天美传媒

Food and drinks that are immediately available, anywhere and everywhere. At a low price. Of great quality. Healthy. And varied. But above all, convenient.

Such are the demands on the industry, in a context of digitization, omni-channeling, and shopping experiences enriched through the use of new applications and services available to the customer 24/7.

These were the starting points of the , directed by 天美传媒 Prof. together with Fernando Pasam贸n, a partner at , and held recently on the .

Increasingly Demanding Customers

鈥淚t鈥檚 difficult to do everything well,鈥� says Ricardo Curr谩s, CEO of D铆a supermarket chain.鈥淐lients want everything.And this is a business equation that鈥檚 difficult to manage.鈥� Despite this, D铆a will keep trying: 鈥淭he company鈥檚 number-one priority is to make sure that the client is truly at the center of all our decisions.鈥�

Proof of this commitment, Curr谩s said, is that the company has even modified its employee compensation system, tying a small part of all salaries to customer satisfaction levels and loyalty.

On other issues, D铆a鈥檚 differentiating strategy continues to be focused on low prices 鈥� 鈥渨e do everything possible to have the lowest prices in the market鈥� 鈥� as well as close location and convenience. 鈥淭hese are highly valued qualities,鈥� the D铆a CEO said, and they are qualities that older people as well as millennials seek.

Online Food Market

At a time when digitization is sweeping through all industries, Nestl茅 is centering its efforts on maintaining constant interaction with consumers, through the use of digital tools (webs, blogs, social networks and mobile apps). These enrich Nestl茅鈥檚 offerings with services that add value to products or with personalized shopping experiences.

鈥淣estl茅鈥檚 digital ambitions are to become the industry leader in taking advantage of digital technology and e-commerce to satisfy the consumer,鈥� said Filippo Catalano, Chief Digital Officer of Nestl茅.

Innovation and Differentiation

Casa Ametller is another company hoping to become a reference point in the sector, in this case in healthy and local eating. The fresh food retailer has more than 70 stores across Catalunya and is in the middle of an expansion plan, having recently acquired restaurant chain Green Vita. While Casa Ametller is already a producer and manufacturer, Green Vita is its first incursion into the restaurant sector, and part of a 360-degree strategy based on healthy eating and offering delicious, high-quality products. The origins of Casa Ametller date back to 1830, across eight generations of local producers.

鈥淲e want to be protagonists of a healthy revolution, which we believe is here to stay, and to be present in all the spheres and channels in which food is present,鈥� said Josep Ametller, founder and CEO of Casa Ametller. In addition to its own shops, this includes the sale of products to other retailers, restaurants, home-delivery services and even school food services.

Defining a Winning Strategy

For Ignacio Gonz谩lez, CEO of Nueva Pescanova, defining a winning and meaningful strategy is as easy 鈥� and as complicated 鈥� as responding honestly to two key questions: 鈥淲hat do I know how to do well?鈥� and 鈥淲hat does the consumer want?鈥� In the intersection of those is the optimal strategy on what to sell, where to sell it and who to sell it to.

For this reason, Nueva Pescanova now focuses on reinforcing its differentiating elements that have guaranteed its performance over more than half a century and on which it projects its future: vertical integration and branding, and constantly innovating to win over the consumer with new formats and presentations in its leading products.

鈥淲e want to convert Nueva Pescanova into a company that fishes everything it sells,鈥� Gonz谩lez said. In this case, that means hake and langostino for its customers in Spain, Portugal, Italy, France and the U.S., countries that account for 85% of Nueva Pescanova鈥檚 sales.

Global Perspective

And to know exactly what, where and to whom to sell, participants were given copies of the 5th edition of the , prepared by 天美传媒 and Deloitte.

The vademecum is an exhaustive report on business opportunities and trends in the sector, directed by Prof. Llopis, and compiled by lead researcher J煤lia Gifra in cooperation with Deloitte, and with information from local experts who analyzed the socioeconomic climate of 25 global cities.