Hartmans Info-Graphic has just been launched and it show (as a picture, which makes it easy to read), showing how fascinating the evolution has been over the last 200 years in product development for ‘Wellness’.

http://www.hartman-group.com/hartbeat/infographic-the-road-to-wellness/full-size

Managing Director Mark Price told the Reuters Consumer and Retail Summit that the new ‘Duchy Originals from Waitrose’ range, due to go on sale in September, would act as a catalyst to accelerate Waitrose’s expansion in international markets.

The grocery arm of employee-owned British retailer John Lewis, Waitrose bought the license to the Duchy Originals brand in September last year and hopes to take it into markets like India and Asia, as well as the United States.

“It will become, I hope, a serious part of our export business,” Price said.

“We think a range that’s supported by His Royal Highness the Prince of Wales, is organic, sustainable and top-of-the-range premium will have great resonance outside the UK,” he said.

“What we’re working through now is the entry strategy. Do we go to one or two supermarkets? Do we go through a distributor in America who’s going to put the product out more widely?”

Foreign growth would complement expansion plans in Britain, where Waitrose’s sales growth is outstripping larger rivals, backed by a big investment in lower prices and a marketing campaign fronted by celebrity chefs, Price said.

Waitrose currently sells its products in 25 foreign markets, generating about 50-60 million pounds ($74-89 million) of annual sales. Price expects this figure to at least double over the next two to three years.

At home, Waitrose is outpacing growth at larger rivals like Tesco (TSCO.L) and J Sainsbury (SBRY.L) as recession-hit shoppers treat themselves at home, rather than eating out, and it wins new customers with its lower-priced Essentials range.

Price said there were also signs that ethical shopping was returning, with sales of organic foods starting to grow again.

DOUBLING IN A DECADE

Sales at shops open at least a year, excluding auto fuel and VAT tax adjustments, were currently up around 3.5 percent, compared with rivals showing little or no growth at all, Price said.

That should improve to about 4 percent for the year as a whole, helped by a pick-up in food price inflation, he added.

Price said Waitrose would invest about 40 million pounds in lower prices this year, similar to 2009, and back this up with a 40-50 percent increase in marketing spending, with TV adverts featuring celebrity chefs Delia Smith and Heston Blumenthal.

In the longer term Waitrose aims to double its UK market share over a decade to 8-10 percent by opening more stores, including smaller convenience outlets, and selling through third parties like pharmacy chain Boots ABN.UL and online grocer Ocado.

Price said results from trials with Boots were very positive, and a decision on a full roll-out to the 700 Boots stores that sell food would be taken around the end of the year.

He said Waitrose would always consider other potential deals to extend its brand, but declined to comment on media reports it had looked at, and decided against, buying sandwich chain Eat.

“People are choosing more prepared food to eat now,” he said, adding the market for such purchases was worth an estimated 18 billion pounds a year.

“We understand the consumer need. We’re not yet sure on the best way to address that customer need,” he said, noting that grocers like Waitrose did not necessarily have to open a separate chain but could adapt their smaller convenience shops.

Price also saw growth for Waitrose in non-food ranges. Just 5 percent of its stores have a significant general merchandise offering and this could rise to about 20 percent, he said.

Waitrose’s online business will start competing with Ocado in London next summer, Price said.

But he did not see this as a problem for either business, saying that with online grocery sales growing at over 20 percent there was room for both players and that together they could capture a larger share of the market.

($1=.6743 pounds)

(Additional reporting by James Davey; Editing by Greg Mahlich)

Consumers are more likely to visit restaurants in the early and late afternoon for snacks, the 3 p.m. to 6 p.m. time slot being most popular with 37% of Mintel’s respondents. Spending, however, peaks in the early evening. Only 19% of respondents purchased snacks from a restaurant between 6 p.m. and 8 p.m., but the average amount spent is $4.26 per person versus only $3.79 across all other time periods.

“Snack options need to be appropriate for the time frame,” adds Eric Giandelone. “Heartier and pricier fare may have more appeal later in the day, while light options may work best in the morning or early afternoon.”

The majority of snackers (64%) look for a beverage when snacking, whereas 61% opt for something portable. Meanwhile, just over half (52%) crave an indulgent snack and 50% want something salty to nibble on. Only 32% of snackers choose a healthy option, which counteracts the health conscious trend that is being seen in the restaurant industry.

