ММ Уч

There is also a significant group of single kosher buyers that have a considerable amount of disposable income. These consumers are demanding more diverse products. «They simply want everything that can be kosher to be kosher», says Menachem Lubinsky of IMC, publisher of Kosher Today. «Eating well is part of the new lifestyle that goes with living well and it, of course, all has to be kosher».

	Конкуренция
	Несмотрянаотносительнонебольшойразмеррынка
пищикошера,		Manischewitz находитсявжес	ткихконкурентных
условиях.Конкуренявляюмалетамися			нькиекомпании,
которыепредлагаютпродуктывместноммасштабев
дополнениекпредложенбольшихнациональныхф.Заямр
нескопрошедшихлтребованияетькопищевымпродуктам
кошераво	зро,чтоспособли небольшомуствовалоокращ		ению
мелкихпроизводителей.
	National Competitors
	Manischewitz has several main		competitors including

Rokeach, Streits and Kedem. These companies, along with Manischewitz, are considered the traditional national kosher brands and hold a large share of the kosher market. All of these companies offer hundreds of food items, in addition to special Passover foods that are

offered once a year.
	ИзраильскиеИзготовители
	Напредложенияизра продуктовльскихщеы
течениепоследнихнесколькихлетповлиялачастонест бильная
ближневосточнаяситуация.Вмизраильскиестеммарки
кошера,типа	Elite, Zoglosи Osemсмоглиупрочсвопозициить
нарынке.Этимаркиобладаютбеспрецедентнойподдер			жкой,
какистинноизраильспроду,нетолькое иеты			вреями,нотакже
иобычнымипотреб.Он« телями		и,каже,хотятвыразиться
солидарностьИзраилю,п		окупзра,»яильское	- говоритодин
нью-йорокский зничныйторговец.Вышеназванныекомпании
такжеполсубсидиичаютгрантыотизраильского
правительства,чтоведеткснижениюценыдополнительному

конкурентномупреимуществу.

Niche Players

151

In addition to these direct competitors, Manischewitz competes with other niche players such as Biscotti and Company, Shick’s Bakery and Brent and Sam’s Cookies, serving only a few kosher products in certain geographical areas. While these operations are hardly of the same size and scope of Manischewitz, they fragment the kosher market, nonetheless, and take away market share and presence from Manischewitz.

ДругиеКонкуренты

Нацимеждуональмарки,типанCocaародные -Cola, МаксвеллаХаусаиХайнцаопределеннонепредназначаются длярынкакошера,ноихпищ евыепродуктыбылизаверенным кошер.Такиобразом, представляютниальтерна иву кошерунаболееширокомнациональномуровне.

Пищевая и безалкогольная промышленность США

Поданнымминистерствасельскогохозяйства

СоединенныхШтатовАмерикирасходы(USDA)на
производство ищевыхпродуктов2001годусоста	вляли844.2
миллиардаувеличившись$, на3по.сравнению8 %2000
годом.Расходынаприобретениепродуктовдл	я
индивидуальногопотребленияс	оставили443миллиарда.9$
общемобъемепродаж,расхвнемады	- 400миллиардов.$3.
Среднзначениерасходовостав	ило2втечение964этого$
пери,чтнао2выше.да8,чем%2000году.Расхвнедомады
продолжают расти.Этакатегорияра	сходовсоставляла47от %
расходовнапродуктыпитания2001году.Таким	образом,

произошло увеличение с 40 % в 1981 году, 45 % - 1991 году. Retail food prices for both away from home and products for

consumption at home purchases increased by 27.0% over the last 10 years (1991-2001). Away from home food prices rose 26.1% and retail food store prices increased 27.7%. During this same period, the prices of all goods and services in the Consumer Price Index climbed 30.0%. See Table 6 for a breakdown of US spending on Food Products in the at-home and away-from-home categories.

Наконецгода2001примернодесятьамериканских
производпищевыхтелейпродуктовнапи	тковприходилось
170миллиарда.7$ от(20общегообъема.2пр%)вэтихдаж
	152

