Food waste is a global concern with far-reaching environmental and economic consequences. Every year, millions of tonnes of edible food end up in landfills, causing greenhouse gas emissions and environmental destruction. However, a growing movement is turning this issue into an opportunity by upcycling food waste into unique and valued items. This article delves into the realm of upcycled food, its benefits, challenges, and potential to transform the food sector.

Understanding Upcycling

Upcycling food is transforming extra or abandoned food into new, high-value items. Unlike recycling, which reduces items to their basic components before making new products, upcycling preserves the nutritional value and flavor of the original meal. This not only improves sustainability, but also provides consumers with appealing alternatives to conventional food products.

Scale of the Problem

According to the United Nations Environment Programme (UNEP), almost one-third of all food produced for human consumption is lost or wasted somewhere along the supply chain. This waste has serious environmental consequences, such as greenhouse gas emissions, deforestation, and water contamination. Economically, it is a substantial loss for farmers, retailers, and consumers.

Advantages of Upcycling Food Waste

Upcycling food waste provides numerous significant benefits:

• Environmental Impact: Diverting food from landfills reduces methane emissions, a strong greenhouse gas, while also conserving water and energy resources required in food production.
• Economic Opportunities: Upcycling generates new company opportunities and jobs, which boosts local economies.
• Food Security: Using surplus food can help to alleviate food insecurity by providing nutritious and cheap options.
• Innovation: The upcycling process promotes creativity in the food business, resulting in the creation of unique goods.

Challenges and Opportunities

Despite its promise, upcycling confronts a number of challenges:

• Supply Chain Issues: Seasonality and production changes make it challenging to maintain a consistent supply of food waste.
• Consumer Perception: Overcoming concerns about the flavor and safety of upcycled products is critical to market acceptance.
• Regulatory Obstacles: Navigating food safety rules and labeling requirements can be challenging.

Addressing these difficulties through R&D and innovation can create major opportunities for the food business.

Innovative Upcycled Food Products

A increasing number of businesses are leading the way in upcycling food waste into various products:

• Breadcrumbs and Flour: Leftover bread can be made into breadcrumbs, while leftover grains from brewers can be converted into flour.
• Fruit and Vegetable Purees: Extra fruits and vegetables can be pureed to make baby meals, sauces, or smoothies.
• Snacks: Fruit peels, vegetable cores, and coffee grounds are being used to create innovative snacks.
• Beverages: Juice pulp, coffee grounds, and fruit waste are utilized to make distinctive drinks.

Global Movement and Examples

Upcycling food waste is gaining traction globally:

• Europe: France and Germany are in the forefront of advanced upcycling policies and innovations.
• North America: Cities like New York and San Francisco are implementing food waste reduction initiatives.
• Asia: Japan and South Korea, as well as growing countries like India and China, are looking at upcycling potential.
• Africa: Despite experiencing food security concerns, African governments are beginning to recognise the benefits of upcycling.

Energy drinks created from coffee grounds, vegetable peel nibbles, and food waste biofuels are all examples of inventive upcycled products.

The Impact of Technology on Consumer Behaviour

Technology plays a significant part in upcycling.

• Food Waste Management Systems: AI and IoT to track and optimize distribution.
• Processing and Preservation: Techniques like high-pressure processing and fermentation increase shelf life while preserving nutritional value.
• Product Development: Technologies such as 3D food printing convert food waste into unique products.
• Supply Chain Transparency: Blockchain technology promotes transparency and consumer trust.

Consumer behavior is critical to the success of upcycled items. Upcycled food is becoming increasingly popular due to rising environmental conscience, health awareness, and a demand for high-quality, low-cost solutions. Educating consumers and ensuring accessibility through various distribution channels are critical to market growth.

Government and Policy Support

Governments can help the upcycling business by:

• Incentives: Financial incentives and tax exemptions for enterprises that invest in upcycling.
• Regulations have been streamlined to make upcycling operations more efficient.
• Research funding: Investment in R&D to advance upcycling technologies.

In Conclusion : 

It is critical to say that upcycling food waste is an effective solution to environmental, economic, and food security issues. We can make our food system more sustainable and resilient by converting rejected food into profitable products. With growing consumer awareness, technical breakthroughs, and supportive policies, the future of recycled food appears bright. As the movement gets traction, it has the potential to drastically reduce food waste and its impact on the environment.

Hyderabad, a city rich in history and culture, is known for its beautiful landmarks, bustling festivals, and delectable cuisine. Nestled amid this rich tapestry, however, lies a one-of-a-kind treasure: the Irani cafe.

A Persian Legacy at the Heart of India

Irani cafes may trace their origins back to the 18th and 19th centuries, when Persian immigrants arrived in India. The Nizams’ friendly reign made Hyderabad a refuge for these traders and craftspeople. This cordial reception, combined with the city’s strategic location, transformed it into a thriving center of Persian influence.

Irani cafes evolved into more than just dining establishments; they also served as cultural hubs. These cafes provided a one-of-a-kind experience by combining Persian hospitality and Indian flavors. They were places where people from all walks of life gathered for a cup of chai. The atmosphere was always vibrant, with clinking cutlery, hushed conversations, the lovely aroma of fresh pastries, and the comforting warmth of chai.

