The Impact Of Food Waste On Stakeholders And Commercializing A Sustainable Dehydrator By Hungry Giant Recycling Technology

Aim to undertake a ‘client-based’ approach – real or imagined. Make any necessary assumptions about the organisation behind the market offering (e.g. strategy, size, structure, culture) to ensure that you can proceed to planning the commercialisation step, of which your marketing plan is an important part.

The new/improved sustainable market offering

1.1 Apply CPS  

1.2 Profile the sustainable market offering

2. Situation analysis of the selected sustainable market offering

2.1 Environmental analysis

2.2 Market and customer analysis

Aim to undertake a ‘client-based’ approach – real or imagined. Make any necessary assumptions about the organisation behind the market offering (e.g. strategy, size, structure, culture) to ensure that you can proceed to planning the commercialisation step, of which your marketing plan is an important part.

1. Current situation
2. Objectives
3. Target market
4. Marketing strategies
5. 1 Positioning
6. Product/offering
7. Optional additional product-related strategies for service-oriented offerings
8. Evaluation and control

Profile the sustainable market offering

Background of the sustainable offering:

The background of the sustainable offering which is a dehydrator would be provided by the immense amount of food wastes which the hospitality sector organisations generate. The Food and Agriculture Organisation of the United Nations shows that that the both industries and consumers contribute to the immense amount of food wastes. This immense amount of wastes release huge amount of global warming gases which contribute to global warming. The food wastes in colossal amounts are sent to landfills where huge machines consuming immense quantities of petrol and release immense quantities of exhaust fumes process them, all of which add to the environment damage. The product being offered here would be dehydrators by Hungry Giant Recycling Technology which would enable the hotels and other food processing units. This would enable this organisations to processes wastes right at the initial phase and reuse them to the extent possible, thus reducing the environmental damage

The environmental analysis would study the impact of the issue of food waste and the resultant pollution on the different stakeholders like customers of the food marketing companies, employees and their investors. The following is the environmental analysis of food wastes:

Customers:

The food wastes have several impacts on the customers across nations including developed, emerging and underdeveloped nations. The food wastes result in emission of polluting gases which is equivalent to 3.3 billion tons of carbon pollutants (Nytimes.com. 2018). This immense amount of pollutants have devastating impacts on the health of the consumers (Aschemann-Witzel et al. 2015). The consumers living in the emerging and developed nations are able to obtain in spite of large scale of waste due to developed food markets in these countries which is capable of making immense amount of food products available to consumers. The poor nations are not able to supply their consumers with sufficient amount of food due to wastage and as a result the consumers living in these countries are compelled to consumer low quality food which would have been discarded in bins in the other two groups of nations. This consumption of inferior quality of food lead to nutritional deficiency in these poor consumers, thus leaving them susceptible to diseases. Thus, it can be inferred from the discussion that food wastes and the resultant pollution have devastating impacts on the consumers

Employees:

Wastage of food have negative effect on the employees working in the food industry all-round the globe. It can be interpreted from the two tables given below one form Canada and the other from Australia, the workforce in the food industry generate immense amount productivity and revenue. Thus, food wastage, the entire investment of energy and knowledge of employees goes to waste. Notarnicola et al. (2017) points out that the food industry is dependent on several other industries like IT and financial services. Thus, wastage of food also leads to wastage of productivity of employees of other industries as well..

(Manufacturing Activity) Revenue from goods manufactured (million $)	2004	2005	2006	2007	2008	2009	2010	2011	2012	2013	2014	2015	2016
Food mfg [311]	27,279	27,453	27,305	28,780	29,739	30,160	30,708	31,174	31,705	33,060	33,755	32,967	34,121
Animal food mfg [3111]	1,833	1,601	1,539	1,614	1,842	1,926	1,950	1,907	2,045	2,509	2,540	2,601	2,738
Grain and oilseed milling [3112]	3,240	3,286	3,222	3,584	4,201	3,713	3,523	4,008	3,821	3,891	3,780	3,092	3,173
Sugar and confectionery product mfg [3113]	2,402	2,359	2,281	2,113	2,044	2,372	2,364	2,372	2,377	2,249	2,494	2,419	1,815
Fruit and veg. preserving and specialty food mfg [3114]	2,799	2,713	2,664	2,709	2,584	2,778	2,629	2,682	2,805	2,648	2,606	2,178	2,191
Dairy product mfg [3115]	4,230	4,108	3,970	4,402	4,578	4,346	4,495	4,413	4,551	4,719	5,129	4,878	5,358
Meat product mfg [3116]	6,668	7,202	7,262	7,794	7,579	7,700	8,179	7,956	8,093	8,487	8,289	8,173	8,139
Seafood product preparation and packaging [3117]	145	157	165	156	163	156	255	278	282	118	170	185	202
Bakeries and tortilla mfg [3118]	3,431	3,430	3,470	3,650	3,893	4,195	4,273	4,289	4,362	4,342	4,317	4,603	5,179
Other food mfg [3119]	2,531	2,596	2,732	2,759	2,854	2,976	3,040	3,267	3,368	4,097	4,431	4,838	5,327
Beverage and tobacco product mfg [312]	6,229	6,330	5,213	4,619	4,389	4,528	4,539	4,867	4,928	4,960	4,962	5,308	5,507
Total Food, Beverage and Tobacco manufacturing [311 and 312]	33,508	33,783	32,519	33,399	34,128	34,689	35,247	36,041	36,633	38,020	38,718	38,275	39,628

