Sustainability in the UK Foodservice Operators' Industry 20112012: Market Trends and Opportunities, Profitability and Budget Forecasts, Foodservice Operators' Procurement and Marketing Initiatives


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150pages

ICD Research

$ 2000

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Synopsis

The report is based on primary surveys conducted by ICD Research accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 160 industry executives are captured in our in-depth survey, of which 46% represent director level executives, owners and departmental heads.

The geographical scope of the research is UK drawing on the activity and expectations of leading industry players across the UK

The report analyzes expenditure of food service operators on sustainability and sustainable procurement practices.

Key topics covered include category-level spending outlooks, investment opportunities and principal challenges associated with the implementation of sustainable practices.

In this report, food service operators identify important sustainability initiatives, energy and water efficiency measures implemented across the industry.

The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the effective tools used for marketing green credentials.

The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.

Summary

Sustainability in the UK Foodservice Operators' Industry 20112012: Market Trends and Opportunities, Profitability and Budget Forecasts, Foodservice Operators' Procurement and Marketing Initiatives is a new report by ICD Research that analyzes how companies in the food service industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability. 

It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.

Scope
  • What sustainability means to the industry
  • Factors that drive sustainability measures
  • Barriers that confront effective implementation of sustainability.
  • Sustainable and energy efficiency measures and their impact on profitability.
  • Procurement of sustainable materials.
  • Demand for sustainable products and services, including popular sustainability practices.
  • Changes expected in sustainability budgets and cost saving targets.
  • Methods of marketing green credentials and the use of media channels.
  • Sustainability leaders.
Reasons To Buy
  • Drive revenues by understanding future sustainable product investment areas 
  • Formulate effective sales and marketing strategies by identifying food service operators sustainability budgets and areas of investment. 
  • Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers.
  • Uncover the business outlook, key sustainability challenges and opportunities 
  • Understand the effect of sustainability on other players and competitors in the industry. 
  • Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry.
  • Secure stronger customer relationships by understanding the leading business concerns and changing business trends.
  • Identify specific green marketing channels your competitors are using to win business.
Key Highlights
  • Cost savings and operational efficiency plus consumer influence and demand and reducing food wastage are major drivers influencing sustainability efforts in the food service industry.
  • Survey results show that 57% of food service operators in profit sector expect either an increase in profitability or expect no impact on profitability over the next 12 months due to implementation of sustainability. 
  • Procuring local, seasonal and fair-trade certified products are the most popular sustainable procurement practices adopted by food service operators in the UK.
Table Of Content

1 Introduction

1.1 What is this Report About?
1.2 Definitions
1.3 Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
1.4 Profile of Survey Respondents

2 Executive Summary

3 Sustainability in the Foodservice Industry
3.1 Perception of Sustainability
3.1.1 Perception of sustainability sector
3.1.2 Perception of sustainability channel
3.1.3 Perception of sustainability turnover
3.2 Sustainability in Business Functions
3.2.1 Sustainability in business functions sector
3.2.2 Sustainability in business functions channel
3.2.3 Sustainability in business functions turnover
3.3 Key Drivers of Sustainability
3.3.1 Key drivers of sustainability sector
3.3.2 Key drivers of sustainability channel
3.3.3 Key drivers of sustainability turnover
3.4 Major Barriers to Sustainability
3.4.1 Major barriers to sustainability sector
3.4.2 Major barriers to sustainability channel
3.4.3 Major barriers to sustainability - turnover

4 Implementation of Sustainability
4.1 Organisational Prerequisites for Sustainability
4.1.1 Organisational prerequisites for sustainability sector
4.1.2 Organisational prerequisites for sustainability channel
4.1.3 Organisational prerequisites for sustainability turnover
4.2 Implementation of Sustainable Measures
4.2.1 Implementation of sustainable measures sector
4.2.2 Implementation of sustainable measures channel
4.2.3 Implementation of sustainable measures turnover
4.3 Key Energy Efficiency Measures
4.3.1 Key energy efficiency measures profit sector
4.3.2 Key energy efficiency measures cost sector
4.3.3 Key energy efficiency measures channels
4.3.4 Key energy efficiency measures turnover
4.4 Water Efficiency Measures
4.4.1 Water efficiency measures profit sector
4.4.2 Water efficiency measures cost sector
4.4.3 Water efficiency measures channels
4.4.4 Water efficiency measures turnover