A Tapestry of Flavors

The menu of an Irani cafe is a delicious culinary excursion. At its core is chai, a thick, creamy tea that defines the cafe experience. Along with the tea, you’ll find a variety of delicacies, including crunchy bun maska and savory keema samosa. The Irani omelet, a fluffy, delicious breakfast classic popular among Hyderabadis, is the actual standout.

The atmosphere in these cafes is equally wonderful. Vintage furniture, antique clocks, and black-and-white images create a nostalgic mood. Handwritten menus on the walls enhance the cafe’s old-world charm.

A Cultural Melting Pot

Irani cafes have been instrumental in building social relationships in Hyderabad. They have served as gathering spaces for people from varied origins, regardless of religion, caste, or social standing. This welcoming spirit has contributed to a sense of community.

Artists, writers, and musicians have all found inspiration within the confines of Iranian cafes. Many important personalities from Hyderabad have found inspiration and peace in these cafes, which have served as the setting for innumerable stories, songs, and poetry.

A Treasure Under Threat

Despite their long history and cultural significance, Irani cafes face major issues. Rapid urbanization, skyrocketing real estate prices, and altering consumer preferences are jeopardizing these valued enterprises. Many have already closed, causing a void in the city’s cultural fabric.

The disappearance of Irani cafes is more than simply a loss of a culinary tradition; it is also a loss of a lifestyle. These cafes are living reminders of Hyderabad’s history and tradition, linking us with the past.

Preserving a Legacy

To defend Iranian cafes,there is a  need for a comprehensive strategy. Government assistance, particularly tax breaks and cultural preservation activities, might be quite beneficial. Public awareness initiatives can inspire more people to enjoy and frequent these cafes.

Innovative business concepts, such as collaborations with young chefs, have the potential to revitalize historic institutions while preserving their traditional charm. Social media call outs and visits from influencers can further raise its popularity and get more people to frequent these forgotten spots 

Preserving Irani cafés is more than just nostalgia; it’s about maintaining an important component of our cultural legacy. These cafés are more than just places to eat; they represent Hyderabad’s rich history and persistent character. 

Fast-food restaurants are competing to provide the most affordable deals, including breakfasts for a low price at McDonald’s and Greggs and lunch specials at KFC or Dominos. Why is there a sudden rise in deals?

Customers Are Budget-Conscious

The public is becoming more cautious about their spending, and fast-food restaurants seek to entice them to return. But there’s a concern regarding the effects on health from these frequent fast-food offers.

Promotions Are Skyrocketing

The data taken from Meaningful Vision, which tracks the market which tracks the sector, has revealed that promotions in fast-food establishments, bakeries and coffee shops increased three times throughout June and April this year compared to the same period the previous year. Maria Vanifatova, the CEO of Meaningful Vision, says that promotions have been a crucial approach to improving customer flow and have steadily increased.

Declining Foot Traffic

The number of people who walk through the doors was lower over the last year, but recent reports have shown a modest 1 per cent increase. The slow growth has prompted companies that sell fast food to review pricing strategies, particularly following a decline in sales.

Price Increases Hit Hard

The cost of living crisis has seen fast food prices increase more quickly than groceries. Retail expert Siobhan Ghin says that the speedy price fluctuations have left companies and customers trying to find a way to change. People are choosing more affordable menu items or preferring to dine at home, forcing fast food restaurants to depend on sales to boost the demand.

Balancing the Bottom Line

Fast food chains must think about their profit margins. McDonald’s saw its first decline since the pandemic during the second quarter of the year, prompting a significant rethink of the pricing policy. Clare Bailey, an independent retailer, says it is possible to have a sit-down dinner in pubs for the exact cost as a fast food bargain. Bailey explains that prices for energy, costs associated with packaging, increased minimum wages, and commitments to local-sourced sourcing contribute to prices increasing.

Offering Value to Customers

Alistair Macrow, CEO of McDonald’s UK and Ireland, recognizes value is more crucial than ever. McDonald’s has introduced a variety of deals that aim to provide value at periods when consumers need it most, like the closing of each month or during the holidays.

Lunchtime Wars

Lunch deals are becoming increasingly popular. KFC launched a PS5.49 lunch offer in March. This was then Domino’s PS4 Cheeky Little Pizza deal in April. Pizza Hut and TGI Fridays have joined in the race by offering lunch deals of their own.

Health Concerns

Many need to be sure that they are only intended to help customers. Katherine Jenner, director of the Obesity Health Alliance, asserts that multi-buy promotions are marketing strategies designed to boost sales, usually resulting in larger portions and higher salt, sugar and fat intake.

The Future of Promotions

What will the duration of this increase in sales be around for? Clare Bailey believes that once people get used to the discounts or vouchers, they’ll find it challenging to get them back. In contrast, Siobhan Ghentin predicts that discounts will persist throughout the year. However, it may slowly ease if consumer attitudes and interest rates improve.

Deals via Apps

One trend that is likely to stay is offering deals via apps. McDonald’s Mondays, Burger King’s Whopper Wednesdays, and regular promotions from KFC and Subway are some examples of app-based offers. Maria Vanifatova from Meaningful Vision says that more businesses target their customers with special offers via apps intending to retain the loyalty of their customers.

