Welcome!

News Feed Item

The UK Foodservice Industry Survey 2013-2014 - Organic Trends and Menu Labelling

NEW YORK, Aug. 21, 2013 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

The UK Foodservice Industry Survey 2013-2014 - Organic Trends and Menu Labelling
http://www.reportlinker.com/p01599957/The-UK-Foodservice-Industry-Survey-2013-2014---Organic-Trends-and-Menu-Labelling.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Restaurant_and_Food_Services

Product Synopsis

"The UK Foodservice Survey 2013-2014: Organic Trends and Menu Labelling" is a new report by Canadean that analyzes the significance of organic food products and menu labelling in the UK foodservice industry. Furthermore, it provides information about the demand for sustainable packaging; promotional tools used by foodservice operators to encourage healthy eating concepts and also highlight media outlets regularly used by operators to promote their products. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by foodservice operators, suppliers, channel of operation, turnover, and purchasing decision authority.

Introduction and Landscape

Why was the report written?
This report is the result of an extensive survey drawn from Canadean's exclusive panel of leading UK foodservice industry executives. The report identifies key factors that will influence the demand for organic food and forecasts the share of organic produce within UK foodservice operators' total procurement expenditure in 2013-2014. The report recognizes key actions for and challenges to menu labelling and determines the effect of menu labelling on UK foodservice operators' revenue growth in 2013-2014. Moreover, the report identifies future amendments associated with menu alterations and the demand outlook for green packaging in the UK foodservice industry. Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, Canadean created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the UK foodservice industry.

What is the current market landscape and what is changing?
Overall, 26% of respondents project an allocation of between '10-20%' of total procurement towards organic products.

What are the key drivers behind recent market changes?

Survey result demonstrate that 67% and 64% of respondents identify 'government regulations' and 'rise in demand for nutritional information', respectively, as major growth factors that will be instrumental in the implementation of menu labelling in 2013-2014.

What makes this report unique and essential to read?

"The UK Foodservice Survey 2013-2014: Organic Trends and Menu Labelling" is a new report by Canadean that analyzes the significance of organic food products and menu labelling in the UK foodservice industry. Furthermore, it provides information about the demand for sustainable packaging; promotional tools used by foodservice operators to encourage healthy eating concepts and also highlight media outlets regularly used by operators to promote their products. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by foodservice operators, suppliers, channel of operation, turnover, and purchasing decision authority.

Key Features and Benefits

Project key factors that will influence the demand for organic food in 2013-2014.

Forecasts the share of organic produce within UK foodservice operators' total procurement expenditure in 2013-2014.

Uncover key challenges for the implementation of menu labelling.

Evaluate the significance of selected factors on menu alterations.

Estimate change in the demand for green packaging in the UK foodservice industry.

Key Market Issues
A total of 58% of food service operators indicated that they have 'partially introduced' or 'completely introduced' organic food ingredients.

According to 67% and 44% of supplier respondents, 'introduction of nutritional calculators' and 'conducting health awareness programs' are key actions taken by foodservice operators to display calorie information.

Survey results reveal that 47% of food service operators plan to allocate 'less than 5%' of their operational budget towards menu labelling in 2013-2014.

Respondents from foodservice operators consider 'enhance the essential skills of staff' and 'improve nutritional quality of food and beverages' as the key amendments to be introduced as part of menu alterations in 2013-2014.

Overall, 62%, 46%, and 36% of foodservice operators identified 'menu sheets', 'posters in eating arena', and 'brochures', respectively, as the promotional tools for healthy eating practices.

Key Highlights
Overall, 27% of supplier respondents expect the allocation for organic products to range between 10-30% of their total procurement expenditure.

A total of 53% of supplier respondents from the UK foodservice industry identify the status of menu labelling as 'partially implemented'.

Survey results demonstrate that 51% of foodservice operators highlight 'no change' in revenue generation through the implementation of menu labelling.

'Demand for local food', 'local preferences', and 'building loyalty and adding value' are the most important factors influencing menu alterations as identified by foodservice operators.

'Email and newsletters', 'social media/networking sites', and 'trade magazines' are the major marketing channels regularly used for promotional activities.

