1 Food and Beverage Industry Outlook Survey: Executives Plan to Spend and Invest in Recipe for Growth kpmg.com
2 KPMG s Food and Beverage Industry Outlook Survey KPMG LLP, (KPMG) the audit, tax, and advisory firm, surveyed 13 C-suite and other top-level executives in the food and beverage industry during the second quarter of 212. Participants were asked about business conditions in their sector, the most significant revenue growth opportunities, and any barriers to growth that may exist. They were also asked a variety of questions about the economy, including factors they perceive might impede or support their sector s recovery, and to assess the impact advancing technologies may have on their business model. These responses were compared to the findings of a similar survey conducted among food and beverage executives in the second quarter of 211.
3 Foreword 2 findings from KPMG s 212 Food and Beverage Industry Outlook Survey 4 An increasing appetite for growth 6 Building on positive sector momentum 8 Challenging market factors 1 Data analytics and cloud computing 12 Exploring digital marketing channels 13 Risk and regulatory challenges 14 Economic outlook 15 Headcount 16 Final thoughts from KPMG 18 KPMG: A leader in serving the food and beverage industry 2 How KPMG can help 2 Contents
4 2 Food and Beverage Industry Outlook Survey Foreword
5 Food and Beverage Industry Outlook Survey 3 Faced with a stagnant economy, food and beverage executives plan on investing more in new products and technology, while seeking out merger and acquisition activity to fuel sector growth. Yet, due to the current environment, companies will also likely need to keep their focus on eliminating costs and improving operational efficiencies while placing an increased emphasis on talent management and regulatory compliance. Technology is expected to continue to play a vital role in food and beverage business strategies, with many executives looking to increase their use of data analytics to gain customer insight, promote brands and products, and make better pricing decisions. By embracing data analytics as a business imperative, sector executives will likely be in a better position to gain a competitive advantage in the rapidly evolving global digital economy. Meanwhile, the impact of social media and other digital marketing channels continues to gain ground, being utilized more by food and beverage companies for brand promotion, customer insight, and recruiting purposes. In contrast to last year, this year s results reveal an increasing awareness of the challenges presented by an evolving regulatory landscape, with many executives reporting progress in proactively addressing regulatory and risk-related issues. Additionally, they indicate a greater focus on talent management and retention initiatives, citing a lack of qualified labor as a significant challenge to growth, leading to an increased focus on compensation and training over the next year. Overall, 212 survey results reveal slow and steady sector progress as evidenced by revenue increases and hiring activity over the last 12 months. Executives believe that such trends will continue, with modest gains expected in these areas for the year ahead. However, respondents are less enthusiastic over the longer-term outlook, with many pushing back their predictions for a complete U.S. economic recovery until 214 or beyond. On behalf of KPMG, I would like to thank those who participated in this survey. I hope the findings are useful to you in addressing market challenges and opportunities. I also welcome the chance to discuss this study and its implications for your business in the year ahead. Patrick Dolan National Line of Business Leader Consumer Markets KPMG LLP
6 4 Food and Beverage Industry Outlook Survey findings from KPMG s 212 Food and Beverage Industry Outlook Survey KPMG s survey reflects the responses of 13 food and beverage sector executives from large, U.S.-based companies with $1 million or more in annual revenue. Forty-two percent of respondents worked for companies with annual revenue of $1 million to $1 billion, while 34 percent represented companies with annual revenue of $1 billion to $1 billion, and 23 percent worked for companies with revenue exceeding $1 billion. One percent represented companies with less than $1 million in annual revenue. Sixty percent of these companies are privately held, and 4 percent are publicly held.
7 Food and Beverage Industry Outlook Survey 5 Survey key findings: Sixty-eight percent of executives surveyed indicate that their companies have significant cash on their balance sheet, up from 63 percent in 211. The majority indicate they will look to make investments over the next 18 months, while 27 percent say investment is already underway. More than half (59 percent) of survey respondents plan to increase capital spending over the next year, with the highest-priority investment areas being new products or services (39 percent), and the acquisition of a business (38 percent). In fact, 62 percent of executives believe their companies are likely to be involved in a merger or acquisition in the next two years. Technology will be a key investment area, with 36 percent citing it to be a top investment priority over the next year. Many acknowledge that technology, such as data analytics and cloud computing, will help reduce costs, enhance interactions with customers and suppliers, and accelerate time to market. Forty percent of executives cite operational improvements and making significant cost reductions as top initiatives for their companies over the next two years. Most point to pricing concerns and input costs as the most significant threats to revenue growth and profit margins. This year s survey results show greater attention toward regulatory changes, with 67 percent reporting they are most concerned with how the Food Safety Modernization Act may affect their businesses. Respondents indicate that they are more focused on talent management/retention initiatives compared to last year s survey results, with an increased emphasis on compensation and training. More than half (57 percent) of executives surveyed say that revenue is up from last year, and 72 percent expect revenue to continue to climb this year. Similarly, 53 percent believe their companies will increase the number of U.S. employees in the year ahead. However, 31 percent do not anticipate their company s headcount to ever return to pre-recession levels. 212 KPMG LLP, a Delaware limited liability partnership 212 KPMG and LLP, the a U.S. Delaware member limited firm liability of the KPMG partnership network and of the independent U.S. member member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative firms affiliated ( KPMG with International ), KPMG International a Swiss entity. Cooperative All rights ( KPMG reserved. International ), 26471NSS a Swiss entity. All rights reserved NSS
