Chales Yang, Chairman-China Region, Tingyi Cayman Islands Holding Corps
Cao Yongmei, Managing Director of Manufacturing Department, Want Want China
Yin Xiaomei, Senior Director Global Innovation Commercialization, Firmenich Aromatics(China) Co, Ltd
Bin, Chief executives, Halmana Food Technology(Shanghai)Co,Ltd
Alick Xhou, President of Iposos China, Ipsos
Colin Ni, Founder&General Manager, Lindys Food Consultant
Leon Zheng, Founder&CEO, Regulatory AI Technology Co, Ltd
James Win, Consultant, Hangzhou Zheda Baichuan Biologic Foodstuff Technology Co.,Ltd.
Amy Song, Director, Tea/Herb product development and research at Coca-Cola Services, Coca-Cola Company
Qian Zhang, Design & Packaging Innovation Manager, Mars
Hu Ice, Marketing Director, Tetra Pak China
Sena, Project development manager, Lepur Dairy
Susan.Jin, Product line leader probiotics, biopreservation，dietary fiber and breast milk oligosaccharide ingredient, Asia Pacific, Dupont Nutrition & Health
Gautam Seth, Vice President, Nielsen Innovation Practice North Asia
Amy Wong, Food Writer, Asia Design Management Forum
Gao Xingming, R&D AND TECHNICAL DIRECTOR, Panda Dairy
It is universally recognized that China's yoghurt market has a great development potential. According to data from Euromonitor, China's milk sales in 2017 have increased 4% compared with the same period of last year and the yogurt sales are estimated to increase 18%, reaching 122 billion yuan. Meanwhile, the problems such as insufficient innovation, homogenization and diverse category lacking have become obvious. Under this circumstance, drinkable yogurt gradually attracts consumers' attention. Data from Innova Market Insights indicate that drinkable yogurt in China, with refreshing taste and convenient package as its bonus, has rapidly developed and increased its market value by 25% from 2016 to 2017. The drinkable yogurt, as the third force of yogurt, is rising right now. What's its market environment? How about its consumer acceptance? Where is the breakout for new product development?
“Protein” plus “fitness and bodybuilding” is a good combination, and “fitness and bodybuilding” plus “water” is a good combination. As exercise and fitness market is prosperous nowadays, will the new combination of protein and water become popular?
Bo Zhang, Founder and general manager, Healstec Innovative Formulation
While the focus on taste preference in foods had been driven by the quest for indulgence, in the recent years, taste has become increasingly the most effective lever to drive healthier and more sustainable eating habits, touching consumers of all demographics. The presentation will give an overview of the recent developments in food reformulations for improved nutritional quality, and will use sweetness as an example to illustrate the convergence of benefits of such initiatives. The particular relevance to China will be central.
Imad Farhat, Global VP Taste, Firmenich
Craft beer, a symbol of petty bourgeoisie. Compared to industrial beer, these artisanal beers go through a rigorous selection of raw materials with earnest attitudes and brilliant ideas. Craft Beer advocates free creation and unlimited taste experience, just similar to the spirit of craftsmanship. It is perfect for savoring slowly. In recent years, Chinese consumption of craft beer has maintained an increase rate of over 40%. Craft Beer, with an innate minority characteristic, has quickly become a symbol of middle-class consumer culture. The logic of its minority base makes consumers have a more tenacious attachment to it.
·How does craft beer appeal to consumers?
·How does the market go through the taste transition period smoothly?
·How do microbreweries upgrade consumption?
Jerome Pellaud, VP Global Craft & Specialties, ZX Ventures
Nicolas Morelli, Craft and Specialties VP APAC North, ZX Ventures
China’s local governments have invested heavily in green industries, but their lack of awareness of the water industry causes policies and marketing directions to be vague. Things happened in the areas such as Changbai Mountain, Wudalianchi and Tongren, Guizhou are very typical. Apart from that, domestic bottled water companies are confronted with the challenge to build consumer awareness when developing the above-mentioned three types of water. In conclusion, local governments need policy-making guidance, and companies need successful cases to refer to , which Europe offer the best model.