1 Introduction
1.1 What is this Report About?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents
Table 1: UK Foodservice Industry Survey Respondents by Company Type, 2013
2 Executive Summary
2.1 Consumer Demand for organic food to increase in 2013-2014
2.2 'Concern for healthy food' a key driver contributing to the growth of organic foods
2.3 Majority of foodservice operators have partially implemented menu labelling
2.4 'High cost of implementation' identified a key barrier to menu labelling
2.5 The majority of foodservice operators highlight 'no change' in revenue generation through implementation of menu labelling
2.6 'Demand for local food' and 'local preferences' are the key factors influencing menu alterations
2.7 'Menu sheets', 'posters in eating arena', and 'brochures' are the most effective promotional tools for foodservice operators
3 Organic Trends in the UK Foodservice industry
3.1 Change in Consumer Demand for Organic Food
3.1.1 Change in consumer demand for organic food - UK foodservice operators
3.1.2 Change in consumer demand for organic food - UK foodservice channels
3.1.3 Change in consumer demand for organic food - UK foodservice industry suppliers
3.1.4 Change in consumer demand for organic food - company turnover
3.1.5 Change in consumer demand for organic food - purchasing decision authority
3.2 Organic Food Ingredients in UK Foodservice
3.2.1 Introduction of organic food ingredients - UK foodservice operators
3.2.2 Introduction of organic food ingredients - UK foodservice channels
3.2.3 Introduction of organic food ingredients - UK foodservice industry suppliers
3.2.4 Introduction of organic food ingredients - company turnover
3.2.5 Introduction of organic food ingredients - purchasing decision authority

3.3 Factors Driving Demand for Organic Food
3.3.1 Factors driving demand for organic food - UK foodservice operators
3.3.2 Factors driving demand for organic food - UK foodservice channels
3.3.3 Factors driving demand for organic food - UK foodservice industry suppliers
3.3.4 Factors driving demand for organic food - company turnover
3.4 Demand for Organic Food Categories
3.4.1 Demand for organic food categories - UK foodservice operators
3.4.2 Demand for organic food categories - UK foodservice channels
3.4.3 Demand for organic food categories - UK foodservice industry suppliers
3.4.4 Demand for organic food categories - company turnover
3.5 Expenditure on Organic Procurement
3.5.1 Expenditure on organic procurement - UK foodservice operators
3.5.2 Expenditure on organic procurement - purchasing decision authority
3.5.3 Increasing consumer demand for organic products vs. expenditure on organic procurement
4 Menu Labelling Trends in the UK Foodservice Industry
4.1 Menu Labelling in the UK Foodservice Industry
4.1.1 Menu labelling in the foodservice industry - UK foodservice operators
4.1.2 Menu labelling in the foodservice industry - UK foodservice channels
4.1.3 Menu labelling in the UK foodservice industry - suppliers
4.1.4 Menu labelling in the UK foodservice industry - company turnover
4.1.5 Menu labelling in the UK foodservice industry - purchasing decision authority
4.2 Key Deciding Factors for Menu Labelling
4.2.1 Key deciding factors for menu labelling - UK foodservice operators
4.2.2 Key deciding factors for menu labelling - UK foodservice channels
4.2.3 Key deciding factors for menu labelling - UK foodservice industry suppliers
4.2.4 Key deciding factors for menu labelling - company turnover
4.3 Key Actions to Display Calorie Information
4.3.1 Key actions to display calorie information - UK foodservice operators
4.3.2 Key actions to display calorie information - UK foodservice channels
4.3.3 Key actions to display calorie information - UK foodservice industry suppliers
4.3.4 Key actions to display calorie information - company turnover
4.4 Major Barriers to Menu Labelling
4.4.1 Major barriers to menu labelling - UK foodservice operators
4.4.2 Major barriers to menu labelling - UK foodservice channels
4.4.3 Major barriers to menu labelling - UK foodservice industry suppliers
4.4.4 Major barriers to menu labelling - company turnover
5 Investment Planning and Revenue Growth Expectations
5.1 Impact of Menu Labelling on Revenues
5.1.1 Impact of menu labelling on revenues - UK foodservice operators