5 Financial Implications of Sustainability
5.1 Cost-Saving Expectations
5.1.1 Cost-saving expectations profit sector channels
5.1.2 Cost-saving expectations cost sector channels
5.1.3 Cost-saving expectations turnover
5.2 Impact of Sustainability on Profits
5.3 Planned Change in Sustainability Budgets
5.3.1 Planned change in sustainability budgets profit sector channels
5.3.2 Planned change in sustainability budgets cost sector channels
5.3.3 Planned change in sustainability budgets turnover

6 Sustainable Procurement
6.1 Level of Supplier Engagement
6.1.1 Level of supplier engagement profit sector channels
6.1.2 Level of supplier engagement cost sector channels
6.1.3 Level of supplier engagement turnover
6.2 Expenditure on Sustainable Procurement
6.2.1 Expenditure on sustainable procurement profit sector channels
6.2.2 Expenditure on sustainable procurement cost sector channels
6.2.3 Expenditure on sustainable procurement turnover
6.3 Sustainable Procurement Practices
6.3.1 Sustainable procurement practices sector
6.3.2 Sustainable procurement practices channel
6.3.3 Sustainable procurement practices turnover
6.4 Procurement of Sustainable Products and Services
6.4.1 Procurement of sustainable products and services sector
6.4.2 Procurement of sustainable products and services channels
6.4.3 Procurement of sustainable products and services turnover

7 Marketing Green Initiatives
7.1 Drivers of Green Marketing
7.1.1 Drivers of green marketing sector
7.1.2 Drivers of green marketing channel
7.1.3 Drivers of green marketing turnover
7.2 Effective Tools for Marketing
7.2.1 Effective tools for marketing sector
7.2.2 Effective tools for marketing channel
7.2.3 Effective tools for marketing turnover
7.3 Effective Methods of Promotion
7.3.1 Effective methods of promotion sector
7.3.2 Effective methods of promotion channel
7.3.3 Effective methods of promotion turnover
7.4 Industry Leaders in Sustainability

8 Appendix
8.1 Survey Results Closed Questions
8.2 Methodology
8.3 Contact us
8.4 About ICD Research
8.5 Disclaimer

Table 1: Total UK Foodservice Industry Survey Respondents by Channel, 2011
Table 2: Operator Respondents by Job Role (%), 2011
Table 3: Operator Respondents by Company Turnover (%), 2011
Table 4: Perception of Sustainability: Sector (%), 20112012
Table 5: Perception of Sustainability: Channels (%), 20112012
Table 6: Perception of Sustainability: Turnover (%), 20112012
Table 7: Sustainability in Business Functions: Sector, 20112012
Table 8: Key Drivers of Sustainability: Sector (%), 20112012
Table 9: Key Drivers of Sustainability: Channels (%), 20112012
Table 10: Key Drivers of Sustainability: Turnover (%), 20112012
Table 11: Major Barriers to Sustainability: Sector (%), 20112012
Table 12: Major Barriers to Sustainability: Channels (%), 20112012
Table 13: Major Barriers to Sustainability: Turnover (%), 20112012
Table 14: Organisational Prerequisites for Sustainability: Sector (%), 20112012
Table 15: Organisational Prerequisites for Sustainability: Channels (%), 20112012
Table 16: Organisational Prerequisites for Sustainability: Turnover (%), 20112012
Table 17: Implementation of Sustainable Measures: Sector, 20112012
Table 18: Key Energy Efficiency Measures: Profit Sector (%), 20112012
Table 19: Key Energy Efficiency Measures: Cost Sector (%), 20112012
Table 20: Water Efficiency Measures: Profit Sector (%), 20112012
Table 21: Water Efficiency Measures: Cost Sector (%), 20112012
Table 22: Cost Saving Expectations: Profit Sector Channels (%), 20112012
Table 23: Cost-Saving Expectations: Cost Sector Channels (%), 20112012
Table 24: Cost-Saving Expectations: Turnover (%), 20112012
Table 25: Impact of Sustainability on Profits: Profit Sector Channels (%), 20112012
Table 26: Planned Change in Sustainability Budgets: Profit Sector Channels (%), 20112012
Table 27: Planned Change in Sustainability Budgets: Cost Sector Channels (%), 20112012
Table 28: Planned Change in Sustainability Budgets: Turnover (%), 20112012
Table 29: Level of Supplier Engagement: Profit Sector Channels (%), 2011
Table 30: Level of Supplier Engagement: Cost Sector Channels (%), 2011
Table 31: Level of Supplier Engagement: Turnover (%), 2011
Table 32: Expenditure on Sustainable Procurement: Profit Sector Channels (%), 2011
Table 33: Expenditure on Sustainable Procurement: Cost Sector Channels (%), 2011
Table 34: Expenditure on Sustainable Procurement: Turnover (%), 2011
Table 35: Sustainable Procurement Practices: Sector (%), 2011
Table 36: Sustainable Procurement Practices: Channels (%), 2011
Table 37: Procurement of Sustainable Products and Services: Sector (%), 20112012
Table 38: Drivers of Green Marketing: Sector (%), 20112012
Table 39: Drivers of Green Marketing: Channels (%), 20112012
Table 40: Drivers of Green Marketing: Turnover (%), 20112012
Table 41: Effective Tools for Marketing: Sector (%), 20112012
Table 42: Effective Tools for Marketing: Channel (%), 20112012
Table 43: Effective Tools for Marketing: Turnover (%), 20112012
Table 44: Effective Methods of Promotion: Sector (%), 20112012
Table 45: Leaders of Sustainability in the Foodservice Industry, 20112012
Table 46: Survey Results Closed Questions