8 6 Food and Beverage Industry Outlook Survey An increasing appetite for growth In pursuit of growth, food and beverage companies will likely look to ramp up investment and spend more over the next year, particularly in the areas of new products, mergers and acquisitions, and technology. With significant cash on their balance sheets and many respondents reporting improved cash positions over the last year, companies are well positioned to be more aggressive to drive growth organically and inorganically. At the same time, challenging market factors will likely demand that they not only focus on growth, but also continue to focus on cost reduction and operational efficiency while maintaining an emphasis on talent management and regulatory changes. Capital spending and investing Food and beverage companies have significant cash on their balance sheets and are ready to invest. In fact, 68 percent of survey respondents report that their company has significant cash on its balance sheet, of which 27 percent acknowledge that investment is already significantly underway. Sixty-eight percent of respondents feel their company has a great deal of cash on their balance sheets; and the majority indicate they will look to make investments in the next 18 months. Among those whose companies have significant cash on their balance sheets n = % Ready to spend Moreover, 59 percent of survey respondents expect their company s capital spending will increase over the next year, while 26 percent anticipate that it will stay the same. The majority of respondents indicate an increase in capital spending over the next year % 16% Increase by more than 1% Increase by 6% to 1% Increase by 1% to 5% About the same 27% 26% Decrease by 1% to 5% Decrease by 6% to 1% Decrease by more than 1% Q. What is the outlook for capital spending by your company over the next year? Much of this spending will be in the areas of new products and services (39 percent), acquisition of a business (38 percent), and information technology (36 percent). Developing new products or services and acquisitions Continue to be the primary focus for capital spending 8% 7% % 2 1 4% 6% Investment is significantly under way Third quarter 212 Fourth quarter 212 First quarter % 13% Second quarter 213 Second half and beyond Q. What do you think is the most likely time frame for investment? 11% 2% New products or services 32% Acquisition of a business Information technology Expanding facilities Advertising and marketing Geographic expansion Research and development Business model transformation 16% 13% 15% 15% 23% 24% 23% 19% 28% 39% 38% 33% 36% 33% 32% Employee compensation and training 13% 9% Multiple Responses Allowed Q. In which three areas do you expect your company to increase spending the most over the next year?
9 Food and Beverage Industry Outlook Survey 7 Pursuing M&A to fuel growth The sector will see continued merger and acquisition activity according to most survey respondents. As part of their quest for growth, 62 percent of the executives surveyed think it is likely that their company will be involved in a merger or acquisition either as a buyer or seller over the next two years. Sixty-two percent of the executives surveyed indicate their company will be involved in M&A activity % 24% 31% Initiatives garnering attention When asked about the top initiatives on the minds of management, more than a quarter of survey respondents cite the need to improve operational processes and related technology followed by significant investment in organic growth. Unlike last year, navigating significant changes in the regulatory environment is clearly on the radar this year and due to the increasing complexities surrounding regulation, will likely garner more attention from management moving forward. While investment in organic growth is a top Initiative, 47 percent of the executives indicated operational improvements and making significant cost reductions to their top initiative. 1 7% 5% 7% Significant improvement of operationand financial processes and related technology Significant investment in organic growth (new product development, pricing strategies, geographic expansion) 23% 22% 3% 33% Very likely (as a buyer) Somewhat likely (as a buyer) Very likely (as a seller) Somewhat likely (as a seller) No plans for M&A activity Not sure/don't know Q. What is the likelihood that your firm will be involved in a merger/acquisition in the next two years? Significant cost reduction initiatives Merger/acquisition 17% 18% 14% 13% Significant changes in business model 9% 12% Strategic divestiture of current assets 4% 1% Navigating significant changes in the regulatory environment 4% % Q. What is the top initiative from a management perspective for the next two years in terms of energy, time, and resources?
10 8 Food and Beverage Industry Outlook Survey Building on positive sector momentum Most executives believe the food and beverage sector will continue to grow over the next year. Eighty-two percent of survey respondents expect sector growth during the next year, of which 6 percent predict only gains of about 1 percent or less. Similar to the 211 survey, respondents anticipate sector growth to be 1 5 percent over the next year % Revenue growth Most food and beverage companies saw revenue rise during the last 12 months. Fifty-seven percent of survey respondents report an increase in revenue over the last year, while 35 percent remained the same. Interestingly, these results fell short of the executives expectations in last year s survey, in which 68 percent expected higher revenue in 212, while 27 percent predicted they would remain flat. Over half of the respondents report their company s revenue is higher compared to one year ago 5 47% Mean 212: % 2 1 5% 17% 13% 4% % 1% % 8% Increase by more than 1% Increase by 6% to 1% Increase by 1% to 5% No change Q. What do you estimate your industry s growth rate will be over the next year? Decrease by 1% to 5% Decrease by 6% to 1% Decrease by more than 1% Significantly Moderately About higher higher the same 212 Q. Compared with this time last year, how would you describe your company's current revenue? % Moderately Significantly lower lower 1 = Significantly worse and 5 = Significantly improved
11 Food and Beverage Industry Outlook Survey 9 Looking ahead this year, executives expect revenue to continue its upward climb. When asked to describe their revenue expectations a year from now, 72 percent of executives predict that revenue will increase, while 24 percent believe revenue will stay flat. Respondents anticipate revenue to be moderately higher one year from now. 6 58% 5 4 Mean: 3.8 It s all about the customers Retaining and adding customers remains the key to driving revenue growth in the food and beverage sector, according to 47 percent of executives surveyed. Other top revenue drivers cited by respondents include expansion in core and new markets (38 percent) and product innovations (29 percent). These results were in line with the responses from last year s survey. Executives indicate retaining and adding new customers, expansion in core and new markets, and product innovation to help drive growth. Retaining and adding customers 41% 47% % 24% Expansion in core/ new markets 38% 33% 1 4% % Product innovations 29% 3% Significantly higher Moderately higher About the same Moderately lower Significantly lower 1 = Significantly worse and 5 = Significantly improved Improving economic conditions 22% 26% Q. What do you expect your company's revenue to be like one year from now? Increasing consumer spending 21% 22% Multiple responses allowed Q. What do you believe will be the biggest drivers of your company's revenue growth over the next one to three years?