Jean-Pierre Deffis, President of the European Bottled Water Federation(EFBW); Former General Manager for Danone Waters; Former President of theFrench Bottled Water Association
Concerning Chinese water brands, Kunlun Mountains features viral marketing and sports marketing; Master Kong focuses on cultural marketing, partnering with Tmall to build a China Day and create a trans-boundary cooperation pattern based on brand communication and channel expansion; ALKAQUA, a Uni-President brand, positioned “fashionable”, lays emphasis on contents; and Nongfu Spring strides ahead from internal training to external trans-boundary cooperation, step by step practicing digital marketing.
Topic Value: It has been urgently needed for the traditional mineral water brands, like Wahaha, Yake, Nongfu Spring and Coca-Cola, to make transformation and produce middle to high end products. But, do they clearly understand consumers’ expectation for these products? The large and medium-sized mineral water brands usually spend huge monry on marketing but the effects are hard to be evaluated. In contrast, new media can be a very efficient tool. But the key is how the brands use this tool to save money and increase efficiency. Would the power of community-centric marketing and a fan economy also apply to the mineral water industry? The answer is yes. However, as different types of mineral water has different properties and consumption scenarios, they respectively have different marketing tricks.
Cathy Gu, Founder, Koala Marketing
-Extending freshness and optimizing supply-chain efficiencies using HPP technology in the Juice sector
-Introducing the process differences between HPP and NFC Juice production
-Comparison of Vitamin C retention in HPP and NFC Orange Juice
-The advantages of extended shelf life of 90-120 days for planning, warehousing, production and logistics function
-Ability of HPP process to use globally sourced ingredients & raw materials harvested at their peak for premium quality consistency
-Ability of HPP process to give ‘global reach’ – able to export fresh beverages globally due to extended shelf life
-Ability of HPP process to open up e-commerce channel due to extended shelf-life
-The cost advantages of HPP as relates to minimizing shelf life write-offs
-The advantages of HPP processing versus on-premise fresh squeezing
-Simplify preparation and presentation
Bin Xue, VP of R&D, Chic Grounp
-How HPP ‘locks away’ and protects the authenticity of the raw ingredients and why this is a key differentiating factor & competitive advantage for our strategic partners
-Food safety advantages of HPP
-Consumer satisfaction with taste and quality of HPP Juices and repeat purchase
-Chic Group’s 10 years+ of investment into HPP technology
-How China’s leading juice brands can benefit from strategically partnering with 源自INVO
-How on-premise and QSR chains benefit from strategically partnering with 源自INVO
Bin Xue, VP of R&D, Chic Grounp
-Millennial consumer trends and search for natural & authentic foods & beverages
-Growing consumer awareness of HPP products and their influence on consumer choice
-Innovation showcase - HPP Cold Brewed Coffee
-Innovation showcase - HPP Dutch Milk
-Innovation showcase - HPP Soups
-Innovation showcase - HPP Dips
-Innovation showcase - HPP Sauces
-Innovation showcase - HPP Fruit Teas
-Innovation showcase - HPP Nut Milks
Shirley Lu, Senior Advisor, Healthy Photon
Patrick Mannion, Managing Director, Innova Market Insights
Busy modern life and the new generation life style, leave unlimited space and challenges for future food and drinks development. Snacks will leap beyond the boundaries of tradition and extend in more diverse directions. There are multiple possibilities for future snacks: Not limited to biscuits and potato chips and nuts, it may also be a creamy and smooth nutritious yogurt, or fat-burning chips rich in protein, all-powerful chocolate that can regulate the intestinal tract, and fermented meat products with sweet and sour flavor... Or is it a crazy combination of these N plus 1 possibilities?
Under the general trend of paying equal attention to health and enjoyment, how to seize this opportunity and explore the future of the fourth meal? Let DuPont and your company lead the new cross-over innovation on snacks together.
