t +49 (0) 89 1250 1590
presse@munich-strategy.com

Study: Performance Benchmark – Food Ingredients

Munich Strategy has examined the leading food ingredient manufacturers in Germany and gained important insights. Our benchmark study shows that players in this segment – shaped by changes in raw material procurement and consumer trends – can benefit from a clearly focused strategy. It also becomes evident that companies that were not well-positioned a few years ago have continued to lose profitability and have been further impacted by inflation.

Key insights

Exogenous changes create opportunities

Global supply chain disruptions have affected nearly all companies, albeit to varying degrees and with different responses. Changes in consumer behavior and emerging consumer trends present ingredient companies with opportunities to be part of the transformation and benefit from it: They are increasingly chosen as preferred partners for new product developments and significantly accelerate these processes.

Outstanding performance within the industry

In a segment comparison, the food ingredients sector performs solidly. Over the past five years, companies have experienced an almost double-digit average growth rate with mostly attractive margins. Declining markets have had little impact, and the outlook remains positive.

Performance differences are evident

A more detailed analysis, however, reveals differences in performance: Particularly large and small, specialized companies perform best. Companies that have maintained an unchanged portfolio for years and show little innovation lag behind the industry average in terms of growth. Differences in profitability can largely be explained by the type of ingredients offered, as confirmed in a peer-to-peer comparison.

The gap continues to widen

Over the past few years, the gap between performance levels has widened further. The mid-tier companies – those with moderate performance – have experienced a continuous decline in profitability and can no longer keep up with top-performing firms. Low performers have seen a significant drop in earnings, with some companies already reporting negative margins.

Success factor: revising the strategy

A company’s own performance should therefore be a central focus of management agendas. Key questions include: What goals are realistically achievable? What resources are available? Where are untapped potentials? Analyzing the success factors of market leaders is equally important: What are they doing differently? Which strategies can be adapted?

CONTACT

Connecting knowledge.

Fee: € 199,00 plus VAT

If you would like to order a copy, please send us an email with your billing and shipping address.

Munich Strategy GmbH & Co. KG
Türkenstraße 5
80333 München

t +49 – 89 – 1250 1590
presse@munich-strategy.com

“Ist die Marke noch zu retten? 5 Thesen von Dr. Werner Motyka” (Artikel)
 

“Fleischersatz: Ein Wachstumsfeld für den Maschinenbau?” Interview mit Kai-Markus Hock