The impact of food waste on stakeholders

Distribution channels and suppliers:

Food wastage has negative impacts on the distribution channels and suppliers as well. This is because the suppliers of raw materials like fruits have to invest immense amount of capital to make these raw materials available to food processing companies. Thus, it can be inferred that wastage of food results in bulk capital the suppliers and distributor channels invest (Thyberg and Tonjes 2016).

Competitors:

The wastage of food have negative impacts of on the competitors. They have to spend immense amount of capital to manufacture same food products as their competitors. Thus, wastage of food results in the wastage of capital the food companies invest to compete with their competitors.

Investors:

Wastage of food leads to wastage of capital investment thus reducing their ROI. Notarnicola et al.(2017) points out that this is because when the food companies discard bulk of their stock of materials and finished goods as waste, they are not able to utilise the stock to generate revenue. This results in these companies generating lower revenue and giving lower returns to investors. Thus, wastage of food have negative impact on the investors

Media and general public:

Media has to invest immense amount of capital to promote the food products. Thus, wastage of food products lead to wastage of the capital they invest. Food wastes result in immense pollution which prove detrimental to public health (Ravindran and Jaiswal 2016).

Hungry Giant Recycling Technology would be able to market its highly advanced dehydrator to the food companies situated in the USA. It can be pointed out that the major American food companies, its main customers have operations spanning across Asia, Europe and Australia. Thus, it can be inferred that these companies would acquire the hydrators in the overseas branches as well. Thus, customers of Hungry Giant would be food companies with its market spanning across the globe.

The following are the objectives which Hungry Giant would seek to achieve by marketing its hydrator products:

Objective types	Short term objectives (1-3 years)	Long term objectives (5 years and more)
Financial	Increase in sales and net profits primarily in the USA. Giving more ROI to investors within USA	Increase in sales and net profit in the global market. Giving more ROI to global investor base
Marketing	Increasing market share within the US. Creating more awareness among food business companies within the US. Increasing number of dealers	Increase market share in oversees market. Persuading American food companies acquire Hungry Giant dehydrators for their overseas branches. Gaining acceptance to food companies in other countries. Building a global dealer force
Other stakeholders	Reduction of pollution and health benefits More food products available due to reduced wastage and more recycling of food wastes

Note: The objectives mentioned above would be applicable as far as SMART analysis is concerned.

The target markets for Hungry Giant dehydrators would be food processing companies in the US in the initial stage and overseas food companies in the long run. Demographically the target market of Hungry Giant would be divisible into food companies of varying sizes like multinational, regional and local food companies. The market of Hungry Giant would also be divisible psychographcially into two parts. The first half would consist of companies like Hilton Properties which have already adopted hydrators from the company, thus exhibiting their sustainable psychology. The second group would consist of companies which are either yet to adopt hydrators from Hungry Giant or are using hydrators by its competitors like Hitachi Zosen Inova (Hz-inova.com. 2018).

Distribution channels and suppliers

Positioning:

Hungry Giant should position its dehydrator products as sustainable products capable of managing food wastes and recycling them. Thus, the company indirectly would enable food manufacturers to reduce their wastage and utilise more resources to boost their productivity. Similarly, the dehydrator would use low amount of fuel and give out less emissions. Thus, this would enable the industrial consumers to reduce and manage their waste more economically. These features would be the unique selling proposition of Hungry Giant.

Product/offering:

Nature of product	A turbo jet advanced yet environment friendly dehydrator
Level	Core product (benefit)-Efficient waste management and saving of resources. Actual product- High quality dehydrator Augmented- Customer care and financing available
Type	Industrial
Unique selling proposition	Sustainability
Existing brand perception	High

It can be recommended that Hungry Giant should promote the dehydrators to strengthen their brand image both in the US and overseas. The products would be shipped with appropriate package and labelling providing clear description of the product. The marketer should seek appropriate extensions from the industrial clients to make the dehydrators available to them. It can also be pointed that Hungry giant should conduct detailed primary and secondary market analysis before making strategies to market its products.

