The food and beverage sector is going through a unique period, which calls on companies in the sector to make important strategic reflections. Added to the persistent uncertainty about the evolution of the pandemic has been the impact of the abrupt return of inflation to levels not seen for more than a generation in all European countries, the United States, China and Japan. This factor has not only significantly affected the profitability of the sector, but is gradually causing broader macroeconomic changes whose impact is yet to come. Additionally, the war between Russia and Ukraine has multiplied the aforementioned uncertainty and created very serious collateral effects, such as the food crisis that the African continent is currently suffering.
To the aforementioned “macro” factors, we must add that we are facing a consumer who, after the pandemic, has reinforced his option for healthy and safe foods, hoping to access them at contained prices. In particular, the youngest consumers add to the previous preferences their inclination towards products supplied by companies governed from a business purpose that they consider authentic, based on the values that mobilize their generation: sustainability, sensitivity for well-being and development of their local communities, social diversity and transparency in their management and governance practices.
The primary sector level, the aforementioned new trends and government regulatory initiatives have recently manifested themselves in wide (and still open) public debates on issues such as animal protein production vs. plant-based proteins and on the relative merits of different models of primary production.
In short, 2022 and 2023 are years in which companies in the sector will act in a business ecosystem that seeks to find its new balance. New balances based on responding to the new macro realities, the imperatives of the new consumer and public opinion in general, and the new regulatory reality. And, as always happens in these cases, those who embrace these new realities by renewing their value propositions and their business models will be able to embrace the opportunities that they present to us. At the 25th Meeting of the Food and Beverage Sector, organized by IESE and Deloitte, we will focus on these issues and offer you insights into them from prominent players from each stage of the sector’s value chain.
As a final note, we want to point out that after two years we hope that we will finally be able to return to our traditional face-to-face format, recovering our traditional space for coexistence to exchange ideas that will help us reflect and get closer to the goal of being the protagonists of the future of the sector.
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MAURICIO GARCÍA DE QUEVEDO
RAIMON RIPOLL
MAURICIO GARCÍA DE QUEVEDO
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A wave of technology innovation, lead by artificial intelligence, data analytics and machine learning, is reshaping a broad range of sectors worldwide. In medicine and healthcare COVID-19 has accelerated this trend and now the time has come for it to dramatically transform the health sector.
The incorporation of these technologies in the drug discovery process is a game changer, with the potential of accelerating timelines and increasing efficiency by improving success rates. Data analytics and machine learning are also changing the way in which doctors perform their diagnostics and telemedicine is transforming patient interactions with healthcare systems. These technologies offer great opportunities to enhance the efficiency of systems which are in dire need of improving their sustainability.
• What is next in the interface of technology and medicine?
• How will it reshape the future of our healthcare systems?
• Which types of partnerships should we consider not to be left behind?
• What is the real potential of digital health?
Under the lemma “Byte-medicine: the Revolution of the Convergence of Medicine and Technology” the 28 IESE Health will reflect on the key new trends in byte-medicine and how they will reshape the healthcare of the future. It will also bring together top experts from the sector to think about how the different agents in healthcare can work together to continue building a healthier society while leveraging the enormous potential of technology.
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CHRISTOPHE BROGNAUX
EVA VALLE MAESTRO
ANDRIS PIEBALGS
JORGE PADILLA
The Naturgy Foundation and IESE have launched Energy Prospectives, a series of top-level conversations on the economic, technical and scientific conditions anticipated in the future of the energy industry.
CHRISTOPHER JONES
IGNACIO PÉREZ-ARRIAGA
Will EU reach deep decarbonization goals? Energy Prospectives seminar maps out course for cutting emissions in Europe.
MICHAEL LIEBRIECH
CLAUDIO ARANZADI
The Naturgy Foundation and IESE have launched Energy Prospectives, a series of top-level conversations on the economic, technical and scientific conditions anticipated in the future of the energy industry.
The new reality imposed by the COVID-19 pandemic has been the greatest test the food and beverage industry has faced in decades. In those relatively far-off early days of the coronavirus crisis, the industry displayed a resilience under extreme pressure that reflected its high professional level in terms of logistics and operations. It also provided an outstanding response in accordance with the strictest health criteria.
Despite the satisfaction for being able to meet the needs of society in the most difficult months in decades, the industry still faces tremendous challenges as a result of this new reality. COVID-19’s impact has been complex and variable. On one hand, many companies have been relatively immune to the drop in demand affecting other sectors of the economy. On the other, the restaurant and hospitality industry and its specialized food and beverage suppliers have suffered devastating losses that have forced them either to operate at a minimal level of activity or close the business indefinitely or permanently.
In this new scenario, the food and beverage industry must answer some basic questions linked to strategic leadership. Which of the industry’s key factors in the pre-COVID world are still relevant today and what priority do they have? Which ones are no longer relevant? And, finally, what new priorities and emergencies will come to light in the post-pandemic world?
In the process of answering these big questions at the next 24 IESE Food and Beverage Industry Meeting, jointly organized with Deloitte, we will discuss topics such as consumer behavior, new dynamics in the distribution sector, and the medium- and long-term prospects of the restaurant and hospitality industry. We’ll also address the impact of the crisis on key items on the industry’s agenda, including sustainability and health, as well as the role of the Spanish government, with EU support, as a player capable of moderating the crisis and providing a catalyst to relaunch the private sector toward a future that is much more economically efficient, effective and sustainable. The first session of the Meeting was held on March 8 in a Live Online format. The second session will be on April 14 and will be dedicated to the EU Recovery Funds in a Live Online format. The third session will be on June 1st.
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MAURICIO GARCÍA DE QUEVEDO
RAIMON RIPOLL
MAURICIO GARCÍA DE QUEVEDO
The new reality imposed by the COVID-19 pandemic has been the greatest test the food and beverage industry has faced in decades. In those relatively far-off early days of the coronavirus crisis, the industry displayed a resilience under extreme pressure that reflected its high professional level in terms of logistics and operations. It also provided an outstanding response in accordance with the strictest health criteria.
Despite the satisfaction for being able to meet the needs of society in the most difficult months in decades, the industry still faces tremendous challenges as a result of this new reality. COVID-19’s impact has been complex and variable. On one hand, many companies have been relatively immune to the drop in demand affecting other sectors of the economy. On the other, the restaurant and hospitality industry and its specialized food and beverage suppliers have suffered devastating losses that have forced them either to operate at a minimal level of activity or close the business indefinitely or permanently.
In this new scenario, the food and beverage industry must answer some basic questions linked to strategic leadership. Which of the industry’s key factors in the pre-COVID world are still relevant today and what priority do they have? Which ones are no longer relevant? And, finally, what new priorities and emergencies will come to light in the post-pandemic world?
In the process of answering these big questions at the next 24 IESE Food and Beverage Industry Meeting, jointly organized with Deloitte, we will discuss topics such as consumer behavior, new dynamics in the distribution sector, and the medium- and long-term prospects of the restaurant and hospitality industry. We’ll also address the impact of the crisis on key items on the industry’s agenda, including sustainability and health, as well as the role of the Spanish government, with EU support, as a player capable of moderating the crisis and providing a catalyst to relaunch the private sector toward a future that is much more economically efficient, effective and sustainable. The first session of the Meeting was held on March 8 in a Live Online format. The second session will be on April 14 and will be dedicated to the EU Recovery Funds in a Live Online format. The third session will be on June 1st.
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MAURICIO GARCÍA DE QUEVEDO
RAIMON RIPOLL
MAURICIO GARCÍA DE QUEVEDO