12 1 Food and Beverage Industry Outlook Survey Challenging market factors Despite the momentum and growth investments food and beverage has experienced over the past year, executives point to costs of inputs and discounting as the most significant threats to profit margins, with regulatory compliance becoming an increasing threat as well. Q. Which of the following items pose the greatest threat to your company s profit margins in the next 12 months? 212 Top 5 threats to profit margins 211 Top 5 threats to profit margins 1. Costs of inputs or merchandise 1. Costs of inputs or merchandise 2. Discounting and other sales incentives 2. Discounting and other incentives 3. Decreased sales volumes 3. Decreased sales volumes 4. Regulatory compliance 4. Administrative and marketing costs 5. Inventory carrying costs 5. Regulatory compliance Overcoming growth obstacles Meanwhile, similar themes resonated when considering obstacles toward achieving growth. Pricing pressures, volatile commodity/input prices, and a lack of consumer demand rounded out the top three answers listed as the most significant growth barriers over the next year. Notably, a lack of a qualified workforce is a growing concern for the industry as indicated by this year s results over last year. Q. Which of the following are the most significant growth barriers facing your company over the next year? Top Growth Barriers 212 Top Growth Barriers Pricing pressures 1. Pricing pressures 2. Volatile commodity/input prices 2. Volatile commodity/input prices 3. Lack of customer demand 3. Labor costs 4. Labor costs 4. Lack of customer demand 5. Energy prices 5. Energy prices 6. Lack of qualified workforce 6. Regulatory and legislative pressures 7. Regulatory and legislative pressures 7. Inflation 8. Inflation 8. Lack of a qualified workforce
13 Food and Beverage Industry Outlook Survey 11 Strategies to combat costs Volatile merchandise costs continue to create a variety of challenges for food and beverage companies. To help combat these costs, 67 percent of executives report optimizing sales, general and administrative (SG&A) and supply chain costs, while 53 percent are implementing commodity hedging strategies. Over half of the respondents have implemented some form of hedging strategies for commodities to help combat the impact of volatile input costs on margins. Factors hindering recovery More than half of survey respondents view decreased consumer confidence (58 percent) and the continued high national unemployment rate (52 percent) as the two top factors hindering the food and beverage sector s recovery. Other top factors cited include increased government regulation (3 percent) and the distressed real estate market (17 percent). Decreased consumer confidence and high national employment continue to hinder sector growth % 53% 41% 22% 18% Decreased consumer confidence Continued high national unemployment 58% 57% 52% 59% 1 Optimizing SG&A and supply chain costs Enhancing trade spend efficiency Hedging strategies for commodities Revisiting service delivery models Customer-centric pricing strategies (offshoring/shared services) Multiple responses allowed Increased government regulation Distressed real estate market 3% 24% 17% 19% Q. What strategies has your organization implemented to help combat the impact of volatile input costs on margins? Limited access to credit for consumers 12% 16% Multiple responses allowed Q. What are the top factors most likely to hinder sector growth?