Figure 1: Perception of Sustainability: Sector (%), 20112012
Figure 2: Perception of Sustainability: Turnover (%), 20112012
Figure 3: Sustainability in Business Functions: Sector, 20112012
Figure 4: Sustainability in Business Functions: Channels, 20112012
Figure 5: Sustainability in Business Functions: Turnover, 20112012
Figure 6: Key Drivers of Sustainability: Sector (%), 20112012
Figure 7: Key Drivers of Sustainability: Turnover (%), 20112012
Figure 8: Major Barriers to Sustainability: Sector (%), 20112012
Figure 9: Major Barriers to Sustainability: Turnover (%), 20112012
Figure 10: Organisational Prerequisites for Sustainability: Sector (%), 20112012
Figure 11: Organisational Prerequisites for Sustainability: Turnover (%), 20112012
Figure 12: Implementation of Sustainable Measures: Sector, 20112012
Figure 13: Implementation of Sustainable Measures: Channels, 20112012
Figure 14: Implementation of Sustainable Measures: Turnover, 20112012
Figure 15: Key Energy Efficiency Measures: Profit Sector (%), 20112012
Figure 16: Key Energy Efficiency Measures: Cost Sector (%), 20112012
Figure 17: Key Energy Efficiency Measures: Channels (%), 20112012
Figure 18: Key Energy Efficiency Measures: Turnover (%), 20112012
Figure 19: Water Efficiency Measures: Profit Sector (%), 20112012
Figure 20: Water Efficiency Measures: Cost Sector (%), 20112012
Figure 21: Water Efficiency Measures: Channels (%), 20112012
Figure 22: Water Efficiency Measures: Turnover (%), 20112012
Figure 23: Cost Saving Expectations: Profit Sector Channels (%), 20112012
Figure 24: Cost-Saving Expectations: Cost Sector Channels (%), 20112012
Figure 25: Cost-Saving Expectations: Turnover (%), 20112012
Figure 26: Impact of Sustainability on Profits: Profit Sector Channels (%), 20112012
Figure 27: Planned Change in Sustainability Budgets: Profit Sector Channels (%), 20112012
Figure 28: Planned Change in Sustainability Budgets: Cost Sector Channels (%), 20112012
Figure 29: Planned Change in Sustainability Budgets: Turnover (%), 20112012
Figure 30: Level of Supplier Engagement: Profit Sector Channels (%), 2011
Figure 31: Level of Supplier Engagement: Cost Sector Channels (%), 2011
Figure 32: Level of Supplier Engagement: Turnover (%), 2011
Figure 33: Expenditure on Sustainable Procurement: Profit Sector Channels (%), 2011
Figure 34: Expenditure on Sustainable Procurement: Cost Sector Channels (%), 2011
Figure 35: Expenditure on Sustainable Procurement: Turnover (%), 2011
Figure 36: Sustainable Procurement Practices: Sector (%), 2011
Figure 37: Sustainable Procurement Practices: Turnover (%), 2011
Figure 38: Procurement of Sustainable Products and Services: Sector (%), 20112012
Figure 39: Procurement of Sustainable Products and Services: Channels (%), 20112012
Figure 40: Procurement of Sustainable Products and Services: Turnover (%), 20112012
Figure 41: Drivers of Green Marketing: Sector (%), 20112012
Figure 42: Drivers of Green Marketing: Turnover (%), 20112012
Figure 43: Effective Tools for Marketing: Sector (%), 20112012
Figure 44: Effective Methods of Promotion: Sector (%), 20112012
Figure 45: Effective Methods of Promotion: Channel (%), 20112012
Figure 46: Effective Methods of Promotion: Turnover (%), 2011