категориях,включаямеждународныепродажи.Крупные
произвооблабольшимдвлияниемителиают,рынокостается
фрагментированным.Поданнымериканскойпереписив1997
насчитывалось21зарегистрир835производителейванных
пищевыхпр		одуктовинапитков.
Table 11 -		U.S. Spending on Food Products (in billions of dollars)
	Food Expenditures					% of Total
Year	At		Away		Total	At Home	Away From
	Home		From				Home
			Home
2001	437.0		366.0		803.0	54.4%	45.6%
2000	424.2		348.8		773.0	54.9%	45.1%
1999	409.2		331.0		740.2	55.3%	44.7%
1998	384.6		315.3		699.9	55.0%	45.0%
1997	370.5		298.4		668.9	55.4%	44.6%
1996	360.8		285.7		646.5	55.8%	44.2%
1995	345.4		276.7		622.1	55.5%	44.5%
1994	336.5		266.4		602.9	55.8%	44.2%
1993	322.7		254.4		577.1	55.9%	44.1%
1992	313.4		240.1		553.5	56.6%	43.4%
1991	321.8		246.4		568.2	56.6%	43.4%
1990	308.3		239.3		547.6	56.3%	43.7%
1980	179.7		103.1		282.8	63.5%	36.5%
1970	74.8		33.8		108.6	68.9%	31.1%
1960	50.3		16.2		66.5	75.6%	24.4%
1950	33.8		10.1		43.9	77.0%	23.0%

Source: Standard & Poor’s Industry Surveys, Food & Nonalcoholic Beverages, December 5, 2002.

ПищеваяпромышленнСША,производящаясть

пищевыепродуктывупаковке,тоже	фрагментирована.
Обычныйпроизв,рабовэдительобластиающийой,имеет
небольшоепроипредлагзводство	аетограниченноеколичество
товаровдлярегионал	ьныхилиспециализированныхрынков.
Baby Boomers
	153

The rising average age of the US population is affecting the product offerings of food manufacturers. Baby boomers account for close to 77 million people, 30% of the U.S. population, which are now between the ages of 37 and 55. Typically, people in this age category become more concerned with nutrition and weight management since their metabolism is slowing down and their bodies have a reduced ability to digest food and absorb nutrients. This shift in consciousness is not as apparent for the baby boomers since increased work and family obligations have reduced their time available for exercise. This dilemma has created a demand for new food products that can address these needs.

Food Production Costs:

According to the USDA, 81% of the consumer spending on US farm products is used to pay for marketing costs. These costs include, but are not limited to, labor, packaging, transportation, energy, advertising, and promotion. Raw material costs of agricultural commodities accounts for the remaining 19%. Marketing costs have increased over time due to higher labor costs, transportation, food packaging materials, and other necessary inputs. The rising volumes of food and increases in services have also contributed to increased costs in this area. Over the ten year period, 1990 to 2000, marketing costs for farm products have risen by 57% to approximately $538 billion.

Packaged food companies are less sensitive to changes in raw material costs since their businesses focus on value added activities at both the packaging and marketing level. This makes it easier to maintain margins. These companies also frequently use hedging techniques that allow them to limit their exposure to fluctuating commodity prices. Marketing costs for packaged food companies account for a high proportion of the total input costs, but are generally stable.

Private-label products

Lower priced unbranded products known as private-label or «store brand» goods are a constant threat to branded products in terms of shelf space and sales. The competition between these products is amplified during times of economic weakness. Private-label sales in supermarkets increased from 1995 to 2001 in both sales and

154

volume. Private-label sales in supermarkets equaled $40.8 billion in 2001, an increase of 5.3% from the previous year. During this same period, private-label sales in drugstores and mass merchandisers (excluding Wal-Mart) totaled $3.3 billion and $1.7 billion respectively.

Private label supermarket sales volumes accounted for 20.7% of all units sold in supermarkets, and 12.5% of the unit sales in drugstores. For the combined volume sales of supermarkets, drugstores, and mass merchandisers, private-label sales accounted for 19.2% of total unit sales for 2001, a decrease from 19.6% during the previous year.

Закуски

СШАдоминируютнаглобальномрынкезакусок (табл ицы 12и 13).

Таблица 12 - Market Sector Breakdown for Savory Snacks Category US$ millions

Sectors	1997	2001
Chips/crisps	3,891.0	4,959.1
Extruded snacks	2,098.2	2,361.8
Nuts	1,363.4	1,895.1
Other	8,788.4	12,334.7

Source: Euromonitor

Таблица 13 - Savoury Snacks Share of Market

	PepsiCo (Frito-Lay)			47.0
	ConAgra Inc.			5.9
	Private Label			4.3
	Philip Morris (Nabisco/Kraft)			3.8
	Procter & Gamble			3.0
	General Mills			2.7
Source:EuroMonitor, Savory Snacks in the USA, September 2002
	С2001годарынокзакуро6св.год8окпр(%			оизводство
2001года	- 21миллиард.6доллар)Интерес. потребителейовк
здоровымзакускам		несвойкладврост.Приэ интересом
сместилсяотобезжиренныхдофункцивыгоднальных
органическихомпонентов.
		155

Чипсы - ведущийсектор,составляющий23продаж% 2001году.Хотяэтозрелыйсект,егопстродолжался, главнымобразомзасчетвведен иен овыхароматизаторов.