14 12 Food and Beverage Industry Outlook Survey Data analytics and cloud computing More and more companies are realizing the value of data analytics to support strategic decision making throughout the organization. In fact, nearly two-thirds (65 percent) of survey respondents say that data analytics play a key role in helping provide customer insight, as well as in the areas of brand and product management (57 percent) and in pricing decisions (54 percent). Respondents indicated they use some form of data analytics to help gain insight on customers, brand, and product management and to help make pricing decisions % 57% Customer insight Brand and product management Pricing decisions Multiple responses allowed 54% 39% 38% Market expansion Operating model optimization Portfolio rationalization Q. In what areas does your organization use data analytics to help support strategic decision making? 32% However, when asked to describe the organizational maturity regarding usage of data analytics, more than half of executives rate their company s data analytics literacy as average or behind their competitors. Meanwhile, 22 percent admit that they re rapidly moving toward high analytical literacy, and 17 percent say they are already there. One out of five respondents indicate their data analytic capabilities are behind their competitors % 22% 36% 2% My company has high data analytics literacy My company is rapidly moving toward becoming an enterprise with high analytical literacy My company is about average when it comes to utilizing analytics, and our management team and workforce have an average analytical literacy My company has some data analytics capabilities, but at the moment we are behind our competitors when it comes to utilizing analytics, and our management team and workforce have average to low analytical literacy My company has no formal data analytics capabilities, and our management team and workforce have low analytical literacy Don't know Q. Which of the following best characterizes the data analytics maturity of your company? 2% 3% Cloud computing Respondents indicate cloud offers many advantages, including reduced costs, accelerated time to market, and increased interaction with customers/suppliers. Yet, when asked, the potential of adopting cloud usage in their companies over the next three years, survey respondents cite cost and technology complexity as key challenges. Q. Which of the following best describe the potential impact of cloud computing on your business model/operations? Q. What do you see as the biggest challenges for your business to adopt cloud usage in the next three years? Top 5 Cloud adoption benefits Change interaction with customers/ suppliers Reduce costs Accelerate time to market Greater transparency on transactions Fundamentally change business model Top 5 Cloud adoption challenges Cost Technology complexity Security/privacy governance Measuring return on investment Displacement of existing tech roadmap
15 Food and Beverage Industry Outlook Survey 13 Exploring digital marketing channels As food and beverage companies explore new ways of doing business and reaching more customers, 63 percent of survey respondents acknowledge that social media is having a significant impact on the industry. Other digital marketing channels are also making their mark, including campaigns (31 percent) and mobile promotions (23 percent). Social media continues to have the most significant impact on business as it relates to digital marketing channels % 31% 23% Social media (Facebook, Twitter, etc.) campaigns Mobile promotions Multiple responses allowed 18% Online shopping Mobile payments Mobile shopping Q. Which of the following digital marketing channels is having a significant impact on your business? 13% 9% Food and beverage executives plan to use digital, social, and mobile technologies in a variety of ways over the next 12 months. In fact, 52 percent have plans to use social media for external brand promotion, and 51 percent will use social media to gain customer insight. Use of social media, mobile technology, and digital media Social Media Mobile Technology Digital Media 52% 51% 36% 34% 29% 25% 19% 18% 27% 2% Social Media Mobile Technology Digital Media Social media for external brand promotion Social media for customer insight Social media for recruiting Social media for two-way customer engagement Customer-facing mobile applications Mobile-specific, customer-facing web sites Enterprise mobile applications Location-based marketing using mobile technology Creation and distribution of digital media marketing messages using video (including company-specific external video channels) Creation and distribution of digital media internal messages using video Multiple responses allowed Q. How is your company planning to use digital/social/mobile technologies over the next year and for what purpose? 212 KPMG LLP, a Delaware limited liability partnership 212 KPMG and LLP, the a U.S. Delaware member limited firm liability of the KPMG partnership network and of the independent U.S. member member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative firms affiliated ( KPMG with International ), KPMG International a Swiss entity. Cooperative All rights ( KPMG reserved. International ), 26471NSS a Swiss entity. All rights reserved NSS
16 14 Food and Beverage Industry Outlook Survey Risk and regulatory challenges Evolving regulation and changing marketplace dynamics have added to the need for companies to implement a strong internal risk framework. When asked to identify any existing challenges preventing the adoption of a formal risk policy, half (53 percent) of survey respondents believe culture and behavior pose significant obstacles. Half of the respondents feel that their company s internal culture and behaviors are the main challenges to adopting a risk policy. Culture and behavior Process integration/ efficiency of operations Clearly defined roles and responsibilities Shared resources across the organization 18% 24% 31% 29% 28% 35% 5% 5% The Food Safety Modernization Act has attracted the greatest regulatory focus as indicated by 67 percent of the food and beverage executives surveyed. Sixty-seven percent of respondents indicate that they are most focused on the Food Safety Modernization Act in terms of regulations and mandates % 42% Food Safety Modernization Act Healthcare reform Product recalls Multiple responses allowed 29% 21% Labor/immigration Laws Dodd-Frank conflict minerals 6% Governance framework Don t know 18% 8% 1% 18% Q. What regulations and mandates is your organization most focused on? Taxing regulation Survey respondents also note that evolving tax regulation may impact their business strategy, with 28 percent believing it will result in less capital investment. Multiple responses allowed Over one in four executives indicate that evolving federal tax policies are having an impact on capital investments and hiring. Q. What challenges exist within your organization that might stand in the way of a formally adopted risk policy? Less capital investment 28% 32% Changing business structure/ Impact to hiring 14% 27% Increased overseas expansion 16% 24% Increased domestic expansion 6% 12% Increased M&A (mergers and acquisitions) activity 1% 17% 33% Don t know 31% Multiple responses allowed Q. How will evolving federal tax policy impact your organization's business strategy?
17 Food and Beverage Industry Outlook Survey 15 Economic outlook Executives believe that modest improvements in U.S. business conditions will continue but have pushed back their estimated time line for economic recovery to 214 or later, with concerns that decreased consumer confidence, continued high national unemployment, and increased government regulation are hindering a full U.S. economic recovery. Business conditions More than half (56 percent) of food and beverage executives surveyed believe that U.S. business conditions will improve in a year s time. These results closely mirror the results from 211, when 54 percent anticipated economic conditions to improve in a year s time. Executives expect improved U.S. business conditions one year from now % Mean: 3.4 U.S. economic recovery Taking a broader view, hopes for a substantial U.S. economic recovery seem to have been pushed back for at least another full year, according to the food and beverage executives surveyed. While 4 percent predict that it is possible for 213, more than half (59 percent) believe it will take longer to achieve. Twenty-eight percent anticipate a full recovery in 214, while 31 percent predict it will take until 215 or beyond. Executives expect the time line for overall U.S. economic recovery to be delayed by one full year % 28% 31% % % Significantly improved Moderately improved About the same 28% 14% Moderately worse Significantly worse 2% 1 = Significantly worse and 5 = Significantly improved 1% End of 212 First half of 213 End of 213 Q. When do you think the U.S. economy as a whole will recover? Recovery will be substantially complete by: End of 214 End of 215 or later Q. A year from now, what are your expectations for the U.S. economy?