5.1.2 Impact of menu labelling on revenues - UK foodservice channels
5.1.3 Impact of menu labelling on revenues - UK foodservice industry suppliers
5.1.4 Impact of menu labelling on revenues - company turnover
5.2 Planned Change in Budget for Menu Labelling
5.2.1 Planned change in budget for menu labelling - UK foodservice operators
5.2.2 Planned change in budget for menu labelling - company turnover
5.3 Projected Change in Investment
5.3.1 Projected change in investment - UK foodservice operators
5.3.2 Projected change in investment - UK foodservice industry suppliers
5.3.3 Projected change in investment - company turnover
6 Menu Alteration Trends
6.1 Significance of Menu Alterations
6.1.1 Significance of menu alterations - UK foodservice operators
6.1.2 Significance of menu alterations - UK foodservice channels
6.1.3 Significance of menu alterations - UK foodservice industry suppliers
6.1.4 Significance of menu alterations - company turnover
6.1.5 Significance of menu alterations - purchasing decision authority
6.2 Factors Influencing Menu Alterations
6.2.1 Factors influencing menu alterations - UK foodservice operators
6.2.2 Factors influencing menu alterations - UK foodservice industry suppliers
6.2.3 Factors influencing menu alterations - company turnover
6.3 Future Amendments in Menu Alterations
6.3.1 Future amendments in menu alterations - UK foodservice operators
6.3.2 Future amendments in menu alterations - UK foodservice industry suppliers
6.3.3 Future amendments in menu alterations - company turnover
6.3.4 Future amendments in menu alterations - purchasing decision authority
7 Sustainable Packaging in the UK Foodservice Industry
7.1 Significance of Green Packaging

7.1.1 Significance of green packaging - UK foodservice operators
7.1.2 Significance of green packaging - UK foodservice channels
7.1.3 Significance of green packaging - UK foodservice industry suppliers
7.1.4 Significance of green packaging - company turnover
7.1.5 Significance of green packaging - purchasing decision authority
7.2 Key Measures for Sustainable Packaging Solutions
7.2.1 Key measures for sustainable packaging solutions - UK foodservice operators
7.2.2 Key measures for sustainable packaging solutions - UK foodservice channels
7.2.3 Key measures for sustainable packaging solutions - UK foodservice industry suppliers
7.2.4 Key measures for sustainable packaging solutions - company turnover
7.2.5 Key measures for sustainable packaging solutions - purchasing decision authority
8 Promoting Healthy Eating Concepts
8.1 Effective Tools for Promoting Healthy Eating Concepts
8.1.1 Effective tools for promoting healthy eating concepts - UK foodservice operators
8.1.2 Effective tools for promoting healthy eating concepts - UK foodservice industry suppliers
8.1.3 Effective tools for promoting healthy eating concepts - company turnover
8.2 Frequently used Promotional Channels
8.2.1 Frequently used promotional channels - UK foodservice operators
8.2.2 Frequently used promotional channels - UK foodservice channels
8.2.3 Frequently used promotional channels - UK foodservice industry suppliers
9 Appendix
9.1 Survey Results - Closed Questions
9.2 About Canadean
9.3 Disclaimer