Cookies/Biscuits and Crackers Food Category

As of 2001, the market size of the cookies, biscuits and crackers category was valued at $10.6 billion. This represents a 1.2% increase from the previous year. Percentage growth in sales in this area has declined over the last four years by approximately 4%. Many companies in this industry have been focusing on industry integration programs as the result of recent merger and acquisition activity over the last year.

Sector Forecasts

The cookies, biscuits and crackers food category is expected to increase sales by around 2.4% ($10.8B) in 2006. The sweet cookie sub-sector is expected to remain consistent with its current share of the market and will continue to account for 59.0% in 2006 with a value of $6.4 billion. Relative to sweet cookie growth, the savory biscuits and crackers sub-sector is expected to grow at a faster rate, increasing 0.9% in value from 2002 to $4.4 billion in 2006.

	Specialty food market
	НациональнаяАссоциацияТо	рговлипищевыми
продуктамиопределяет		special products,какпищевыепродукты,
напитки,кондитизд,которыеимеютлиярскиевысшийсорт,
стильиликачество.Однакотепризнаноерь,чтоопред			еление
качествпищпродуктетребуетнныхвыхнамноголеев
широкихпонятий.Традиционноэтак тегориявключаласеб
товарыипродуктынаосновехлебногозлака,соусы,уксусы;
хлебныезлакир( бобыс),мясо;молочныепродук;напиткиы
(травяныечаи,соки),травыспецииэтнпищевыеческие
проду.Понекооторымты		ценкамамериканскихгурмановдоля
рынкаспеципродуктовщевыхальныхпревысила54
миллиардав$продажс2002год. ах
	ВСШАскаждымгодопроживаетвсебольшее
количество представиразныхкуль,увеличиваетсяелейур
разнообразэтническихразлво чий		сехглавныхгородах
страны.	Сектор этническихпищевыхпродуктов		получает
		156

прибыльотподобразно.Посколькугопоставщикибразия
специпродуктовщевыхальныхдобавляютэтипродукты,
создаваяспрос,которыйраспросинанетрадиционнойняется
соседниека	тегориинас	еления.Популярность
«ближневосточных»пищевыхпродуктов,какожидают,будет
возр,наравнесстатьазиатскимимекс		иканскимипищевые
продуктами.Растущеекультурноеразнообр		азиеамериканского
населенияпривелокбольшемуспнаросуа		знообразные
этническиепищевыепродук,многиеизкотпырыхдпадают
подширокзонтпищспециальныхйквыхпроду		ктов.

Specialty foods that emphasize health awareness are also becoming more common. However, retailers have found that these products must still advertise themselves as having good taste, in addition to their healthy attributes, in order to succeed. Specialty foods promoted as being «fat free» or «low fat» are still widely perceived as being poor tasting. In general, products are selling on the basis of flavor and indulgence, even as the health factor becomes more significant factor. Products which emphasize convenience, great taste, and diversity are shaping the growth of the specialty foods market. A growing number of specialty food retailers are offering easily prepared or preheated meals in order to compete with restaurants and

supermarkets who offer these products.
Вситуации,когдаамериканскаяэкономиказ		амедляется,
конкуренциявпищевойпромышленноститолько
увеличивается.Этоособеннохарактерно		для этнических
пищевыхпроду	ктов.Американскийрынок	этническихпищевых
продуктов созревалипостояразвивался.Внутренняяно
внешняяконк	уренциявлечетобостборьбызаение
ограниченноеместонаполкахмагазиновзалояльность

потребителей.
Рынок этнических пищевыхпродуктовпредставлен
многочисмеигрокамиленныекими,предлагающимиотличные
производственныелинии.Этиигрокичастососредоточиваются
нарегилиональныхкультурныхдоляхры,илиодномка
каналераспределениянапример( гастрономы)В.	екоторых
случаях,продовкотор, льственныедуктысчитаются
157

этническими пищевымипродуктодноамйонеили области,будутсчитать сновнымпродуктомдругойобласти .

Consumers

The U.S. market comprises an estimated 50 million «heavy buyers» of specialty foods. These buyers can be found in all regions of the country, particularly in the 21 largest metropolitan areas. The National Association for the Specialty Food Trade (NASFT) has categorized these heavy buyers of specialty foods as affluent, educated consumers, typically in the late fifty to early sixty age bracket. In addition, the NASFT found that 55% of U.S. consumers buy their gourmet foods in supermarkets rather than specialty food stores, although the heaviest buyers tend to frequent specialty food stores which offer a broader selection of goods. Typically, customers who buy specialty foods spend more money and purchase more items per shopping trip. They also tend to make special trips for specialty food products.

