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How will we eat in the future and, above all, what? Picture: pixabay
Organic and sustainable, protein-rich and plant-based, with delivery service or as an event – what we expect from our food is changing. The food industry must respond to this and deal with new players.
In Bremen, not only individual companies but also the industry as a whole is reacting to the trends: for example, with the New Work Co-Creation Labs, an online workshop, the first of which took place shortly before Christmas and the second of which starts on January 27, 2021.
On this occasion, we spoke to the two participants Thomas Lieske from Hanseatisches Chocoladen Kontor and Christian Holz from culicons. We wanted to know what consumers expect from their food and how the way we consume food will fundamentally change in the future.
Christian, Thomas, what do you think are the three most important topics for the future of the food and beverage industry today?
Christian Holz: For me, it's the topic of innovation. It doesn't necessarily have to be things that have never been done before, but perhaps something that others, but you, are not using yet. There is also the issue of sustainability. We can see that brands that don't take sustainability into account are falling behind on the market. The third topic is definitely digitalization. There are many different facets here, from production to communication.
Thomas Lieske: The topic of sustainability is important at all levels, not just at product level but also at company level, driven by the shift in consumer habits, which is also being significantly accelerated by the current pandemic. Another aspect that I would add is the legal framework. Especially when it comes to food safety, because there is a lot in flux. The speed of change is increasing there.
The food and luxury food industry must stop assuming a pure supply function. To a certain extent, it must also fulfill a status function.
How do you envision the future of the food and luxury food industry?
Thomas Lieske: The food and luxury food industry must stop assuming a pure supply function. To a certain extent, it must also fulfill a status function. Other industries have developed their products away from being purely functional commodities. People want to know where what they eat comes from and what's in it. How does this influence other economic areas that are globally connected to me? What additional benefits can I offer? Is the product vegan or is it a dietary supplement, for example, is it particularly high in protein? Just filling and tasty won't be enough, it will go further.
Christian Holz: I would also agree with that. More transparency, traceable supply chains. In general, a greater focus on topics such as ethics, morals, that is, animal welfare and working conditions. I think that will play an even greater role in the future.
Christian Holz, Image: culicons
Why is it so difficult for many companies to imagine the future? But why is it so important for action in the present?
Thomas Lieske: The difficulty for us humans is to imagine something that is not yet there. Initiating something now that may not even happen, that the projection I made was wrong, is of course a risk. But a willingness to take risks is important for successful entrepreneurial activity and this in turn requires freedom. That means taking the time to think about how things are today, how they could look tomorrow and how they might look the day after tomorrow.
Christian Holz: Just do it. The corona crisis in particular was actually an example of how differently companies react. From shock paralysis to the development of new concepts. In the catering sector, for example, there are companies that have started up, while the really big ones have waited to see what their customers do. I think we simply need to think more often about what we want to achieve in ten years' time, because the planning horizons in the food sector are often not so long-term.
Then, let’s hear it: Where will we be shopping in 10 years' time?
Thomas Lieske: I think there will be a dichotomy: everything relating to standard products, where there is a recurring need, will move even more into the areas of e-commerce and digitalization. For example, via subscription services, so that I no longer need to worry about basic needs in everyday life. However, there will always be markets where physical goods are offered. In the future, there will probably also be more direct consumption on site. A combination of supermarket, marketplace, and gastronomy that emphasizes the experiential nature of shopping.
Christian Holz: It will go in the direction of concept stores. After all, it's about food. You have to be able to smell and taste it, in combination with online concepts. A closer fusion between retail and gastronomy. Especially in times of coronavirus, you can see how restaurants are also trading in food and choosing different sales strategies, such as selling food boxes. I think this will happen even more in the coming years.
Do you think the way we consume food will also change in ten years' time?
Christian Holz: I do believe that the trend will continue after corona, that people will snack more again, eat on the go, and take advantage of what restaurants have to offer. 2019 was the most successful year in the food service industry for decades, which then came to an abrupt halt. But this snacking culture will continue. New concepts are still needed here.
Thomas Lieske: I also believe that out-of-home consumption will pick up again, but the focus will shift primarily towards healthy and sustainable food. McDonalds, to name just one, will have difficulties, while something like Haferkater will be the better alternative.
Thomas Lieske, Image: Hanseatisches Chocoladen Kontor
How can the industry respond to this? What are the prerequisites for these moments of learning and creativity in professional life?
Thomas Lieske: The basic prerequisite is and always has been an environment that supports you 100 percent, a healthy curiosity, having fun, and “just do it”. At a certain point, you have to actually stop thinking and planning but try things out. It's important to make the right deductions in the event of negative experiences and to keep your eye on the goal and get support from those around you.
Christian Holz: When I became self-employed, I realized that the fact that I now only deal with people who really want to work with me means that there is an environment in which I can really make a difference. My experience in the SME sector, where these opportunities were not always available, was particularly important in this respect.
Many food start-ups have been founded in recent years. What opportunities arise when traditional companies and start-ups, larger and smaller companies work together?
Christian Holz: I think there are advantages for both sides. What one person has to do in a start-up is sometimes done by four or five departments in a large company. Particularly in the food sector, it's all about special know-how, and large companies have specialists from whom start-ups can learn. On the other hand, large companies can learn from the greenness of start-ups. This exchange is already taking place, but it is still too sporadic.
Thomas Lieske: I can only agree with that. If there is openness and trust that the large company doesn't just want to steal the start-up's idea or, conversely, that the start-up just wants to tap into know-how in order to be able to act as a future competitor, such an exchange can be extremely fruitful. The courage to implement things, to question old processes, but also to pass on tried-and-tested knowledge – this can arise from such collaborations.
If you had three wishes, what would you immediately initiate and implement for Bremen's food and beverage industry?
Christian Holz: Christian Holz: I'll speak for the start-ups in Bremen now. We are working on the idea of a food hub, in cooperation with Edeka and the Senator for Economic Affairs, Labor and Europe, which is already being implemented. This should make it easier for young companies to get started in the sector with knowledge and production facilities. Cooperation between established companies and start-ups is also very important, for example, via the NaGeB association or individual contacts.
Thomas Lieske: I would like to see a joint marketplace. Divided into two parts, both digital and physical, where the Bremen food and beverage industry can offer its products and enter into a dialog with end consumers. I think it's extremely important to get feedback from consumers.
Secondly, as Christian also said, cooperation. No company will be able to solve the challenges that exist on its own. Not even the largest corporation. We have a strong industry here at the location and a lot of existing know-how and should make use of this exchange between companies.
Thank you very much for the interview!
About Christian Holz
The business economist with a background in food technology worked in marketing and business development for companies such as Bestfoods (Knorr) and Kraft Foods (now Mondelez). After a stint in the SME sector, he founded his consulting and service company culicons in Bremen in 2013. This offers consulting services for food companies with a focus on the B2B sector.
About Thomas Lieske
After working for Ferrero, Mars and Storck, Lieske spent a long time in sales and marketing for large food companies. In the SME sector, he built up “Krossen Kerle”, a potato chip brand for potato farmers in northern Germany. Today he is Managing Director of Hanseatisches Chocoladen Kontor GmbH & Co KG.
Text: Ben Endlich