Conclusion

The increase in fast food deals responds to a shift in the economic environment and customer behavior. However, the promotions offer instant value for customers, but these have concerns in terms of long-term health benefits and sustainability of such offers will be awaited.

The MENA region has seen a major culinary change that is fueled by the growth of cloud kitchens and the emergence of innovative food tech companies. The change is driven by an increasing demand for more convenient, diverse and top-quality foods that are influenced by evolving trends in consumer behavior and advancements in technology.

Cloud Kitchens are revolutionizing the Food Industry

Cloud kitchens, often referred to as ghost kitchens, are emerging as an innovative concept in the industry of food. The kitchens are delivered only and do not function as the traditional dining-in area that is focused solely on making food items for delivery. This model is growing in popularity across the MENA region because of its efficiency and low cost.

Principal Advantages of Cloud Kitchens:

• Lower operational costs: There is no requirement for dining-in spaces Cloud kitchens can save you money on utilities, rent as well as staffing.
• Scalability: The operators can swiftly grow their businesses by opening several kitchens at several places.
• Prioritize Quality: With lower expenses, cloud kitchens will be able to spend more on equipment and ingredients to guarantee the highest quality of food.

According to a report from ResearchAndMarkets, the cloud kitchen industry is expected to hit $71.4 billion in 2027. It is projected to increase at a rate of 12 per cent starting in 2020. The MENA region is an important factor in this including countries like the UAE as well as Saudi Arabia leading the way.

FoodTech Startups are innovating the Culinary Landscape

The industry of food technology within the MENA region is flourishing as startups harness technology to improve all aspects that are connected to the supply chain for food. From traceability of food from the farm to the table, to AI-driven innovation in the kitchen, these startups transform the way food is created, distributed and eaten.

Notable trends within MENA FoodTech:

• Sustainable Practices: Startups are focused on sustainability and using technologies to decrease waste and boost the efficiency of resources.
• Customized Nutrition: Artificial Intelligence and Data Analytics are employed to design personalized nutritional plans that cater to each person’s food preferences and needs.

• Smart kitchens: The Internet of Things and automation have revolutionized kitchen processes improving efficiency and consistency.

In a study from Magnitt Food Tech companies in the MENA region received more than $120 million in funds in 2023. This is a sign of growing demand from investors for this area.

The Effects of COVID-19

The COVID-19 epidemic has increased the use of foodtech and cloud kitchen solutions across the MENA region. In the wake of social distancing and locking down precautions in place, customers were forced to use online food delivery solutions, which has increased demands of cloud-based kitchens. In the meantime, foodtech companies created rapid innovation to combat problems in the supply chain and guarantee the safety of food.

An investigation conducted by Kearney discovered that 65 percent of the consumers within the MENA region increased their usage of food delivery online as a result of the pandemic. This highlights the trend towards digital solutions within the food sector.

Investment Opportunities

Investors are paying attention to the growing food tech industry within the MENA region. This market offers lucrative possibilities that are driven by a growing technology-savvy and tech-savvy population as well as rising middle classes with an increasing amount of disposable income.

Aspects of Interest to Investors:

• Cloud Kitchen Operations: Investing in well-established cloud kitchen brands, or in new businesses looking to expand.
• Food delivery platforms: Platforms that allow consumers to access a wide range of choices for eating through cloud kitchens.
• AgriTech Solutions: Startups that are funded by the government to make use of technology to improve production and sustainability in agriculture.

According to a report from Wamda the venture capital investment for startups that focus on food technology in the MENA region rose by 30% between 2023 and 2023. This highlights the rising enthusiasm for this industry.

Future Outlook

Food sector within the MENA region is looking promising, with foodtech and cloud kitchens in the forefront of the transformation. Technology continues to advance and consumers’ preferences change and the region continues to evolve, it is set to become an international chef’s paradise.

A report of PwC estimates that the MENA region’s market for food tech is expected to grow at a rate of 14% for the course of five years. This is due to technological advances as well as changing consumer habits.

In the end, the MENA region’s adoption of cloud kitchens as well as food tech startups is a significant change in the industry of food. This shift not only meets the ever-changing needs of customers however, it also provides opportunities for growth and investment and sets the scene for an exciting and modern food and beverage landscape.

This article aims to provide a comprehensive overview of the thriving cloud kitchen and food tech startup ecosystem in the MENA region. For businesses and investors alike, understanding these trends and opportunities is crucial for staying ahead in this rapidly evolving market. 

Nestle, the leader in the beverage and food business, has experienced remarkable expansion, driven primarily by the innovative products it offers in its coffee line. It has a history that spans more than 150 years. Nestle remains a leader in the market through constant adaptation to the needs of consumers and using the latest technology for coffee production.

The Coffee Revolution at Nestle

The segment of coffee at Nestle is a key element of its growth, and the latest advancements have only strengthened the position of this segment. New types of coffee and new brewing techniques have captivated the world’s coffee lovers. Its dedication to the highest quality and sustainable practices can be seen in the range of products that include an array of premium and specialty coffees.

Embracing the latest technology and Sustainability

One of the main factors behind the growth of Nestle is the company’s focus on the latest technological advances. Nestle has made significant investments in the field of research and development to provide unique experiences with coffee. From single-serve pods, to the latest coffee makers, Nestle makes sure that customers can get barista quality coffee at home.