List of Tables

Table 1: UK Foodservice Industry Survey Respondents by Company Type, 2013
Table 2: UK Foodservice Operator Respondents by Channel Type, 2013 (%)
Table 3: UK Foodservice Operator Respondents by Job Role (%), 2013
Table 4: UK Foodservice Operator Respondents by Company Turnover (%), 2013
Table 5: Change in Consumer Demand for Organic Food: UK Foodservice Operators (%), 2013-2014
Table 6: Change in Consumer Demand for Organic Food: UK Foodservice Channels (%), 2013-2014
Table 7: Change in Consumer Demand for Organic Food: UK Foodservice Industry Suppliers (%), 2013-2014
Table 8: Change in Consumer Demand for Organic Food: Comparison by Company Turnover (%), 2013-2014
Table 9: Change in Consumer Demand for Organic Food: Comparison by Purchasing Decision Authority (%), 2013-2014
Table 10: Introduction of Organic Food Ingredients: UK Foodservice Operators (%), 2013
Table 11: Introduction of Organic Food Ingredients: UK Foodservice Channels (%), 2013
Table 12: Introduction of Organic Food Ingredients: UK Foodservice Industry Suppliers (%), 2013
Table 13: Introduction of Organic Food Ingredients: Comparison by Company Turnover (%), 2013
Table 14: Introduction of Organic Food Ingredients: Comparison by Purchasing Decision Authority (%), 2013
Table 15: Factors Driving Demand for Organic Food: UK Foodservice Operators (%), 2013-2014
Table 16: Factors Driving Demand for Organic Food: UK Foodservice Channels (%), 2013-2014
Table 17: Factors Driving Demand for Organic Food: UK Foodservice Industry Suppliers (%), 2013-2014
Table 18: Demand for Organic Food Categories: UK Foodservice Operators (%), 2013-2014
Table 19: Increase in Demand for Organic Food Categories: UK Foodservice Channels (%), 2013-2014

Table 20: Demand for Organic Food Categories: UK Foodservice Industry Suppliers (%), 2013-2014
Table 21: Increase in Demand for Organic Food Categories: Comparison by Company Turnover (%), 2013-2014
Table 22: Expenditure on Organic Procurement: UK Foodservice Operators (%), 2013-2014
Table 23: Expenditure on Organic Procurement: Comparison by Purchasing Decision Authority (%), 2013-2014
Table 24: Increasing Consumer Demand for Organic Products vs. Expenditure on Organic Procurement (%), 2013-2014
Table 25: Menu Labelling in the UK Foodservice Operators' Industry (%), 2013
Table 26: Menu Labelling in UK Foodservice Channels (%), 2013
Table 27: Menu Labelling in the UK Foodservice Industry: Suppliers (%), 2013
Table 28: Menu Labelling in the UK Foodservice Industry: Comparison by Company Turnover (%), 2013
Table 29: Menu Labelling in the UK Foodservice Industry: Comparison by Purchasing Decision Authority (%), 2013
Table 30: Key Deciding Factors for Menu Labelling: UK Foodservice Operators (%), 2013-2014
Table 31: Key Deciding Factors for Menu Labelling: UK Foodservice Channels (%), 2013-2014
Table 32: Key Deciding Factors for Menu Labelling: UK Foodservice Industry Suppliers (%), 2013-2014

Table 33: Key Deciding Factors for Menu Labelling: Comparison by Company Turnover (%), 2013-2014
Table 34: Key Actions to Display Calorie Information: UK Foodservice Operators (%), 2013
Table 35: Key Actions to Display Calorie Information: UK Foodservice Channels (%), 2013
Table 36: Key Actions to Display Calorie Information: UK Foodservice Industry Suppliers (%), 2013
Table 37: Key Actions to Display Calorie Information: Comparison by Company Turnover (%), 2013
Table 38: Major Barriers to Menu Labelling: UK Foodservice Operators (%), 2013
Table 39: Major Barriers to Menu Labelling: UK Foodservice Channels (%), 2013
Table 40: Major Barriers to Menu Labelling: UK Foodservice Industry Suppliers (%), 2013
Table 41: Major Barriers to Menu Labelling: Comparison by Company Turnover (%), 2013
Table 42: Impact of Menu Labelling on Revenues: UK Foodservice Operators (%), 2013-2014
Table 43: Impact of Menu Labelling on Revenues: UK Foodservice Channels (%), 2013-2014
Table 44: Impact of Menu Labelling on Revenues: UK Foodservice Industry Suppliers (%), 2013-2014
Table 45: Impact of Menu Labelling on Revenues: Comparison by Company Turnover (%), 2013-2014
Table 46: Planned Change in Budget for Menu Labelling: UK Foodservice Operators (%), 2013-2014
Table 47: Planned Change in Budget for Menu Labelling: Comparison by Company Turnover (%), 2013-2014
Table 48: Projected Change in Investment: UK Foodservice Operators (%), 2013-2014
Table 49: Projected Change in Investment: UK Foodservice Industry Suppliers (%), 2013-2014
Table 50: Projected Change in Investment: Comparison by Company Turnover (% More Responses), 2013-2014
Table 51: Significance of Menu Alterations: UK Foodservice Operators (%), 2013
Table 52: Significance of Menu Alterations: UK Foodservice Channels (%), 2013
Table 53: Significance of Menu Alterations: UK Foodservice Industry Suppliers (%), 2013
Table 54: Significance of Menu Alterations: Comparison by Company Turnover (%), 2013
Table 55: Significance of Menu Alterations: Comparison by Purchasing Decision Authority(%), 2013