Food distribution in the US
Manischewitzиспользуетпосредников		- дистрибьюторов,
чтобыпродаватьтоварырозничнымпродавцам.Этасисте а
распределениясостоитизтрехуровней:производитель
(Manischewitz),	дистрибьютор,розничныйпродавец.
Manischewitz имеетконтрактысомногими		дистрибьюторами,
включая Millbrook RAB.Втовремямногиеизконкурентов
Manischewitzиспользуютнетолько		дистрибьюторов,некоторые
изнихпродаюттоварырозничнымпродавцам,исключая

посредн,чтоприпотребителейвлекаетболеенизкими ценами.

Распределительнаясистемапищевойпромышленности СШАпредстав,главнымобразом, ленадующимиформатами розничныхпредприятий:

By Store Format:

Conventional Supermarket - The original supermarket format, offering a full line of groceries, meat, and produce with at least $2 million in annual sales. Conventional stores will realize 9% of their sales in General Merchandise and Health & Beauty Care (GM/HBC). These stores typically carry approximately 15,000 items; offer a

158

service deli and frequently a service bakery. An example is Kroger’s.

Supermarkets have consistently accounted for about 80% of all food store sales. However, during the last several years, supermarkets lost sales to drugstores, discount stores, and warehouse clubs. To meet these competitive challenges, supermarkets changed their merchandise mix by dropping duplicated product lines and allocating more shelf space to fast-moving, non-food items and promotional items. Some supermarkets also have revised their marketing strategy, shifting some of their advertising dollars from weekly newspaper inserts to direct mail circulars.

Food/Drug Combo - A combination of superstore and drug store under a single roof, with common checkout counters. GM/HBC represents at least one-third of the selling area and approximately 15% of store sales. These stores also have a pharmacy. An example is Duane Reade.

Convenience Store (Traditional) - A small, higher-margin store that offers an edited selection of staple groceries, non-foods, and other convenience food items, i.e., ready-to-heat and ready-to-eat foods. The traditional format includes those stores that started out as strictly convenience stores but might also sell gasoline. An example is Seven Eleven.

Convenience Store (Petroleum-Based) - The petroleum-based stores are primarily gas stations with a convenience store. An example is Mobil Mart.

Non-Traditional Grocery:

Hypermarket - A very large food and general merchandise store with approximately 180,000 square feet of selling space. While these stores typically devote as much as 75% of the selling area to general merchandise, the food-to-general merchandise sales ratio is typically 60/40. An example is Walmart.

Wholesale Club - A membership retail/wholesale hybrid with a varied selection and limited variety of products presented in a warehouse-type environment. These 120,000 square-foot stores have 60% to 70% GM/HBC and a grocery line dedicated to large sizes and bulk sales. Memberships include both business accounts and consumer groups. An example is Sam's Club.

159

Mini-Club - A scaled-down version of the wholesale club. The mini-club is approximately one-fourth the size of a typical wholesale club and carries about 60% of the SKUs, including all of the major food and sundry departments and a limited line of merchandise (soft goods, office supplies, and opportunistic, one-time buys). Some of these stores do not have membership fees and often operate as a «cash & carry». An example is Smart & Final.

Supercenters - A large food/drug combination store and mass merchandiser under a single roof. The supercenters offer a wide variety of food, as well as non-food merchandise. These stores average more than 170,000 square feet and typically devote as much as 40% of the space to grocery items. An example is Super Target.

Internet - An Internet-based grocery distribution operator. Included in this format are all Internet operators who use the Internet as the primary means of accepting grocery orders for home delivery or pickup. Also included are major food retailers that generate a portion of their sales through Internet-based sales. Internet suppliers typically offer 12,000 SKUs or more for home delivery. An example is FreshDirect.

Other - The small corner grocery store that carries a limited selection of staples and other convenience goods. These stores generate approximately $1 million in business annually.

Distribution of Cookies/Biscuits and Crackers

In 2001, Supermarkets and hypermarkets which accounted for 79.9% of the total market were the most important retail distribution channel for cookies and biscuits products. Though the discounter category continues to be a small player in this market, it gained market share and made up 7.9% of market value in 2001. Discounters’ importance has increased over the years due to the involvement of such players as Wal-Mart and Kroger’s Fred Meyer division. Independent grocer’s share of the market has continued to fall for the second year in a row because of lower prices in supermarkets and a shift in consumers’ habits towards out-of-town shopping centers. Internet retailing, once considered a viable threat during the late 1990s, has not turned out to be a significant subsector in the U.S. with several of the leaders such as Homegrocer and Webvan going out of business

160