18 16 Food and Beverage Industry Outlook Survey Headcount Companies in our survey added more U.S. employees over the last year, with 5 percent of respondents reporting an increase in headcount, a significant jump from 211 results, which reported a 35-percent increase in personnel. Fifty percent of the executives indicate employment is higher for their companies compared to one year ago. Increased by more than 6% Increased by 4% to 6% Increased by 1% to 3% About the same Decreased by 1% to 3% Decreased by 4% to 6% Decreased by more than 6% Not sure/ Don't know % % 4% 4% 3% 6% 6% 8% 12% 13% 17% 21% 21% 25% 25% 35% Q. Compared with this time last year, how would you describe your company's current U.S. headcount? Furthermore, food and beverage executives expect the hiring momentum to continue, with 53 percent of respondents predicting they will add employees over the next year, up from 46 percent that held these expectations the previous year. Executives anticipate improved employment conditions for their companies one year from now % Increase by more than 6% 12% Increase by 4% to 6% 3% Increase by 1% to 3% 3% About the same % Decrease by 1% to 3% Decrease by more than 4% Q. How do you expect your company's U.S. headcount to change one year from now? 1% 1% Not sure/ Don't know Notably, 3 percent of survey respondents said that their U.S. headcount has already reached or is greater than pre-recession levels, but 16 percent think that it may never return to those levels. Almost two-thirds of respondents indicate employment has not returned or may never return to pre-recession levels. 3 3% 2 1 4% 6% 11% 13% 2% 16% Already at pre-recession levels Second half of 212 First half of 213 End of 213 End of 214 End of 215 or later Not at all Q. When do you expect your company's U.S. headcount to return to pre-recession levels?
19 Food and Beverage Industry Outlook Survey 17
20 18 Food and Beverage Industry Outlook Survey Final thoughts from KPMG Food and beverage executives indicate the biggest expected challenges in coming months include the ability to recognize and respond to customer needs and trends, responding to market competition, and managing the volatility of the price of raw materials. The sector as a whole is still challenged by continued high national unemployment and decreased consumer confidence, including limited ability to gain access to capital and increased government regulation. Executives tell us that they do not feel that employment has fully turned around in the sector and there is a mixed reaction as to what the job picture may look like next year.
21 Food and Beverage Industry Outlook Survey 19 Growth in a stagnant economy However, there are opportunities for growth, including responding to the new economic, social, and technological dynamics impacting the industry. Executives indicate that a key revenue driver over the next few years for the industry will be product innovations, both in services and in branding and promotion. We continue to see a shift towards customer and supplier collaboration which is allowing a better understanding of the needs of consumers as well as helping to share potential risks, costs and rewards throughout the supply chain, and more importantly, accelerating the speed to market. Inorganic growth, such as acquisitions, are offering a faster route to growth for some organizations than home-grown innovation as evidenced by the two-thirds of respondents who indicated that their company will be involved in a merger or acquisition over the next two years, with much of that expansion fueled by the significant cash reserves that companies have built up. Companies in the industry also have an opportunity to leverage the change in U.S. demographics and focus on specialty trends, such as and organic food and beverage products, ethnic foods, and products considered to help promote health and wellness. Companies taking advantage of these niche segments are hoping to help increase share-of-wallet and top line revenues in an otherwise slow-growth market. Leveraging the use of technology, such as the use of cloud computing, business intelligence tools, and social media could be a strategic way of gathering information to refine customer segmentation and marketing efforts. In addition to providing visibility to customer insight, access to big data is providing executives with insight to help optimize operating models and rationalize portfolios, as well as revealing information related to new markets and pricing strategies. Rebuilding business models and operations to improve margins While growth seems to be a top initiative for food and beverage companies, executives continue to focus on cost reductions and identifying ways to streamline operational and financial processes. In our experience, budget cutting can take organizations only so far. To sustain working capital improvements, companies need to consider deeper, more systemic changes to drive down costs and increase standardization. Food and beverage companies are demanding more of technology to help automate processes as well as improve supply chain transparency and agility. Companies in our sector are also exploring strategies to help deal with rising input costs and the impact to margins, including implementing hedging strategies, working with retailers to enhance trade spend efficiencies, and revisiting service delivery models such as creating shared service centers and offshoring a variety of back office functions. Managing risk and addressing regulation This year s survey results also indicate companies are proactively addressing changes in the regulatory environment, such as the Food Safety Modernization Act, as well as federal tax policies and healthcare reform. They are also proactively addressing risk management-related issues. Food and beverage companies have an opportunity to take advantage of tax cash savings and available government credits and incentives to benefit the bottom line. Examples include exploring state and local incentive opportunities for expansions and relocations; capturing eligible R&D tax credits and tax credits related to supporting energy-saving; or environmentally sensitive upgrades to facilities, physical plant, and equipment. Attributes of successful companies priorities for companies in the industry will be to create a customer-facing organization through value differentiation, growth and innovation, and better channel management. Also, companies will need to streamline and standardize key processes such as creating an optimized supply chain while implementing effective risk management practices. We believe that companies that will succeed in the long run will be those that have a true understanding of who their customers are and what they want, as well as those who develop a strong brand that provides clear positioning in the marketplace and differentiation in the eyes of the consumer.