Table 56: Factors Influencing Menu Alterations: UK Foodservice Operators (%), 2013
Table 57: Factors Influencing Menu Alterations: UK Foodservice Industry Suppliers (%), 2013
Table 58: Factors Influencing Menu Alterations: Comparison by Company Turnover (%), 2013
Table 59: Future Amendments in Menu Alterations: UK Foodservice Operators (%), 2013-2014
Table 60: Future Amendments in Menu Alterations: UK Foodservice Industry Suppliers (%), 2013-2014
Table 61: Future Amendments to Menu Alterations: Comparison by Purchasing Decision Authority (%), 2013-2014
Table 62: Significance of Green Packaging: UK Foodservice Operators (%), 2013-2014
Table 63: Significance of Green Packaging: UK Foodservice Channels (%), 2013-2014
Table 64: Significance of Green Packaging: UK Foodservice Industry Suppliers (%), 2013-2014
Table 65: Significance of Green Packaging: Comparison by Company Turnover (%), 2013-2014
Table 66: Significance of Green Packaging: Comparison by Purchasing Decision Authority (%), 2013-2014
Table 67: Key Measures for Sustainable Packaging Solutions: UK Foodservice Operators (%), 2013
Table 68: Key Measures for Sustainable Packaging Solutions: UK Foodservice Channels (%), 2013
Table 69: Key Measures for Sustainable Packaging Solutions: UK Foodservice Industry Suppliers (%), 2013
Table 70: Key Measures for Sustainable Packaging Solutions: Comparison by Purchasing Decision Authority (%), 2013
Table 71: Effective Tools for Promoting Healthy Eating Concepts: UK Foodservice Operators (%), 2013
Table 72: Effective Tools for Promoting Healthy Eating Concepts: UK Foodservice Industry Suppliers (%), 2013
Table 73: Frequently used Promotional Channels: UK Foodservice Operators (%), 2013
Table 74: Frequently used Promotional Channels: UK Foodservice Channels (%), 2013
Table 75: Frequently used Promotional Channels: UK Foodservice Industry Suppliers (%), 2013
Table 76: Survey Results

List of Figures

Figure 1: Change in Consumer Demand for Organic Food: UK Foodservice Operators (%), 2013-2014
Figure 2: Change in Consumer Demand for Organic Food: UK Foodservice Channels (%), 2013-2014
Figure 3: Change in Consumer Demand for Organic Food: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 4: Change in Consumer Demand for Organic Food: Comparison by Company Turnover (%), 2013-2014
Figure 5: Change in Consumer Demand for Organic Food: Comparison by Purchasing Decision Authority (%), 2013-2014
Figure 6: Introduction of Organic Food Ingredients: UK Foodservice Operators (%), 2013
Figure 7: Introduction of Organic Food Ingredients: UK Foodservice Channels (%), 2013
Figure 8: Introduction of Organic Food Ingredients: UK Foodservice Industry Suppliers (%), 2013
Figure 9: Introduction of Organic Food Ingredients: Comparison by Company Turnover (%), 2013
Figure 10: Introduction of Organic Food Ingredients: Comparison by Purchasing Decision Authority (%), 2013