Sustainability is also at the center of the company’s activities. Nestle sources its coffee beans in a responsible manner by ensuring fair trade practices, and assisting farmers‘ lives. Nestle’s sustainability efforts focus on reducing environmental impact including eco-friendly packaging, and reducing carbon footprints during the production of coffee.

Approach to Consumer Centric Approach

The understanding of consumer preferences is crucial to Nestle. Their extensive studies of consumer preferences and market research methods allow it to customize its products to accommodate changing consumer preferences. The growing need of plant-based alternatives or the demand for distinct coffee flavor, Nestle is always ahead in the market.

The increased popularity of specialty coffee establishments as well as the growing demand for home brewing has significantly influenced the strategy of Nestle. Nestle’s Nespresso as well as Nescafe brands provide a wide assortment of coffee products catering to various consumer groups that range from the casual drinker to the coffee connoisseurs.

Innovative Marketing Strategies

Marketing strategies of Nestle have contributed to increasing development. Utilizing digital platforms as well as Social Media, it can reach a wider audience. Inspiring content, collaborations with influencers and engaging campaigns have assisted Nestle establish a solid online presence as well as build the loyalty of its customers.

Future Perspectives

For the foreseeable future, Nestle is poised for an increase in its coffee sector. It plans to increase its portfolio of products as well as explore the possibility of entering new markets. The company is committed to innovation and continues to research the latest coffee varieties, eco-friendly practices, as well as advanced techniques for brewing.

It is evident that Nestle’s growth on the coffee market is an indication of the company’s commitment to sustainability, innovation, and customer satisfaction. Through constant improvement and adaptation to the changing trends in the market, Nestle not only drives forward but also establishes new standards for the field of coffee. While coffee enthusiasts around the world enjoy their Nestle products The company’s pursuit of advancement and quality is not over.

McDonald’s has rethought its pricing strategies following an increase in sales due to consumers having a lower budget. The first time in the years since the outbreak began in the year 2000, sales at McDonald’s outlets operating for at least one year decreased by just 1% in the months of April through June as in comparison to last year.

This was in spite of the efforts of fast food giants to attract customers that are cost conscious by offering discounts. It has been faced with difficulties not just from the economic downturn, but also boycotts arising from the Israeli-Gaza war.

Chris Kempczinski, McDonald’s CEO, admitted that there was a need to have an “comprehensive review” of McDonald’s pricing strategy. The company is focusing on discounts to stop the decline in sales. The most recent promotions include the $5 Happy Meal offered in the US and a similar campaign in the UK that offers three meals for PS3. The promotions will keep going in the near future, and McDonald’s collaborates with franchisees for further “value” initiative.

After the news, McDonald’s shares rose by over 3%. Kempczinski declared his confidence and said, “We know how to do this. We wrote the playbook on value and we are working with our franchisees to make the necessary adjustments.”

McDonald’s has come under critique for soaring prices as a result of the pandemic. To counter this criticism McDonald’s director of McDonald’s US operations was recently speaking to questions from customers. He said that the cost of a Big Mac in the US is now $5.29, rising 21% from the beginning of 2019 and is in line with inflation rate.

However, Kempczinski admitted that McDonald’s has to improve its image as a value-for-money restaurant. Inflation-driven price increases caused by inflation “led customers to reconsider their shopping practices.” Although some markets have been able to adjust, some have required more significant modifications.

Bank of America analyst Sara Senatore pointed out that McDonald’s price rises on essential items have been more pronounced than the competition. The $5 price for a meal could increase perceptions of the brand, it must see an overall shift in the volume of transactions.

McDonald’s is one of the most recent big corporations to announce a slowdown in consumption, and the effects are also evident in markets such as China. The overall revenue, which includes the sales of new stores, were the same year over year, while profits decreased by 12 percent. People with lower incomes, specifically, were hit particularly hard as the business is not seeing compensatory purchases from customers who are wealthier.

In the US as well. McDonald’s has also faced difficulties in France and a price war within China. McDonald’s has been impacted by boycotts across France related to the Israel-Gaza conflict. Other US firms, like Starbucks, have also faced similar challenges.

A McDonald’s executive pointed out that “consumers are being more discerning about where, when and what they eat,” and indicated that major changes to this pattern will not be seen in the near future.

The esteemed Global Brand Awards, an annual ceremony organized by Global Brands Magazine (GBM) headquartered in England, celebrates international brands that excel across various industries annually. GBM conducted a thorough evaluation, assessing numerous criteria such as quality and safety standards, innovation and technology, operational excellence, product range and quality, customer satisfaction, sustainability and ethical practices among others. Golden Africa Djibouti showcased outstanding performance in this assessment, underscoring its excellence and meriting commendation from Global Brands Magazine.

Commenting on winning the award, Jay Reddy, CEO, Global Brands Magazine said, “It is with great pleasure that we congratulate Golden Africa Djibouti on winning the prestigious awards for Best Edible Oil Manufacturing Facility and Best Edible Oil Brand in East Africa. These accolades are a testament to your unwavering commitment to quality, innovation, and sustainability. Your dedication to excellence has set a high standard in the industry, and we are proud to recognize your outstanding achievements. Congratulations to the entire team at Golden Africa Djibouti for this well-deserved honor.”