People:

Hungry Giant must develop a customer centric culture and train its staff to serve customers in a better. The staff must manage and satisfy customer expectations to ensure customer satisfaction and revenue generation for the company.

Process:

Hungry Giant should take into account needs of customers like their location and financial power while operating in the market. It should use systems like queuing systems to align manufacturing of dehydrators with customer expectations.

Physical evidence:

The store outlets of Hungry Giant should be spacious with separate spaces for product selling, customer services and payment systems. The outlets should have logo of the company in their front and throughout their layout. The staff should wear uniform with the company’s logo visible on it.

Price:

The pricing goals of Hungry Giant should aim to achieve to high margin of profit by securing high volume of sales among the food companies.  According to Aschemann-Witzel  et al. (2015), the companies like Hungry Giant should conduct thorough market research to forecast future demand which it can generate to sell large volume of sales. The pricing strategy which the company should be skimming pricing and provide high quality after-sales aftersales services to create value to its industrial customers. This would serve as a tactic which would allow Hungry Giant to maintain high base price for products.

Placement (distribution):

The following is the placement or the distribution strategy which Hungry Giant can follow:

Distribution strategy	Particular
Channel structure	Directly through company outlets and indirectly through channel partners
Level of distribution strategy	Intensive
Logistics	An efficient supply chain which would allow Hungry Giant ship products to customers secured with insurance packages. The value added services like product transformation services taking into account product factors, customer behaviour and supplier levels.
Further information	Hungry Giant should conduct primary and secondary market research to decide on the distribution strategy outlined above

Integrated marketing communication strategy	Description
Target audience	Industrial customers-food companies
Communication goals	Hungry Giant should promote its products to persuade the food companies to install dehydrators it markets
Massage design	Formal
Promotional mix	Advertising, PR, sales promotion, direct and online marketing

The following is the action plan:

Aim-Marketing of dehydrators manufactured under the label of Hungry Giant

Target completion date- 365 working days from the start of promotion

Responsibility-The marketing department

Expenditure-$ 100000

The budget of the marketing budget would stand on the amount of $100000. The following is to budget:

	No of units	Average price per unit($)	Total
Revenue	100	5000	500000
Cost of production		20000
Cost of distribution		25000
Marketing costs		100000
Total costs			145000
Projected profit			355000

Hungry Giant should evaluate and monitor its marketing of its dehydrators. It must evaluate the outcome on the grounds of financial, marketing and environmental outcomes achieved. Notarnicola et al.(2017) opines the firm should conduct regular market analysis to gain knowledge about emerging trends in consumer behaviour and consumer attitude. It must also keep on evaluation its market share and penetration in comparison to its competitors. It must take steps if the actual outcomes are below expectations.

References:

Aph.gov.au. 2018. Aph.gov.au. [online] Available at: https://www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/pubs/rp/rp1718/Quick_Guides/EmployIndustry [Accessed 27 Sep. 2018].

Aschemann-Witzel, J., de Hooge, I., Amani, P., Bech-Larsen, T. and Oostindjer, M., 2015. Consumer-related food waste: causes and potential for action. Sustainability, 7(6), pp.6457-6477.

Fao.org. 2018. Fao.org. [online] Available at: https://www.fao.org/save-food/resources/keyfindings/en/ [Accessed 27 Sep. 2018].

Hungrygiantrecycling.com. 2018. Hungrygiantrecycling.com. [online] Available at: https://hungrygiantrecycling.com/the-machine/ [Accessed 27 Sep. 2018].

Hz-inova.com. 2018. Hz-inova.com. [online] Available at: https://www.hz-inova.com/cms/en/home/?page_id=11 [Accessed 27 Sep. 2018].

Notarnicola, B., Tassielli, G., Renzulli, P.A., Castellani, V. and Sala, S., 2017. Environmental impacts of food consumption in Europe. Journal of cleaner production, 140, pp.753-765.

Nytimes.com. 2018. Nytimes.com. [online] Available at: https://www.nytimes.com/2017/12/12/climate/food-waste-emissions.html [Accessed 27 Sep. 2018].

Omafra.gov.on.ca. 2018. Food Industry Statistics. [online] Available at: https://www.omafra.gov.on.ca/english/stats/food/index.html [Accessed 27 Sep. 2018].

Ravindran, R. and Jaiswal, A.K., 2016. Exploitation of food industry waste for high-value products. Trends in Biotechnology, 34(1), pp.58-69.

Thyberg, K.L. and Tonjes, D.J., 2016. Drivers of food waste and their implications for sustainable policy development. Resources, Conservation and Recycling, 106, pp.110-123.