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The Foods That Make Billions is the inside story | 0:00:05 | 0:00:08 | |
of how big business feeds us, told with exclusive access to the world's largest food companies. | 0:00:08 | 0:00:16 | |
Over the last 50, 60 years, there's been a radical | 0:00:16 | 0:00:19 | |
change from the time of very little availability to a time of plenty. | 0:00:19 | 0:00:24 | |
Looking at three products, the business has transformed | 0:00:27 | 0:00:30 | |
from novelty into necessity, cereals, bottled water | 0:00:30 | 0:00:36 | |
and yoghurt. | 0:00:36 | 0:00:37 | |
This is the story of how giant food companies | 0:00:39 | 0:00:42 | |
transform cheap commodities into hugely-profitable brands. | 0:00:42 | 0:00:47 | |
It's just a blank canvas for an artist to create products using | 0:00:47 | 0:00:51 | |
very cheap materials to create enormously-lucrative products. | 0:00:51 | 0:00:56 | |
And how they persuade us to fork out billions by selling us dreams. | 0:00:56 | 0:01:03 | |
Advertising is one of the foundations | 0:01:03 | 0:01:05 | |
of the modern food industry, there's no question. | 0:01:05 | 0:01:07 | |
It's also the story of an industry that exploits our health fears and courts controversy. | 0:01:07 | 0:01:14 | |
It's a trick that has been around for hundreds and hundreds of years. | 0:01:14 | 0:01:17 | |
Say it's going to prevent cancer, you can take | 0:01:17 | 0:01:21 | |
that ingredient that costs a few cents and then sell it for multiples. | 0:01:21 | 0:01:25 | |
This is the story of the foods that make billions. | 0:01:25 | 0:01:29 | |
Business success in the food industry | 0:01:38 | 0:01:40 | |
can be attributed to many different factors | 0:01:40 | 0:01:42 | |
but there is one | 0:01:42 | 0:01:44 | |
that stands head and shoulders above the rest in terms of its importance. | 0:01:44 | 0:01:49 | |
Added value is at the heart of the business | 0:01:49 | 0:01:51 | |
of every processed-food company and is the key to the huge fortunes generated by our best-known brands. | 0:01:51 | 0:01:58 | |
Transforming cheap commodities like grain into premium products | 0:02:00 | 0:02:04 | |
like breakfast cereals is THE ultimate recipe for success. | 0:02:04 | 0:02:09 | |
Processing, packaging, marketing and advertising are all part of this alchemy. | 0:02:09 | 0:02:15 | |
We take the kernel, we take out the germ cos the germ contains the most | 0:02:18 | 0:02:24 | |
oil and that will go rancid in cornflakes if we didn't take it out. | 0:02:24 | 0:02:29 | |
We also take off the skin | 0:02:29 | 0:02:31 | |
because that helps the flavours, | 0:02:31 | 0:02:33 | |
the sugar, the salt and the malt to penetrate. | 0:02:33 | 0:02:38 | |
We then cook it, dry it down, roll it out | 0:02:40 | 0:02:44 | |
and then we toast the finished product. | 0:02:46 | 0:02:48 | |
Breakfast cereals are the archetypal processed food. | 0:02:51 | 0:02:56 | |
You start with a whole grain, | 0:02:56 | 0:02:59 | |
but then you process it, you strip it of anything that slows down eating, | 0:02:59 | 0:03:05 | |
you add reinforcing substances, you add sugar to it, you add other stimuli to it. | 0:03:05 | 0:03:12 | |
You make it into a habit. | 0:03:12 | 0:03:15 | |
You add the emotional gloss of advertising. You add toys to it. | 0:03:15 | 0:03:20 | |
You make it part of the routine. | 0:03:20 | 0:03:22 | |
You make it something that is socially acceptable. | 0:03:22 | 0:03:25 | |
A kilo of corn costs around 15 pence. | 0:03:32 | 0:03:35 | |
On the High Street, a kilo of Kellogg's cornflakes comes to £3. | 0:03:35 | 0:03:40 | |
A 2,000% difference. | 0:03:40 | 0:03:42 | |
This process of buying low and selling high is known in the business as "adding value". | 0:03:48 | 0:03:54 | |
It's what the modern food industry does. | 0:03:54 | 0:03:57 | |
The way we make money is to process food as much as possible, add value to it, | 0:03:59 | 0:04:04 | |
add convenience, add packaging, | 0:04:04 | 0:04:05 | |
add health claims, whatever you can do, | 0:04:05 | 0:04:08 | |
complicate it, essentially, | 0:04:08 | 0:04:09 | |
and you get people to pay for other things besides the very cheap commodities | 0:04:09 | 0:04:14 | |
at the bottom of the food chain. | 0:04:14 | 0:04:15 | |
In simple terms, if you're selling something with added value, | 0:04:15 | 0:04:20 | |
it's something where | 0:04:20 | 0:04:21 | |
you have turned the raw material into something | 0:04:21 | 0:04:26 | |
that the consumer either couldn't or wouldn't do themselves | 0:04:26 | 0:04:30 | |
and they're therefore prepared to pay for it. | 0:04:30 | 0:04:33 | |