Join Eric Giandelone and Joan Holleran on May 19 at 2 p.m. CDT for a FREE webinar on Captivating the Consumer: Menu Snacking Innovations. Register here: http://www.mintel.com/us-email/menu_snackinginnovations.htm

About Mintel

Mintel is a leading global supplier of consumer, product and media intelligence. For more than 38 years, Mintel has provided insight into key worldwide trends, offering exclusive data and analysis that directly impacts client success. With offices in Chicago, New York, London, Sydney, Shanghai and Tokyo, Mintel has forged a unique reputation as a world-renowned business brand. For more information on Mintel, please visit www.mintel.com. Follow Mintel on Twitter: http://twitter.com/mintelnews

Double click image to enlarge:

]]> http://www.foodmarketingnetwork.com/find-why-the-european-debt-map-could-scare-the-life-out-you/feed/ 2 http://www.foodmarketingnetwork.com/job-opportunity-membership-groups-development-director-slow-food-uk/ http://www.foodmarketingnetwork.com/job-opportunity-membership-groups-development-director-slow-food-uk/#comments Mon, 10 May 2010 11:21:28 +0000 robward http://www.foodmarketingnetwork.com/?p=1101

JOB DESCRIPTION & PERSON SPECIFICATION

JOB TITLE: Membership & Groups Development Director

REPORTS TO: Chief Executive

TEAM: Memberships Coordinator, Interns

PURPOSE / UNIQUE CONTRIBUTION

Slow Food’s reach and influence depends on implementing a set of engaging messages and relevant activities with our local groups in the organisation’s core thematic areas of biodiversity, knowledge sharing within food communities and taste education. Slow Food UK’s Membership Development Manager will focus primarily on driving the membership of the organisation and supporting local group leaders in all areas of their volunteer work with Slow Food.

This new post and comes at a critical time in Slow Food’s growth and will involve creating, promoting, facilitating and documenting leader involvement, progress and participation in domestic and international activities that broadly address the needs of the Slow Food movement as a whole. Slow Food UK is seeking to implement a development programme for leaders including a regional advocate initiative which will also enable them to become more actively involved in recruitment of new members

KEY ACCOUNTABILITIES:

Membership Development

• Be fully accountable for growing the membership of the organisation through appropriate recruitment drives and other activities
• Lead a Slow Food Local Group Working Group on Membership with the assistance of the membership coordinator to allow for the full participation and input in a collaborative effort to reshape the membership structure and experience in the UK
• Planning and delivery of appropriate tools and systems to support the growth of the organisation, e.g. membership database, interactive website and other organisational communication tools

Group Support and Development:

• Develop a robust leadership programme for SFUK group leaders, including a leadership guide, an on-line tool-kit for leaders, in-person leadership trainings and online and print resources
• Set up regional advocates initiative so that each geographical area is represented
• Produce leadership meetings including the Regional Advocates Forum, the National Annual General Meeting and prepare related meetings as necessary and relevant material
• Oversee the development of new groups and help them develop in a sustainable and productive way
• Oversee the closure of inactive or inappropriate groups
• Put methods and protocols in place to ensure that leaders are compliant with all SFUK regulations and policies.
• Develop a leader assessment structure and process
• To help support leaders to target key new audiences and take Slow Food to the wider community – for example, women, under-privileged, and minority ethnic communities.
• Identify, evaluate & report on the impact & changing perception of SFUK from leaders. This includes tailoring work planning and priorities to where evaluation shows perception of Slow Food can most be changed for the positive.
• Develop knowledge sharing and best practice tools for leaders to learn from each other and their experiences, especially across Slow Food core programmatic areas

Group Leader Communication and Relationship Management

• Lead collaborative efforts to develop SFUK resource and promotional material for group use including membership brochures
• Create as needed and maintain public profiles of each SFUK group for internal and external use
• Create and manage a group communications calendar that includes monthly programmatic and policy updates to leaders as well as annual reports and special communications
• Conduct group site visits and be familiar with the committees of each group
• Liaise with regional advocates through monthly group and individual calls and visits

Assist with Leadership Capacity Funding

• Work with the grants writer on opportunities for funding for group leadership training
• Research funding sources for related funding for building leadership capacity
• Help develop and maintain good relationships with trusts working in this theme
• Prepare joint funding proposals with partner organisations on the basis of projects involving local groups and leadership capacity

KEY RELATIONSHIPS AND INTERFACES

• CEO, other office based staff
• Work closely with the Grant Writer & Programmes Manager
• Create and facilitate relationships with local organisations

QUALIFICATIONS, KNOWLEDGE & EXPERIENCE:

1.  Essential

• Minimum BA or BS in related field
• Proven track record of successful design and management of nationwide volunteer networks
• Basic experience in budget management responsibility
• Command of Microsoft Office Software
• Excellent command of English language, excellent spoken and written communication

2. Desireable

• Education and/or experience in food, biodiversity, sustainability sector
• Second European language

CORE COMPETENCIES (BEHAVIOURAL):

Interpersonal Agility

• Motivating others
• Problem Solver
• Facilitation skills
• Organisational Know-how
• Ability to inspire, create and help sustain the activities of local groups
• Natural ease in developing relationships with volunteers and inspiring them
• Very strong interpersonal communication and relationship skills

ADDITIONAL INFORMATION:

Contact: Catherine Gazzoli

c.gazzoli@slowfood.org.uk

Salary: £32k to £34k

Hours: fulltime,

Based at: 6 Neal’s Yard, Covent Garden, London

Expected Travel: frequent within UK, occasional European