Annie Yang, Strategic Marketing Manager Greater China, DuPont Nutrition &Health
Finally, the world welcomes its fourth type in chocolate—“Ruby”, a new variety introduced since the advent of white chocolate in the 1930s. Totally worthy of 80 waiting years, Ruby chocolate has no added color, yet with an innate charming pink; no added seasoning, yet with a natural berry aroma. The unique flavor and color create a romantic fantasy world and the combination of sweet fruity taste and mellow smooth mouth feel presents consumers with unprecedented experience. What trend can we expect from this Ruby chocolate wave?
George Zhang, MD of China, Barry Callebaut
Jingyue Wang, Co-founder, Baicaowei
Jason Yu, General Manager in China, Kantar Worldpanel
Steve Lin, Senior Research Director, Kantar TNS
Zafka Zhang, Co-Founder, Youthology
In the post e-commerce era when traffic dividends are gradually exhausted, the fission and explosive growth brought about by WeChat-based social commerce seems to be setting off another counterattack. When it comes to social media strategies, brands usually encounter three situations: a. very familiar and proficient; b. totally avoiding; c. stumbling to post some content without highlights. Wherever we are, in the e-commerce area where ""users =traffic=money"", we can occupy the high ground only by capturing users' deep needs and obtaining precise and high-quality traffic. To catch the opportunities and obtain the dividends, brands should first understand the following questions:
Who are the users and what do they need?
Who am I and what value can I provide to users?
How do I do to obtain e-commerce traffic?"
Shealynn Chin, Senior Strategist, Silver Bullet
Costco has been ranked 16th on the list of 2017 Fortune top 500 American companies, and 68th on the list of The 2017 BrandZ Top 100 Most Valuable Global Brands. When all bosses are pursuing the continuous growth of gross margin, only Costco is thinking about how to earn less. If the gross margin is 10% this year, could it be 9.5% the next year and 9% the year after next? For all its global chain supermarkets, the gross profit of all goods must not exceed 14%. They shall allow product return or exchange without any reason or limitation on time, prepare enough free food for taste and make every effort to give consumers maximum discounts. Their goods are extremely good, prices extremely low, services better than expected, and even the employee satisfaction is as good as Google. When the rising of e-commerce causes great impact on traditional retail industry, how can Costco achieve so amazing performance?
In the process of digital transformation, consumer goods companies often encounter the following key obstacles:
· China is a vast country with numerous terminals, data collection is time-consuming and laborious, and there is a lack of store data in the first moment
· Manual input by dealers/sales representatives/third-party auditors lacks objectivity in data collection
· There is no comprehensive, accurate data to identify the key drivers of business growth
· Due to low data granularity, it is not possible to accurately evaluate the compliance of shelves and displays
· There is no store-level data to analyze the effectiveness and authenticity of marketing promotions
· Lack of insight on how to delight shoppers, dealers and retailers
Trax helps consumer goods companies establish the First Moment of Market Truth, win in stores, and win in China's new retail!
Trax is the leading provider of computer vision solutions and analytics for retail, recently ranked in the top 25 Fastest Growing Companies on Deloitte’s Technology Fast 500 list. The company enables tighter execution controls in-store and provides clients with the ability to leverage competitive insights through its in-store execution tools, market measurement services and data science to unlock revenue opportunities at all points of sale. More than 175 top brands and retailers leverage Trax globally in more than 50 countries to manage in-store execution and increase revenues at the shelf. Clients include Coca-Cola, Budweiser, Heineken, Diageo, Nestle, Henkel and Tsingtao beer.
Nancy Wang, Managing Director, Greater China, Trax
Although in terms of penetration, history, product type and service function, vending machines in China are far from the level of those in large countries like Japan, new technologies and payment methods are indeed continually driving the Chinese vending machine industry forward. For Chinese companies, they need to consider more about how to help this industry take off.