22 2 Food and Beverage Industry Outlook Survey KPMG: A leader in serving the food and beverage industry Food and beverage companies continue to face a demanding market environment that requires them to actively manage change that may impact sales and performance. Having the right professional services firm is critical to addressing these challenges and achieving financial goals. KPMG in the United States is a leading accounting, tax, and advisory firm for the consumer markets industry and working with our network of member firms, we serve clients worldwide. Our Food, Drink, and Consumer Goods practice is comprised of accomplished professionals, from top food, drink, and consumer goods companies that possess the knowledge, experience, and skills necessary to sort through today s complex business problems. By developing insights into industry trends and approaching market opportunities with a fresh perspective, we offer company-specific guidance that helps our clients become or remain market leaders. How KPMG can help Audit Services Financial Statement Audit Audits of Internal Controls over Financial Reporting Other Attestation Tax Services Federal Economic and Valuation Services International Corporate Services International Executive Services Mergers and Acquisitions State and Local Advisory Services Management Consulting Business effectiveness Financial management IT advisory Operational strategy People and change Risk Consulting Accounting advisory Financial risk management Forensic Internal audit, risk, and compliance IT advisory Transactions & Restructuring Corporate finance Restructuring Transaction services
23 Food and Beverage Industry Outlook Survey 21
24 contacts Patrick Dolan National Line of Business Leader Consumer Markets T: E: Mike Hughes National Account Leader Food, Drink & Consumer Goods T: E: Brian Hegarty National Audit Leader Food, Drink & Consumer Goods T: E: Tom Theodoropoulos National Tax Leader Food, Drink & Consumer Goods T: E: Anne Giometti National Marketing Director Consumer Markets T: E: Raman Kansal National Line of Business Director Consumer Markets T: E: kpmg.com The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. KPMG LLP, the audit, tax and advisory firm (www.kpmg.com/us), is the U.S. member firm of KPMG International Cooperative ( KPMG International ), a Swiss entity, KPMG International s member firms have 145, professionals, including more than 8, partners, in 152 countries. firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International NSS InterAction Activity Code: MTL1324
Retail Industry Outlook Survey: Modest Gains Keep Cautious Optimism in Style kpmg.com KPMG s Industry Outlook Survey KPMG LLP, the audit, tax and advisory firm, surveyed C-suite and other top-level executives
Commercial Real Estate survey: Executives Title here move forward in slow Additional information in Univers 45 Light 12pt market on 16pt leading SECTORS AND THEMES kpmg.com Will look to increase efficiencies
ADP 2015 Midsized Business Owners Study Engagement, Talent Rising 1 ADP Action Paper November 2015 Executive Summary Midsized businesses play an important role in the recovering U.S. economy. The Association
PRIVATE COMPANIES Grooming Your Business for Sale Plan for the Future but Be Prepared for the Unexpected KPMG ENTERPRISE 2 Grooming Your Business for Sale Grooming Your Business for Sale Plan for the Future
KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased
2015 M&A Outlook Survey Report The Boom is Back: M&A Reemerges as Leading Growth Strategy kpmg.com Foreword M&A in the U.S. has finally reached prerecession levels. Deal value in the first three quarters
Building the business case for tax transformation Measuring and communicating the value of your tax transformation initiatives Many tax departments today face increasing pressure from their CFOs to elevate
KPMG Regulatory Risk and Compliance Practice Investment Management: Rising to the Risk and Compliance Challenge kpmg.com CONTENTS New Regulatory Frontiers: Forging Ahead in a Changing Landscape 1 A Proactive
Managing risk in a transforming healthcare organization How to stay competitive in a converging healthcare system kpmg.com 2 Healthcare Risk Management Managing the risk of healthcare transformation Healthcare
Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line
TAX U.S. Inbound Tax Helping foreign companies achieve tax-efficiency in their U.S. operations kpmg.com 2011 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network
SECTORS AND THEMES Successful Business Model Transformation Title here in the Financial Services Industry Additional information in Univers 45 Light 12pt on 16pt leading KPMG s Evolving World of Risk Management
SAP Thought Leadership Paper Mill Products An Enterprise Resource Planning Solution for Mill Products Companies Driving Operational Excellence and Profitable Growth Table of Contents 4 What It Takes to
The transformation of IT Risk Management kpmg.com The transformation of IT Risk Management The role of IT Risk Management Scope of IT risk management Examples of IT risk areas of focus How KPMG can help
www.alliedhr.com 04/2012 About the 2012 Research The 2012 Allied Workforce Mobility Survey, conducted in March 2012, captures the voice of HR professionals on critical topics relating to workforce mobility,
50 HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS Introduction With more access to information than ever before, job seekers are now carefully considering their
Serving the underserved market kpmg.com Consumers who have neither bank accounts (the unbanked) nor incremental credit (the underbanked) represent the largest untapped market for financial services organizations,
ADVISORY SERVICES Transforming Internal Audit: A Model from Data Analytics to Assurance kpmg.com Contents Executive summary 1 Making the journey 2 The value of identifying maturity levels 4 Internal audit
Achieving Faster Time to Market and Lowering Costs Accenture Product Lifecycle Management in Aerospace and Defense Survey 2014 Executive Summary Aerospace and defense companies want more from their investments
2013 IT Workforce snapshot The energy sector is being impacted by changes that will continue to challenge this sector into the foreseeable future. Technology is an essential player driving and supporting
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry
Going digital to transform how utilities serve customers and empower employees is a huge challenge and opportunity. Today s utility providers are challenged to find new avenues for growth due to shifting
18th Annual Global CEO Survey Redefining competition in a world without boundaries 95% of asset management CEOs say they re very or somewhat confident about growth over the coming three years 82% of asset
GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
Innovation Economy Outlook 2016 U.S. STARTUP OUTLOOK 2016 New reality prompts U.S. startups to focus on fundamentals Innovation Economy Outlook 2016 1 Letter from SVB s CEO We are pleased to present Startup
Business Effectiveness Balancing supplier risk versus reward kpmg.com 1 / Balancing supplier risk versus reward In the wake of constant demand and supply market changes driven by recent economic crises,
To Compete, You Must Transform: The Importance of Transforming Your B2B Digital Strategy May 24, 2106 Madhukar Kumar VP, Cloud Product Business Group, CX Oracle Andrew Cole, Director of Digital Content,
Cyber security: Are consumer companies up to the challenge? 1 Cyber security: Are consumer companies up to the challenge? A survey of webcast participants kpmg.com 1 Cyber security: Are consumer companies
Frontline Revolution: The New Battleground for Asset Managers Asset managers are rethinking their business models to capitalize on new trends in investor demand, according to a State Street survey of 300
Cisco Internet Business Solutions Group (IBSG) Cisco IBSG 2012 Cisco and/or its affiliates. All rights reserved. Next-Generation Supply Management Authors Ram Muthukrishnan Kevin Sullivan May 2012 Cisco
ADVISORY SERVICES Risk management in an evolving world Making the case for social media governance kpmg.com Risk management in an evolving world 3 Why good governance should be the foundation of your social
Why Understanding and Activating the Shopper s Journey is Vital to Driving Growth How CPG Manufacturers Can Harness the Power of Predictive Analytics to Build Their Brands and Win The consumer packaged
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping
G00255396 Digital Marketing Budgets Increase, Reflecting Focus on Customer Experience Published: 9 January 2014 Analyst(s): Laura McLellan Gartner's Digital Marketing Spending Survey shows that digital
Canadian Insurance Industry Risks & Opportunities Survey May 2014 kpmg.ca 2 Canadian Insurance Industry Risks & Opportunities Survey May 2014 We are pleased to release the results of our first annual Canadian
IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful
Canadian Life Sciences Industry Forecast 2007 Table of Contents Introduction 1 Key Findings 3 1. Financing continues to be the most critical success factor 4 2. Raising funds in the US is a challenge 5
Warmest welcome! 18th Baltic Utilities Seminar 18 th Baltic Utilities Seminar supports development of future engineering The BUS gift fund diverted to the purchase of study technology at Engineering High
Sage MAS 90 and 200 Extended Enterprise Suite S An End-to-End Approach to Business Software At Sage, we ve been supporting businesses like yours with world-class business software for well over a quarter
LIFE SCIENCES Transformation in Commercial Operations : Today s Life Sciences and Pharmaceutical Industry Balkrishan Kalra, Senior Vice President, Genpact Genpact commissioned a study through Pilgrim Partners
SUSTAINABILITY Sustainability reporting What you should know kpmg.com b Sustainability reporting What you should know KPMG LLP (KPMG) defines corporate sustainability as adopting business strategies that
etail Sales Compensation Survey Summary Overview of the Western Management Group s annual etail Sales Compensation Survey prepared by Axiom Consulting Partners Spring 2006 Background The Western Management
FUJITSU Application Managed Services Going digital What does it mean for Applications Management? Most public and private sector enterprises recognize that going digital will drive business agility and
Financial Services Internal Audit Increased expectations of value The critical issues financial institutions face today are affecting their entire business. The industry continues to face regulatory reform
The changing role of the IT department in a cloud-based world Vodafone Power to you 02 Introduction With competitive pressures intensifying and the pace of innovation accelerating, recognising key trends,
Briefing September 2013 Consider Latin America markets as a growth engine Opportunities and risks abound in a complex environment One look at the data and demographics and it is no wonder the idea of competing
2014 Digital Marketing Optimization Survey results Top lessons learned from the leaders Table of contents 1: Introduction 2: Five lessons from the top 20% #1: They test to make decisions 3: #2: They put
www.pwc.com/digitaliq PwC s 5th Annual Digital IQ Survey Digital Conversations and the C-suite Digital IQ PwC s 5th Annual Survey Findings: Leadership teams integrate digital conversations across all aspects
Sage Construction and Real Estate Information technology trends Summary report North America construction Introduction Sage serves more than 6 million small and midsized organizations worldwide, regularly
U.S. Bancorp Investor Day Wealth Management and Securities Services Terry Dolan Vice Chairman September 12, 2013 # Forward-looking Statements and Additional Information The following information appears
THE STATE OF SALES EXECUTION 2015 Trends Report Top Objectives and Challenges Facing Sales Leaders and Sales Teams Organizations in 2015 are continuing to make a fundamental shift toward more aggressive
IT Transformation Moving Beyond Service Management to a Strategic Business Role August 2013 kpmg.com KPMG surveyed over 275 attendees at ServiceNow s Knowledge13 conference, here is what we learned. Key
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
2011 South African Data Centre Green Excellence Award in Technology Innovation Cybernest 2012 2012 Global Enterprise Voice and Unified Messaging Customer Value Enhancement Award 2011 Frost & Sullivan 1
WHITE PAPER Next Best Action Using SAS Customer Intelligence Clear the Clutter to Offer the Right Action at the Right Time Table of Contents Executive Summary...1 Why Traditional Direct Marketing Is Not
Principles and Practices in Credit Portfolio Management Findings of the 2011 IACPM Survey www.iacpm.org TABLE OF CONTENTS I. INTRODUCTION...3 Survey Results Overview...3 Credit Portfolio Management Business
Marketing services mergers and acquisitions Grant Thornton Corporate Finance, Mergers and Acquisitions Summer 21 Activity returns to pre-recession levels M&A activity within the marketing services sector
Fourth Annual Executive Survey Attracting and Retaining Human Capital: Are You Ready to Compete? White Paper February 2013 2013 Executive Survey Reversal in Job Satisfaction Demands More Aggressive Hiring
When to Leverage Video as a Platform A Guide to Optimizing the Retail Environment Contents S1 An Industry in Transition Over the past few years, retail has seen seismic changes in how the customer shops.
