Resources

Foodservice Friction

Foodservice is a complicated channel. Distributors, manufacturers, and operators all face some level of friction in the supply chain. It’s time for frictionless foodservice that provides a collaborative digital supply chain that adds value for all trading partners. 

Frictionless Foodservice – A New Model

The Foodservice Industry has traditionally focused on ways to extract revenue without adding value. This model is ripe for replacement, especially as consumers and operators adopt digital. An operator-centric model focused on digital collaboration that unlocks value for all trading partners is the next time. It’s time for Frictionless Foodservice.

The Future of Foodservice – Digital Collaboration to Help the Operator

During the coronavirus pandemic, restaurants have been pressed to adopt new technology more quickly. The industry has innovated and adopted technology at a rate never before imagined. Manufacturers and distributors should look to new technologies to help operators via digital collaboration.

Reflections on foodservice – a follow up to my Great Foodservice Reset hypothesis

The foodservice industry will be fundamentally changed by the 2020 coronavirus pandemic. Digital and data will drive the new smaller foodservice world. Non-value activities (friction in the supply chain) will be reduced or eliminated; all activity should focus on helping the operator.

Hypothesis on Foodservice post the Great Reset

The International Monetary Fund is projecting the coronavirus slowdown to be the deepest since the Great Depression (albeit not nearly as long-lasting), with advanced economies expected to contract by 6.1 percent this year and most emerging economies to shrink by at least 1 percent. The U.S. is facing a 5.9 percent contraction, with unemployment remaining above 9 percent through 2021. The U.K. is looking at a 6.5 percent contraction in 2020. Where will Foodservice end up?

Foodservice has been Disrupted by the Great Reset

The coronavirus has fundamentally changed how the consumer will engage with the Foodservice industry and has reduced the number of players across the foodservice industry. A new model is needed. The old adversarial approach in this industry will no longer work. Read more about how manufacturers, distributors, operators, and consumers will need to interact in 2020 and beyond.

Smart | Trade 2.0:Optimizing Foodservice Trade after the Great Reset

In 2019, Foodservice consumed $.54 of every dollar that Americans spent on food. After the great reset, Foodservice will have a significantly smaller percentage of that dollar. Read our perspective on how Trade Promotion in foodservice must be revised after the Great Reset.

Why MarketIntelligence?

A fresh and focused approach to the challenges facing foodservice manufacturers

We are foodservice veterans who have a very deep understanding of the industry. Not only do we have in the trenches experience in running sales organizations and complex foodservice enterprises, we combine both management/ strategy consulting and an understanding of latest in technology and analytics, a combination that is unequaled. We bring a wealth of unique intellectual property and perspectives.

Opportunities to Maximize Data

for Foodservice Management Companies

We are foodservice veterans who have a very deep understanding of the industry. Not only do we have in the trenches experience in running sales organizations and complex foodservice enterprises, we combine both management/ strategy consulting and an understanding of latest in technology and analytics, a combination that is unequaled. We bring a wealth of unique intellectual property and perspectives.

Perspective on Foodservice Trade Optimization

Foodservice Trade is the 2^nd highest cost for a Manufacturer after Cost of Goods sold (COGS).

Yet many foodservice companies treat it as table stakes or worst a cost of doing business. With the disruption taking place at all levels consumer → operator → distributor it’s time to take a fresh look at how trade is managed. This should be from corporate strategy down to the rates offered and how claims are settled. There are significant opportunities to make trade work to grow both market share and margin

Utilize Analytics to Drive Disruption

How manufacturers can use the information they already have to create valuable insights and grow

Smart |Analytics serves as the “control tower” for the organization — leveraging data should make all resources in the organization more focused and targeted in their activity.

Improving Foodservice Rout2Market in the Digital Age

Are you trapped in the 70’s mindset? The Route2Market model of Regional Managers, Brokers and Distributor Sales Reps (DSRs) selling on knowledge and relationships has begun to fade. The operator no longer relies on the DSR nor the local broker for product information. Distributors are “RFPing” just about everything, and the National Broker organizations have lost the intimacy of the local brokerage. There are five abilities to focus on:

• Accountability
• Visibility
• Predictability
• Flexibility
• And “Connectability”

So how do you measure up?

Foodservice: the Innovation Kitchen For Consumer Goods

This whitepaper, written for Accenture, outlines the changes taking place in foodservice from the consumer back. It also provides a roadmap for CPG companies to take advantage of foodservice to drive growth and innovation.

Foodservice and the “Missing Link” for Trade Spend Optimization

This survey conducted with Vistex outlines the challenges facing Foodservice Manufacturers (FSMs) and the approaches some are taking to mitigate them.

Putting the Operator into Focus

To grow, FSMs must understand the operator and his customer. Analytics is the key! The winners over the next few years will be those firms that utilize the data they already have to help operators succeed. The whitepaper, coauthored with Sentrana, provides some valuable insights.