Figure 11: Factors Driving Demand for Organic Food: UK Foodservice Operators (%), 2013-2014
Figure 12: Factors Driving Demand for Organic Food: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 13: Factors Driving Demand for Organic Food: Comparison by Company Turnover (%), 2013-2014
Figure 14: Demand for Organic Food Categories: UK Foodservice Operators (%), 2013-2014
Figure 15: Increase in Demand for Organic Food Categories: UK Foodservice Channels (%), 2013-2014
Figure 16: Demand for Organic Food Categories: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 17: Increase in Demand for Organic Food Categories: Comparison by Company Turnover (%), 2013-2014
Figure 18: Expenditure on Organic Procurement: UK Foodservice Operators (%), 2013-2014
Figure 19: Expenditure on Organic Procurement: Comparison by Purchasing Decision Authority (%), 2013-2014
Figure 20: Menu Labelling in the UK Foodservice Operators' Industry (%), 2013
Figure 21: Menu Labelling in UK Foodservice Channels (%), 2013
Figure 22: Menu Labelling in the UK Foodservice Industry: Suppliers (%), 2013
Figure 23: Menu Labelling in the UK Foodservice Industry: Comparison by Company Turnover (%), 2013

Figure 24: Menu Labelling in the UK Foodservice Industry: Purchasing Decision Authority (%), 2013
Figure 25: Key Deciding Factors for Menu Labelling: UK Foodservice Operators (%), 2013-2014
Figure 26: Key Deciding Factors for Menu Labelling: UK Foodservice Channels (%), 2013-2014
Figure 27: Key Deciding Factors for Menu Labelling: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 28: Key Deciding Factors for Menu Labelling: Comparison by Company Turnover (%), 2013-2014
Figure 29: Key Actions to Display Calorie Information: UK Foodservice Operators (%), 2013
Figure 30: Key Actions to Display Calorie Information: UK Foodservice Channels (%), 2013
Figure 31: Key Actions to Display Calorie Information: UK Foodservice Industry Suppliers (%), 2013
Figure 32: Major Barriers to Menu Labelling: UK Foodservice Operators (%), 2013
Figure 33: Major Barriers to Menu Labelling: UK Foodservice Channels (%), 2013
Figure 34: Major Barriers to Menu Labelling: UK Foodservice Industry Suppliers (%), 2013
Figure 35: Major Barriers to Menu Labelling: Comparison by Company Turnover (%), 2013
Figure 36: Impact of Menu Labelling on Revenues: UK Foodservice Operators (%), 2013-2014
Figure 37: Impact of Menu Labelling on Revenues: UK Foodservice Channels (%), 2013-2014
Figure 38: Impact of Menu Labelling on Revenues: UK Foodservice Industry Suppliers (%), 2013-2014

Figure 39: Impact of Menu Labelling on Revenues: Comparison by Company Turnover (%), 2013-2014
Figure 40: Planned Change in Budget for Menu Labelling: UK Foodservice Operators (%), 2013-2014
Figure 41: Planned Change in Budget for Menu Labelling: Comparison by Company Turnover (%), 2013-2014
Figure 42: Projected Change in Investment: UK Foodservice Operators (%), 2013-2014
Figure 43: Projected Change in Investment: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 44: Significance of Menu Alterations: UK Foodservice Operators (%), 2013
Figure 45: Significance of Menu Alterations: UK Foodservice Channels (%), 2013
Figure 46: Significance of Menu Alterations: UK Foodservice Industry Suppliers (%), 2013
Figure 47: Significance of Menu Alterations: Comparison by Company Turnover (%), 2013
Figure 48: Factors Influencing Menu Alterations: UK Foodservice Operators (%), 2013
Figure 49: Factors Influencing Menu Alterations: UK Foodservice Industry Suppliers (%), 2013
Figure 50: Factors Influencing Menu Alterations: Comparison by Company Turnover (%), 2013
Figure 51: Future Amendments in Menu Alterations: UK Foodservice Operators (%), 2013-2014
Figure 52: Future Amendments in Menu Alterations: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 53: Future Amendments in Menu Alterations: Comparison by Company Turnover (%), 2013-2014