The Digital Tipping Point McKinsey Global Survey results Organizations efforts to go digital and drive growth through digitization are picking up steam. But many have more work to do before they can scale
Resume Writing for Sourcing Careers Resume writing for supply chain professionals, particularly in sourcing careers, requires addressing specific challenges and goals that are important to the target employer.
IT advisory SERVICES Driving Business Value A closer look at ERP consolidations and upgrades KPMG LLP Meaningful business decisions that help accomplish business goals and growth objectives may call for
The Future of Consumer Health Care Coming Together To Lead The Consumer Health Care Industry 2 Creating a New Business Model in Consumer Health Care 3 Serve More Consumers In More Parts of the World, More
Developing a Free Credit Score Program kpmg.com Developing a Free Credit Score Program 1 Introduction U.S. regulators, including the Consumer Financial Protection Bureau (CFPB), have begun urging lenders
I Planning Guide What the CEO Needs From Human Resources How to help executives make well-informed decisions about the workforce. Table of Contents Top Business Challenges for Today s CEO... 3 What the
Managing Today s Professional Services Organization How to Improve Efficiency and Increase Profits As today's global economy mandates higher levels of management and corporate efficiencies, the diverse
Analysis of Survey Results 调 查 结 果 分 析 The American Chamber of Commerce in Shanghai 上 海 美 国 商 会 -2011 China business report Analysis of survey results Survey Overview This year s survey was conducted online
Thriving in the coming insurance industry transformation Five practical actions insurance companies can take to thrive kpmg.com Recent Insurance Industry Forecasts REDUCED LOSSES AND PREMIUMS AUTO INSURANCE
6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
Small Business Optimism Report Table of Contents Introduction 3 Survey Results 4 Economic Improvements: Perception vs. Reality 4 Top Concerns: Looking Back, Looking Ahead 5 Workforce Growth: Staying the
Assessing the Opportunities Presented by the Modern Enterprise Archive Published: November 2015 Analysts: James Haight, Research Analyst; David Houlihan, Principal Analyst Report Number: A0193 Share This
CAPITAL MARKETS Transforming operations and technology Positioning firms in the capital markets sector for long-term growth and success kpmg.com/capitalmarkets KPMG INTERNATIONAL 2 Transforming operations
KPMG LINK Work Force Your passport to powering global mobility programs and processes. KPMG LINK Work Force KPMG LINK Work Force reinvents the way you manage your global workforce ii Welcome to the world
Efficiency, alignment, and insight: Using technology to drive manufacturing improvements 1 Regardless of specialty or size, manufacturing companies share common goals: grow business, control costs, and
Microsoft Dynamics for Retail One solution connects retail end-to-end, driving growth and fostering customer relationships. Our vision is to empower midsized and enterprise retailers with a seamless and
Global Infrastructure: Trend Monitor Southeast Asian Transport Edition: Outlook 2010 2014 ADVISORY The Global Infrastructure: Trend Monitor is a series of publications allowing infrastructure expenditure
The State of IT Transformation for The Public Sector An Analysis by EMC and VMware EMC and VMware are helping IT groups at government and public sector organizations transform to business-focused service
Game Changer The Impact of Cognitive Technology on Business and Financial Reporting May 23, 2016 Today s presenter Marc Macaulay, Cognitive Technology Audit Leader, KPMG LLP Marc Macaulay is KPMG s Cognitive
Objectives Type Questions 1 Personal selling involves the two-way flow of communication between a buyer and seller, often in a faceto-face encounter, designed to influence a person's or a group's: A) self-esteem.
Customer Lifecycle Management How Infogix Helps Enterprises Manage Opportunity and Risk throughout the Customer Lifecycle Analytics can be a sustained competitive differentiator for any industry. Embedding
Shop Brock Workshop 1 discussed the emergence of Retail 3.0 - New realities and where retail is headed. Workshop 2 covered how the marketplace has moved online and how to keep up. In Workshop 3, we will
Utilities Sector Solution Overview Channel Management in Utilities Better Results Market Influences and Challenges The utilties industry has faced dramatic change and numerous challenges in recent years
CATALYST FOR CHANGE Capital program evolution in the chemical and pharmaceutical industries SUMMARY Commoditization, public sector austerity and creating a new pipeline of products are some of the major