Commenting on winning the award, Adnan Hantosh, General Manager, Golden Africa Djibouti (GAD) said “We are immensely proud of the strides we have taken on our journey and the accomplishments we have achieved. Being honored with the titles of best edible oil brand in East Africa and best edible oil manufacturing facility in East Africa is a testament to the hard work and dedication of our team at Golden Africa Djibouti SARL. These awards fuel our excitement for the future as we strive to surpass our current achievements and make a lasting impact in our continent and beyond. We are grateful for the recognition and remain committed to pushing boundaries and setting new standards in the industry.”

ABOUT GOLDEN AFRICA DJIBOUTI

Golden Africa Djibouti (GAD) SARL is an ISO 9001:2015 certified international prime edible oil manufacturing and packing complex in the Horn of Africa. GAD is strategically located near Doraleh port of Djibouti. Since its inauguration in December 2018, GAD has gone through a remarkable growth trajectory.

GAD is the producer of the two leading market pacesetter brands: Liba and Al Naqi. GAD is also known for its export service of Bulk Palm Oil, Sunflower oil, and other byproducts like PFAD and Stearin to various African markets such as Ethiopia, Yemen, Somalia, Turkey, Lebanon. Etc. and middle-east countries. Over the years, they have managed to improve their daily supply capacity, built enormous storage facilities and launched their own transportation system in order to better facilitate and serve their customers across.

ABOUT GLOBAL BRANDS MAGAZINE (ENGLAND)

Global Brands Magazine (GBM) has been at the forefront, bringing news, views and opinions on brands shaping the future of their industry. The UK-based magazine provides its readers with the latest news and information on ‘best-in-class brands across the globe. Each year, GBM develops awards for companies that stand out, have a unique vision, exceptional service, innovative solutions and consumer-centric products among their industry leaders. The Magazine has over 10 million visitors and 14 million page views per month, making it one of the best online magazines. The Magazine also maintains a strong presence on social media, with over 20k+ Facebook likes, 10k+ Instagram followers, 25k+ Twitter followers, and 3k+ LinkedIn followers.

ABOUT THE GLOBAL BRAND AWARDS

Global Brand Awards honours brands for their excellence in performance and rewards companies across different sectors for the quality of their services. The Brand Awards highlight the accomplishments of organisations that have performed remarkably well in finance, education, hospitality, automotive, lifestyle, education, real estate, technology, and others. Global Brand Awards recognise vital players who progress towards excellence by providing a platform to acknowledge their efforts. In addition, GBM strives to create awareness concerning the significance of such organisations and rewards them for their notable efforts with the ultimate global recognition. We are excited to announce the highly anticipated awards ceremony, which will take place at The Athenee Hotel in the heart of Bangkok, Thailand, in May 2024. To learn more about the awards, please visit the Brand Awards Winners section on the GBM website.

To nominate your company or business leader for the Global Brand Awards 2024, please click on the following link:

https://www.globalbrandsmagazine.com/nomination-form/

Ancient Beginnings and Traditional Branding

The origins of alcohol branding can be traced back to ancient civilizations. Early producers often used distinctive containers, seals, or markings to identify their products. As trade expanded, reputation became increasingly important, with certain regions becoming known for their particular styles of wine, beer, or spirits.

The Middle Ages saw the rise of monasteries as centers of brewing excellence, with their unique recipes and production methods becoming early forms of brand identity. The industrial revolution brought about mass production and the need for more sophisticated branding strategies to differentiate products in an increasingly crowded market.

The Rise of Modern Branding

The late 19th and early 20th centuries marked a significant shift in alcohol branding. Companies began to invest heavily in visual identities, catchy slogans, and memorable advertising campaigns. Iconic brands like Guinness and Jack Daniel’s established strong brand identities that have endured for generations.

The post-World War II era saw a boom in alcohol advertising, with television and print media becoming key channels for brand promotion. This period also witnessed the rise of lifestyle marketing, where brands associated themselves with specific demographics or aspirational lifestyles.

Digital Revolution and Experiential Branding

The advent of the internet and social media has revolutionized alcohol branding. Brands now engage directly with consumers through various digital platforms, creating immersive online experiences and fostering brand communities. Social media influencers and user-generated content have become powerful tools for brand promotion and authenticity.

Experiential marketing has gained prominence, with brands creating unique events, pop-up bars, and interactive experiences to connect with consumers on a deeper level. These initiatives aim to create memorable brand associations and foster loyalty among increasingly discerning consumers.

Shift Towards Authenticity and Transparency

In recent years, there has been a notable shift towards authenticity and transparency in alcohol branding. Consumers are increasingly interested in the story behind their drinks, including production methods, ingredient sourcing, and company values. This trend has led to the rise of craft and artisanal brands that emphasize their unique heritage, local roots, or sustainable practices.

Many established brands have also adapted to this trend by highlighting their history, craftsmanship, and quality ingredients. Some have even redesigned their packaging to showcase transparency, both literally and figuratively, by using clear bottles or providing detailed information about their products.

Health and Wellness Focus

The growing emphasis on health and wellness has significantly impacted alcohol branding. Many brands now offer low-alcohol or non-alcoholic alternatives to cater to health-conscious consumers and those seeking to moderate their alcohol intake. This shift has led to the emergence of an entirely new category: non-alcoholic spirits.