Breakfast cereals are at the heart of this equation. | 0:04:34 | 0:04:37 | |
We pay more because we believe we don't have any time. | 0:04:37 | 0:04:42 | |
The foods which have won out have been things like breakfast cereal | 0:04:43 | 0:04:47 | |
which require no cooking, no skills. | 0:04:47 | 0:04:50 | |
You don't even need a kitchen, | 0:04:50 | 0:04:51 | |
you just need a bowl, a spoon, a bit of milk and the packet. | 0:04:51 | 0:04:55 | |
And what appears to me is the fact that there's no messy washing-up or cooking to do. | 0:04:55 | 0:04:59 | |
Kellogg's can be served straight from the pack. | 0:04:59 | 0:05:02 | |
There is a limit to the amount that humans can eat, so in business, | 0:05:04 | 0:05:09 | |
finding ways of charging more for the same thing is an economic necessity. | 0:05:09 | 0:05:14 | |
There are many ways of adding value. | 0:05:14 | 0:05:16 | |
Promising dreams, lifestyle | 0:05:16 | 0:05:20 | |
and health are just some of the food industry's most effective, | 0:05:20 | 0:05:24 | |
whether selling the benefits of bottled water, cereals | 0:05:24 | 0:05:27 | |
or yoghurt pots. This equation offers consumers sometimes intangible benefits | 0:05:27 | 0:05:34 | |
but offers the food industry very real riches. | 0:05:34 | 0:05:38 | |
Without added value, there is no added profit for the food companies. | 0:05:45 | 0:05:48 | |
Understand this process and you will understand how the modern food business works. | 0:05:48 | 0:05:54 | |
Building a leading brand is complicated and expensive. | 0:06:03 | 0:06:07 | |
The money involved in investment, advertising and marketing | 0:06:07 | 0:06:10 | |
is reflected in the premium that customers pay. | 0:06:10 | 0:06:14 | |
This is the value of a brand. | 0:06:14 | 0:06:17 | |
It's something the consumer knows and trusts and that's why they keep buying it. | 0:06:17 | 0:06:22 | |
In the food business, branding is a particularly vital ingredient for success. | 0:06:22 | 0:06:28 | |
The growth of the supermarket own brand threatens the grip of the major food companies. | 0:06:28 | 0:06:34 | |
It calls into question both the idea and the value of brands. | 0:06:34 | 0:06:38 | |
Without the real costs of branding, supermarkets can undercut the competition. | 0:06:38 | 0:06:44 | |
Nowhere is this business battle more aggressively fought than in the cereal aisles of our supermarkets. | 0:06:44 | 0:06:50 | |
The years where own-label really grew, Sainsbury's brand, | 0:06:52 | 0:06:56 | |
came to the fore during the 1960s and early 1970s. | 0:06:56 | 0:07:01 | |
By the mid-1970s, around half of what we were selling was Sainsbury's brand. | 0:07:01 | 0:07:06 | |
The first product that we introduced, I think, was cornflakes followed by a sequence | 0:07:06 | 0:07:11 | |
of other slightly less-popular lines, but which amounted to quite considerable volume in total. | 0:07:11 | 0:07:18 | |
The role of own-label is a particular part of the competition in the UK marketplace. | 0:07:18 | 0:07:24 | |
It's not unique. There is own-label elsewhere in the world, but nowhere is own-label such a big part | 0:07:24 | 0:07:29 | |
of the mix and I would argue, therefore, | 0:07:29 | 0:07:32 | |
that nowhere does the consumer get a better deal because the big-branded companies | 0:07:32 | 0:07:36 | |
are kept on their toes in the UK in a way that they're not anywhere else in the world. | 0:07:36 | 0:07:42 | |
The threat from the supermarkets has been a wake-up call for the cereal giants. | 0:07:42 | 0:07:48 | |
I think the first thing | 0:07:48 | 0:07:49 | |
that Kellogg's recognised was that this was a huge threat. | 0:07:49 | 0:07:52 | |
They absolutely spotted that supermarkets | 0:07:52 | 0:07:54 | |
were building their own brands and building their own reputation. | 0:07:54 | 0:07:58 | |
We thought they were sort of parasites because they were copying | 0:07:58 | 0:08:01 | |
our products and riding, if you like, on the back of our advertising. | 0:08:01 | 0:08:05 | |
For the manufacturers behind the well-established brands, there were two possible responses. | 0:08:07 | 0:08:12 | |
Accept it or fight. | 0:08:12 | 0:08:15 | |
I felt it was incredibly important that we actually | 0:08:15 | 0:08:18 | |
got into the manufacture of own-label ourselves | 0:08:18 | 0:08:21 | |
because the only way that that business could go was up | 0:08:21 | 0:08:24 | |
and if it was going to go up then we needed to have a part of it and as long as we didn't have | 0:08:24 | 0:08:29 | |
a part of it, it was just cutting into our market, our share, | 0:08:29 | 0:08:33 | |