Figure 54: Future Amendments to Menu Alterations: Comparison by Purchasing Decision Authority (%), 2013-2014
Figure 55: Significance of Green Packaging: UK Foodservice Operators (%), 2013-2014
Figure 56: Significance of Green Packaging: UK Foodservice Channels (%), 2013-2014
Figure 57: Significance of Green Packaging: UK Foodservice Industry Suppliers (%), 2013-2014
Figure 58: Significance of Green Packaging: Comparison by Company Turnover (%), 2013-2014
Figure 59: Significance of Green Packaging: Comparison by Purchasing Decision Authority (%), 2013-2014
Figure 60: Key Measures for Sustainable Packaging Solutions: UK Foodservice Operators (%), 2013
Figure 61: Key Measures for Sustainable Packaging Solutions: UK Foodservice Channels (%), 2013
Figure 62: Key Measures for Sustainable Packaging Solutions: UK Foodservice Industry Suppliers (%), 2013
Figure 63: Key Measures for Sustainable Packaging Solutions: Comparison by Company Turnover (%), 2013
Figure 64: Key Measures for Sustainable Packaging Solutions: Comparison by Purchasing Decision Authority (%), 2013
Figure 65: Effective Tools for Promoting Healthy Eating Concepts: UK Foodservice Operators (%), 2013
Figure 66: Effective Tools for Promoting Healthy Eating Concepts: UK Foodservice Industry Suppliers (%), 2013
Figure 67: Effective Tools for Promoting Healthy Eating Concepts: Comparison by Company Turnover (%), 2013
Figure 68: Frequently used Promotional Channels: UK Foodservice Operators (%), 2013
Figure 69: Frequently used Promotional Channels: UK Foodservice Channels (%), 2013
Figure 70: Frequently used Promotional Channels: UK Foodservice Industry Suppliers (%), 2013

Companies Mentioned

Independent Catering, DoubleTree by Hilton London, Danny Meyer, Company of Cooks, EHL Ingredients, Kallo foods Ltd, McDonald, the Duke of Cambridge, Steenbergs Organic, Vinceremos Wines and Spirits Ltd, Moor organics Ltd, Pret A Manger, Starbucks, Burger King, Harvester, KFC, Pizza Hut, Fuller, Spirit Leased, ARAMARK Limited, Unilever Food Solutions, Nestlé, J D Wetherspoon Plc., Coeliac UK, the Lamb Inn, Prezzo, the Bramwell Pub Company, Strada, T.G.I. Friday, the Hospital Caterers Association, the National Association of Care Catering, Bartlett Mitchell, BPEX, YO! Sushi restaurant, Sodexo, Bibendum, BaxterStorey, Total Foodservice Solutions Limited, Enochs restaurant, The Akeman, Sam's Brasserie and Bar and Biopac UK Ltd

To order this report:
Restaurant_and_Food_Services Industry:
The UK Foodservice Industry Survey 2013-2014 - Organic Trends and Menu Labelling

Contact Clare: [email protected]  
US:(339) 368 6001
Intl:+1 339 368 6001

SOURCE Reportlinker

More Stories By PR Newswire

Copyright © 2007 PR Newswire. All rights reserved. Republication or redistribution of PRNewswire content is expressly prohibited without the prior written consent of PRNewswire. PRNewswire shall not be liable for any errors or delays in the content, or for any actions taken in reliance thereon.