The no-alcohol spirits category, while still in its infancy, is driven by a number of new-to-market, dedicated no-alcohol brands. These brands often position themselves as sophisticated alternatives to traditional spirits, with packaging and branding that mimics premium alcoholic beverages. This trend reflects a broader societal shift towards mindful drinking and the destigmatization of non-alcoholic options in social settings.

It’s worth noting that organizations like rehab clinic play an important role in addressing alcohol-related issues and promoting responsible consumption, which indirectly influences how alcohol brands position themselves in the market.

Generational Shifts and New Consumer Behaviors

The preferences and behaviors of younger generations, particularly Gen Z, are reshaping the alcohol industry and its branding strategies. These consumers are more likely to prioritize experiences over material possessions and are drawn to brands that align with their values and lifestyle choices.

Gen Z consumers tend to drink less alcohol than previous generations but are more willing to spend on premium, high-quality products when they do indulge. This shift has led to the rise of “premiumization” in alcohol branding, with many companies focusing on creating upscale, artisanal products with sophisticated packaging and marketing. [3]

Moreover, Gen Z’s digital nativity has pushed alcohol brands to become more innovative in their online presence. Brands are now creating shareable, Instagram-worthy content and leveraging augmented reality (AR) and virtual reality (VR) technologies to engage with younger consumers in novel ways.

Sustainability and Social Responsibility

Environmental concerns and social responsibility have become central themes in modern alcohol branding. Many brands are highlighting their sustainable practices, from eco-friendly packaging to responsible sourcing of ingredients. Some companies have gone further by integrating social causes into their brand identity, supporting local communities or environmental initiatives.

This focus on sustainability and social responsibility is not just a marketing ploy but a response to consumer demand. Today’s consumers, especially younger generations, expect brands to take a stand on important issues and contribute positively to society.

Personalization and Customization

Advancements in technology and data analytics have enabled alcohol brands to offer more personalized experiences to consumers. Some brands now offer customizable products, allowing consumers to create their own unique blends or design custom labels. Others use data-driven marketing to tailor their messaging and product recommendations to individual preferences.

This trend towards personalization extends to the retail experience as well. Many brands are experimenting with interactive displays, virtual tastings, and AI-powered recommendation systems to create more engaging and personalized shopping experiences for consumers.

Conclusion

The evolution of branding in the alcohol industry reflects broader changes in society, technology, and consumer behavior. From ancient markings to sophisticated digital campaigns, alcohol branding has continuously adapted to meet the changing needs and expectations of consumers.

As we look to the future, it’s clear that successful alcohol brands will need to balance tradition with innovation, authenticity with creativity, and global reach with local relevance. The industry will likely continue to see a diversification of products, including more non-alcoholic options, and an increased focus on sustainability and social responsibility.

In this ever-changing landscape, one thing remains constant: the power of strong, resonant branding to create lasting connections with consumers and stand out in a crowded marketplace. As the alcohol industry continues to evolve, so too will the art and science of alcohol branding, promising exciting developments for both producers and consumers alike.

London‘s position as Europe’s leading food market is a testimony to the vibrant culinary scene, which attracts foodies from all over. London’s vibrant food markets, which are bursting with unique flavors and gastronomic adventures, has catapulted the city to Europe’s culinary centers.

A melting pot of Flavors

London’s markets reflect the rich culture of this city. Each market, from the historic Borough Market with roots that date back to the thirteenth century to the diverse Camden Market known for international street foods, offers a glimpse of the multiculturalism in the city. The city offers a wide range of food, including traditional British dishes and exotic cuisines from around the globe.

Borough Market, a Historic Culinary Hub

Borough Market is a destination that food lovers should not miss. This historic market is nestled in the middle of the city and boasts a variety of food stalls that offer everything from gourmet cheeses to fresh produce. The vibrant atmosphere of this market and its rich history make it an important part of London’s culinary scene.

Camden Market: An International Street Food Haven

Camden Market is known for the diverse selection of street food vendors. The market offers a wide variety of international cuisines. Camden Market offers a wide variety of cuisines to suit every taste, whether you want Mexican tacos or Japanese sushi- they have the whole globe covered !

Spitalfields Market – A blend of tradition and innovation

Spitalfields Market seamlessly combines traditional British flavors and contemporary culinary trends. The market is known for its innovative concepts in food and the artisanal items it offers. Spitalfields has a wide range of food options, from gourmet burgers and vegan treats to classic foods that are still delicious.

London Culinary Excellence: Beyond the Markets

London is known for its food markets, but the culinary delights of London extend beyond these busy hubs. London has a wide range of Michelin-starred restaurants and food pop-ups. London’s culinary scene is constantly evolving, thanks to talented chefs and food entrepreneurs pushing the limits of gastronomy.

Conclusion

London’s food market is one of the key factors in its success as a culinary destination. It attracts foodies from all over. London is Europe’s leading food market because of its innovative offerings, diverse tastes, and historic markets. London’s food market experience is unlike any other. 

1. Congratulations on winning the award title of Leading Food and Agro-Allied Group, Nigeria, 2024. What does this recognition mean to you and Flour Mills of Nigeria Plc?

