global F&B Industry: Future Investment by Media Channels by Region (%), 2012
Figure 57: Global F&B Industry: Future Investment by Media Channels by Turnover (%), 2012
Figure 58: Global F&B Industry: Future Investment in Marketing and Sales (%), 2012
Figure 59: Global F&B Industry: Future Investment in Marketing and Sales by Region (%), 2012
Figure 60: Global F&B Industry: Future Investment in Marketing and Sales by Turnover (%), 2012
Figure 61: Key Marketing Aims: Global F&B Industry Suppliers (%), 2012
Figure 62: Global F&B Industry: Key Marketing Aims by Region (%), 2012
Figure 63: Global F&B Industry: Key Marketing Aims by Company Turnover (%), 2012
Figure 64: Global F&B Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012
Figure 65: Amendments to Marketing Activities: Global F&B Industry Suppliers (%), 2012
Figure 66: Global F&B Industry: Amendments to Marketing Activities by Region (%), 2012
Figure 67: Global F&B Industry: Amendments to Marketing Activities by Turnover (%), 2012
Figure 68: Use of New Media: Global F&B Industry Suppliers (%), 2012
Figure 69: Global F&B Industry: Use of New Media by Region (%), 2012
Figure 70: Global F&B Industry: Use of New Media by Company Turnover (%), 2012
Figure 71: Critical Success Factors: Global F&B Industry Suppliers (% ), 2012
Figure 72: Global F&B Industry: Critical Success Factors by Region (%), 2012
Figure 73: Global F&B Industry: Critical Success Factors by Turnover (%), 2012

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