Latest Stories
Large industrial manufacturing organizations are adopting the agile principles of cloud software companies. The industrial manufacturing development process has not scaled over time. Now that design CAD teams are geographically distributed, centralizing their work is key. With large multi-gigabyte projects, outdated tools have stifled industrial team agility, time-to-market milestones, and impacted P&L stakeholders.
High-velocity engineering teams are applying not only continuous delivery processes, but also lessons in experimentation from established leaders like Amazon, Netflix, and Facebook. These companies have made experimentation a foundation for their release processes, allowing them to try out major feature releases and redesigns within smaller groups before making them broadly available. In his session at 21st Cloud Expo, Brian Lucas, Senior Staff Engineer at Optimizely, discussed how by using ne...
"Cloud Academy is an enterprise training platform for the cloud, specifically public clouds. We offer guided learning experiences on AWS, Azure, Google Cloud and all the surrounding methodologies and technologies that you need to know and your teams need to know in order to leverage the full benefits of the cloud," explained Alex Brower, VP of Marketing at Cloud Academy, in this SYS-CON.tv interview at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clar...
Widespread fragmentation is stalling the growth of the IIoT and making it difficult for partners to work together. The number of software platforms, apps, hardware and connectivity standards is creating paralysis among businesses that are afraid of being locked into a solution. EdgeX Foundry is unifying the community around a common IoT edge framework and an ecosystem of interoperable components.
"CA has been doing a lot of things in the area of DevOps. Now we have a complete set of tool sets in order to enable customers to go all the way from planning to development to testing down to release into the operations," explained Aruna Ravichandran, Vice President of Global Marketing and Strategy at CA Technologies, in this SYS-CON.tv interview at DevOps Summit at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.
"MobiDev is a software development company and we do complex, custom software development for everybody from entrepreneurs to large enterprises," explained Alan Winters, U.S. Head of Business Development at MobiDev, in this SYS-CON.tv interview at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.
Agile has finally jumped the technology shark, expanding outside the software world. Enterprises are now increasingly adopting Agile practices across their organizations in order to successfully navigate the disruptive waters that threaten to drown them. In our quest for establishing change as a core competency in our organizations, this business-centric notion of Agile is an essential component of Agile Digital Transformation. In the years since the publication of the Agile Manifesto, the conn...
In his session at 21st Cloud Expo, James Henry, Co-CEO/CTO of Calgary Scientific Inc., introduced you to the challenges, solutions and benefits of training AI systems to solve visual problems with an emphasis on improving AIs with continuous training in the field. He explored applications in several industries and discussed technologies that allow the deployment of advanced visualization solutions to the cloud.
In his session at 21st Cloud Expo, Carl J. Levine, Senior Technical Evangelist for NS1, will objectively discuss how DNS is used to solve Digital Transformation challenges in large SaaS applications, CDNs, AdTech platforms, and other demanding use cases. Carl J. Levine is the Senior Technical Evangelist for NS1. A veteran of the Internet Infrastructure space, he has over a decade of experience with startups, networking protocols and Internet infrastructure, combined with the unique ability to it...
Vulnerability management is vital for large companies that need to secure containers across thousands of hosts, but many struggle to understand how exposed they are when they discover a new high security vulnerability. In his session at 21st Cloud Expo, John Morello, CTO of Twistlock, addressed this pressing concern by introducing the concept of the “Vulnerability Risk Tree API,” which brings all the data together in a simple REST endpoint, allowing companies to easily grasp the severity of the ...
Enterprises are adopting Kubernetes to accelerate the development and the delivery of cloud-native applications. However, sharing a Kubernetes cluster between members of the same team can be challenging. And, sharing clusters across multiple teams is even harder. Kubernetes offers several constructs to help implement segmentation and isolation. However, these primitives can be complex to understand and apply. As a result, it’s becoming common for enterprises to end up with several clusters. Thi...
While some developers care passionately about how data centers and clouds are architected, for most, it is only the end result that matters. To the majority of companies, technology exists to solve a business problem, and only delivers value when it is solving that problem. 2017 brings the mainstream adoption of containers for production workloads. In his session at 21st Cloud Expo, Ben McCormack, VP of Operations at Evernote, discussed how data centers of the future will be managed, how the p...
"NetApp is known as a data management leader but we do a lot more than just data management on-prem with the data centers of our customers. We're also big in the hybrid cloud," explained Wes Talbert, Principal Architect at NetApp, in this SYS-CON.tv interview at 21st Cloud Expo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.
"Space Monkey by Vivent Smart Home is a product that is a distributed cloud-based edge storage network. Vivent Smart Home, our parent company, is a smart home provider that places a lot of hard drives across homes in North America," explained JT Olds, Director of Engineering, and Brandon Crowfeather, Product Manager, at Vivint Smart Home, in this SYS-CON.tv interview at @ThingsExpo, held Oct 31 – Nov 2, 2017, at the Santa Clara Convention Center in Santa Clara, CA.
The question before companies today is not whether to become intelligent, it’s a question of how and how fast. The key is to adopt and deploy an intelligent application strategy while simultaneously preparing to scale that intelligence. In her session at 21st Cloud Expo, Sangeeta Chakraborty, Chief Customer Officer at Ayasdi, provided a tactical framework to become a truly intelligent enterprise, including how to identify the right applications for AI, how to build a Center of Excellence to oper...