Thank you. This recognition is a testament to the Group’s unwavering commitment to driving food self-sufficiency in Nigeria and progressively, across the continent, with the end goal of building sustainable food systems.  At the core of our operations are our people whose commitment inspires the Group to feed and enrich lives every day.  So, this recognition is a testament to the tangible effects of our commitment as a sustainability-driven business.  Our consistency in developing local content to reduce dependency on imported raw materials positions us as invaluable stakeholders in growing Nigeria and Africa’s food system. Our footprint remains indelible as we continue to innovate and sustainably build our company in line with global best practices and standards.

Our other major strength is innovation. Our footprint is wide and indelible, but what gives us a strong presence in the consciousness of Nigerians and markets beyond Nigeria is our Golden Penny brand, which contains a rich variety of nutritious food products. Behind this rich variety is a vibrant innovation pipeline, working hard to connect our local content development upstream to value for consumers downstream.

2. With your extensive educational background in Civil Engineering, Computer Science, and Environmental Civil Engineering, how have these diverse fields influenced your approach to leadership and management at FMN?

The concept of leadership allows for positive influence and the ability to honour processes not just an instant end goal. To be able to acquire these trainings and successfully go through the required processes takes a certain level of commitment and discipline. So, progressively, these learnings contribute to every leadership position that I have taken to date. As a Group with about 22 subsidiaries, it is a key management imperative that we put the needs of the consumers at the heart of all we do, and this is attained through established discipline and insights. Therefore, my diverse field portfolios instilled the discipline for process adherence, and the need for innovation across various focus areas. These learnings contribute to the required leadership insights needed to profitably and sustainably run an organization like FMN on a day-to-day basis while managing both existing and emerging human capital needs of the organization.

3. You’ve held various leadership roles across different industries, from telecommunications to manufacturing. How has your experience in these sectors shaped your strategies for leading FMN?

I can capture this in one word “Experience”.  When organizations look for capable human resources to drive their businesses across sectors, the keyword is always ‘Experience’ – the practical acquisition of viable insights in a particular sphere(s) or sector that will be utilized in serving the needs of the organization. The same applies to my experiences over the years, the learnings and insights garnered are what I apply as the GMD/CEO of the Group to ensure that our people are aligned with the Group’s purpose of feeding and enriching lives, every day.

So, if you take a full measure of the FMN Group and its subsidiaries, you will find that our activities cut across some of the major sectors of the Nigerian economy. We are an agribusiness with investments and operations in five agricultural value chains and inputs; obviously, we are major manufacturers too, not just of a very wide range of superior quality food products, but of packaging material at one of our divisions.

One other thing that such diverse exposure at least partly prepares you for is having to deal with a multiplicity of stakeholders. Understanding, for instance, regulation in multiple industrial clusters as well as cross-regulatory issues can be immensely helpful too.

4. Can you share some of the key strategic business and operational changes you have implemented at FMN that have contributed to its current success?

Innovation is at the core of operational and strategic changes. Some of the key pointers here are our use of technology to reinvent our secondary distribution channels, and our adoption of a regional strategy approach for our products to ensure that we can effectively meet the needs of our consumers/customers. Also, we have established innovative solutions in line with our supply chain structure for better access, and to bring our products to our consumers at their various needs’ locations. We are also actively utilizing ERP upgrades for faster decision-making processes and enhancing automation for more effective service deliveries. Our key operational decisions are embedded in our commitment to innovating across various touchpoints through research and real-time data that gives us insights into what the consumers need and how to tailor our products/services to meet these needs.

FMN’s expansion beyond Nigeria is underway. Until recently, we were a wholly Nigerian company whose international presence was largely expressed in a small export footprint. That footprint has been growing significantly in recent years. However, we are now more purposefully taking advantage of the generational opportunity afforded by the African Continental Free Trade Area (AfCFTA) to widen and intensify our presence across Africa, beginning with expansion into the West African neighbourhood.

5. Innovation and technology adoption are central to your leadership at FMN. Could you provide some examples of how FMN is embracing these elements to stay ahead in the market?

Emerging and existing data depict that brands that are successfully and sustainably competing in different sectors are brands that are constantly innovating across various focus areas. At the heart of all our processes is the vision of becoming the leading Food Company in Africa, enriching lives with quality brands. To be consistent with this vision, we are constantly renewing our commitment to providing our consumers with superior-quality products that enrich their lives every day. We are not just creating products, we are also creating value, resources, and experiences that allow for long-term growth in line with global best practices and standards. As stated earlier, our technological utilization in the business is across all our focus areas, from operations to supply chain and secondary distribution network.

We are also actively making our product available on e-platforms to enable easier and faster purchases wherever and whenever the consumer deems fit to do so. Also, in line with our local content development mandate to minimize dependency on imported raw materials, we are introducing smart farming techniques like smart irrigation and the utilization of improved seedlings. Also, with the progress made in artificial intelligence, our ERP processes will be an applaudable shift towards automating our processes thus improving process effectiveness and appropriate time utilization.

6. Your career includes notable achievements in business process reengineering and strategy development. How are you applying these skills to drive FMN’s transformation into a dynamic, consumer-focused powerhouse?