Mark Dziers, Design Partner, McKinsey Design
Ximena O'Reilly, Global Head of Visual Identity&Design, Nestle
During the short time among 2016-2018, the Chinese local design new star L3 Branding has become the only one at APAC being recognized as Coca-Cola’s Global Tier 1 Creative Supplier. The agency has helped many leading foreign and domestic F&B brands such as Coke, Sprite, Fanta, Mead Johnson, COFCO, Mengniu etc to upgrade the image. And it also won two Gold Pentawards consecutively, which offer a good example of balancing business performance and art pursuit. By sharing these cases, L3 will lead us to:
1. How shall world-known brands walk in local markets by visual upgrade?
2. When big local players recognize the importance of design, how to catch up?
3. How does design help brands most?
Grant Li, Founder & Creative Director, L3 Branding
a. Economic short runs offer more possiblities to different versioning
b. The power of engagement, eg. Coca-Cola 's named bottles and Oreo let consumers color the package case
c. Quick adaption with legislation
d. Track and trace
e. Design improvements
Victoria Pekarska, Regional Brand Innovation Lead, HP
AR(Augmented Reality) was expected to be a very disruptive technology when it officialy launched in 2011. Yet almost 8 years passed, AR usage in the F&B industry seems take off pretty slowly. AR packages
are often seen but the interaction it initiated fade off once the campaign ends in the specific time. Do you wonder:
a. Can AR only be an one-off experience?
b. How can AR address different needs across the consumer journey?
c. What are the best AR application cases you can learn from?
d. Toolkits to help you easily start use AR
Christy Iu, Marketing Director; TWE North Asia , Treasury Wine Estates
Peng Chong, Founder, Pesign
With consumption upgrade, the consumer market has received unprecedented attention from the capital market. Even funds that once invested in the Internet industry have set up consumer funds, such as Gaorong Capital and Joy Capital. Food and beverage market is massive and large-scaled, and many listed companies valued 100 billion yuan are born on the segmented markets, such as Moutai, Wuliangye, Yanghe, Haitian Flavoring & Food, Yili Group, Mengniu Group and China Resources Beer. Meanwhile, with increasingly mature consumer market and retail environment in China, some changes occur, be it market landscape or consumption habits. And some excellent consumer brands, especially the food ones will emerge from the chaos. How do capital funds find companies that might become great in F&B industry? What categories these companies may appear in? How do capital funds find them at their early stage? What are the characteristics of these companies?
Jeacy Yan, Partner, IDG Capital
VMG Partners are two well-known American capital funds investing in consumer products, especially those early-stage consumer brands. VMG Partners invested in Bare, KIND, and Spindrift. How do these early-stage consumer brands funds find the best brands? How do they support these brands after
Kara Cissell-Roell, Founding Partner, VMG Partners
Austin Kozman, R&D Director of Global R&D External Innovation, PepsiCo, Inc.
Li Xin, President, Sustenture
Christine Peng, Executive Director, UBS Investment Research; Head of Greater China Consumer Research, UBS AG
Tenghe Hu, Managing Director, CITICPE
In 2015, cross-border M&As of Chinese companies accounted for 0.9% of GDP, compared with 1.3% in the US and 2.0% in the EU. In addition, the investment amount (in US dollars) of US companies and EU companies is 2.4 times and 3.2 times that of Chinese companies, respectively. Although cross-border investment by Chinese companies is still in its infancy, the amount of overseas investment will increase several-fold in the next decade. Behind the growth, there are also some less eye-catching data, for example, the completion rate of overseas M&As by Chinese companies is only 67%. Even if a transaction is completed successfully, companies often fail to achieve the desired goals. The reason is that Chinese enterprises lack integration ability after mergers and acquisitions. Most Chinese buyers have limited post-investment management ability after the transaction is concluded. Therefore, such kinds of M&As are unlikely to bring synergy gains or real operational integration.
Oreo cookies, Budweiser beer, Burger King, Maxwell House coffee, DQ ice cream, Wrigley, Cadbury, Pacific biscuits, Prince biscuits, Chips Ahoy, and Heinz baby rice cereal, all above foods and beverages and brands you encounter or love much belong to Warren Buffett and his good friend Jorge Paulo Lemann, the richest man in Brazil.
Cristiane Correa, Author of the Book Dream Big, Consultant in Brazil