Through direct and practical transmission of experience. As a leader, I understand that impact cannot be fully achieved if knowledge is not effectively transferred and utilized in solving real-life challenges. Under my leadership, we have been able to introduce various topline food products that are direct response to our consumers’ needs and nutritional requirements. From our superior quality breakfast cereal called Amazing Day cereal to Chocoh spread, and great tasting noodles flavours that have become our consumers’ favorites. The same approach was adopted in the strategic business growth process for all the Group’s subsidiaries to ensure that we remain at the forefront of growth and innovation.

For instance, one of the Group’s subsidiaries Premier Feed Mill Limited (PFM) launched a new variant (Pro-line), a sophisticated new formulation developed to ensure better outcomes for chicken farmers. Also, to attain the envisaged height, we understand the importance of human capital thus our commitment to propagating relevant structures and policies designed to uplift, transform, and carter for the holistic well-being of our employees. For the past six decades, we have been consistent in affording our consumers superior quality products which endeared our brands to many. We are consistent in our drive to go beyond product offerings to providing a better brand experience. Our innovative efforts allow us to create brands that meet our consumers/customers at their various points of need. This commitment is already being demonstrated by our creation of different product lines that uniquely speak to the needs of consumers through our iconic brand ‘Golden Penny’. While sustainably building our business, we are also committed to maximizing value for shareholders.

7. You have a strong focus on deepening local content within FMN’s operations. Can you elaborate on the initiatives and investments you have introduced to strengthen FMN’s local content-based innovation agenda?

As stated earlier, every achievement and milestone attained by the Group was reached with the people, that is, through the unwavering commitment of the FMN employees and stakeholders. The Group is a functional system and as the GMD/CEO, I am focused on ensuring that our output aligns with our set Purpose and vision. In view of this, I can categorically state that we cannot exhaustively list or discuss FMN’s invaluable contributions towards local content development as this has been an over six decades commitment. for instance, in maize and soybean value chain development, through one of the Group’s subsidiaries, Golden Agri–Inputs Limited (GAIL), in collaboration with West Africa and Investment Hub (WATIH) and USAID we have made remarkable strides in developing local cultivation of maize and soybean. The project was successfully and impactfully executed under the 3^rd phase of project YALWA initiative where over 3, 552 smallholder farmers were empowered to cultivate about 3,680 hectares of maize and soybean.

For over six decades, FMN has been a source of livelihood for millions of Nigerian families a clear demonstration of our commitment to value creation. When we also look at our investment in sugar as a key value chain for the Group, we participated in the National Sugar Master Plan (NSMP) and Backward Integration Plan (BIP) since its inception in 2012.  Through our subsidiary, Golden Sugar Company, we have invested substantially in the sugar value chain development in our Sunti, Golden Sugar Estate. This is a combined 21,000hectare facility in Niger State in northwest Nigeria, which comprises several vast sugar plantations, a mill, a research and development facility, and supporting infrastructure with over 4,500 small holder farmers functioning as cultivation partners with the Group.

We also initiated progressive agricultural interventions towards driving sugar self-sufficiency in Nigeria and introduced the Outgrower program – a transformative and innovative agricultural intervention designed for local capacity development.  Hundreds of sugarcane farmers under the out-grower scheme were trained and some were sent to countries like Malawi for further upskilling.  The Golden Sugar Company (GSC) by FMN remains a leading driver for self-sufficiency in sugar production by growing the required local capacity to meet the demand for sugar which will stem the tide of unbridled importation of sugar and its by-products.

8. As someone who has successfully led complex transitions and transformations in various organizations, what are the biggest challenges you foresee for FMN in the coming years, and how do you plan to address them?

The Group’s challenges are not peculiar as they relate to other players within our sector. Continuing to adjust, adapt and strategically respond to trends in regional and global economies―let’s remember that there are ongoing regional and global supply chain disruptions, geopolitical instability as well―these will be decisive for any business, including us.

The volatility in the business environment due to unstable macroeconomic indices affects product pricing and as a consumer-centric business, pricing will always be an integral part of our market mix.  Finally, I would also note that the issue of the decline in human capital affects know-how, especially in technical areas like Engineering and finance. I can categorically state that we are already addressing these issues as they emerge. We have maintained an applaudable level of commitment to local content development, and I have cited some notable facts earlier on how we are proactively creating sustainable systems that will ameliorate the effects of these challenges on the business.

9. Looking forward, what are your long-term goals for FMN, and how do you envision the company evolving over the next decade under your leadership?

Every business leader seeks to build a sustainable business that will continue to be of value to humanity and all their stakeholders, and through experience, I know that to achieve this, we must be committed to human capital development. To create a learning, and upskilling enabling environment where we can have the right experts suitable for the FMN of tomorrow. At the top of the list also is the commitment to driving gender parity, especially at the management and Board level, which we have been effectively committing to this mandate within the last decade through the FMN Women Network. It is also a key strategic imperative for us as a Group to operate in line with Global standards and best practices to improve our global competitiveness this is crucial to our vision as an organization.  We are also looking to significantly improve our product offerings based on our consumer data-driven feedback and ensure that all output is of superior quality, a mandate we have maintained for over six decades.

Through this interview, Mr. Omoboyede Oyebolanle Olusanya(Boye) provided a comprehensive view of the strategic direction and innovations propelling FMN forward. His leadership continues to foster growth and sustainability, ensuring FMN’s lasting impact on Nigeria’s food and agro-allied sectors.