our profit and I just felt that it was vital | 0:08:33 | 0:08:36 | |
that we got into own-label as soon as we possibly could. | 0:08:36 | 0:08:39 | |
Within the business, that was not a very popular move. | 0:08:39 | 0:08:42 | |
My father particularly felt that we should not be in own-label. | 0:08:42 | 0:08:46 | |
It was felt sort of somewhat of a sacrilege | 0:08:46 | 0:08:50 | |
to start producing for the own-label when own-label | 0:08:50 | 0:08:56 | |
was our biggest enemy at the time. | 0:08:56 | 0:08:57 | |
But arch rivals Kellogg's chose not to touch own-label | 0:08:57 | 0:09:02 | |
arguing that their brand equals unrivalled quality. | 0:09:02 | 0:09:06 | |
We felt it was extremely important that we differentiated our products | 0:09:06 | 0:09:11 | |
as much as possible from the own-label brands | 0:09:11 | 0:09:16 | |
so we were sort of passionate about keeping a gap between our quality and their quality. | 0:09:16 | 0:09:24 | |
This trusted sign of quality still stands today so if you don't | 0:09:24 | 0:09:29 | |
see Kellogg's on the box, well, it won't be Kellogg's IN the box. | 0:09:29 | 0:09:34 | |
A kilo of Kellogg's cornflakes costs around £3 in the supermarket. | 0:09:35 | 0:09:41 | |
A kilo of own-brand costs around £2. | 0:09:41 | 0:09:46 | |
We were drawing our customers' attention to the fact that Sainsbury's own-label | 0:09:47 | 0:09:52 | |
was the same quality as the big brands | 0:09:52 | 0:09:54 | |
but much cheaper, at least 20% cheaper, because we don't have | 0:09:54 | 0:09:58 | |
those extra costs of advertising and marketing and we're able to pass that benefit on to customers. | 0:09:58 | 0:10:05 | |
But when consumers buy a Kellogg's product | 0:10:05 | 0:10:07 | |
they know what they're getting, they're getting high-quality food. | 0:10:07 | 0:10:11 | |
We have an amazing trust with consumers. | 0:10:11 | 0:10:13 | |
So they know what they're getting. They don't always know what they're getting with private label. | 0:10:13 | 0:10:18 | |
On matters of taste, the difference between own-label and branded | 0:10:18 | 0:10:22 | |
was harder to quantify, even for one of the people who made them. | 0:10:22 | 0:10:26 | |
There was never really much difference in the taste between the two | 0:10:27 | 0:10:31 | |
so I don't think the consumer would necessarily notice | 0:10:31 | 0:10:35 | |
and it certainly didn't worry me | 0:10:35 | 0:10:38 | |
that it wasn't something that was going to be detrimental to the sector as a whole. | 0:10:38 | 0:10:45 | |
You know, they were very well made and basically, | 0:10:45 | 0:10:48 | |
very similar ingredients so there was never really a problem. | 0:10:48 | 0:10:51 | |
Own-label is a fundamental threat to the entire philosophy of branding. | 0:10:51 | 0:10:56 | |
It's had a profound impact on all the big food manufacturers. | 0:10:58 | 0:11:03 | |
If you look at processed foods overall in Britain, the rise of own-brands was a major threat | 0:11:03 | 0:11:10 | |
but the cereal sector was interestingly resistant | 0:11:10 | 0:11:14 | |
to own brands, they didn't really encroach on the market very much. | 0:11:14 | 0:11:18 | |
Unlike other food sectors where own-label has taken | 0:11:18 | 0:11:20 | |
nearly half of the market, branded cereals have held onto an 80% share. | 0:11:20 | 0:11:28 | |
So why do people choose branded cereals? | 0:11:28 | 0:11:32 | |
Good question. | 0:11:32 | 0:11:33 | |
I think they trust, first of all, advertising. | 0:11:33 | 0:11:36 | |
They trust what you tell them and what you tell them is true. | 0:11:38 | 0:11:41 | |
-Nice save, Pat. -Thanks, Tony, like to try your luck? | 0:11:41 | 0:11:44 | |
Why, sure, Pat... | 0:11:44 | 0:11:46 | |
The supreme advantage branded cereals have over own-brand is we all grew up with them. | 0:11:46 | 0:11:52 | |
They're among the first foods we engage with emotionally as children. | 0:11:52 | 0:11:56 | |
What a goal! | 0:11:58 | 0:12:01 | |
And the bonds we make in childhood are the hardest to break. | 0:12:01 | 0:12:08 | |
This is the trump card that has allowed the cereal superbrands to see off the own-label challenge. | 0:12:08 | 0:12:15 | |
We live in a consumer-driven age | 0:12:26 | 0:12:28 | |
where no stone is left unturned in the pursuit of sales, | 0:12:28 | 0:12:32 | |
be it through advertising or more subtle forms of marketing like product placement and sponsorship. | 0:12:32 | 0:12:39 | |
Once upon a time, stealthy methods of attracting customers were unknown on our shores. | 0:12:39 | 0:12:46 | |
When Kellogg's brought breakfast cereals to the UK from America... | 0:12:46 | 0:12:49 | |
They're gr-r-reat! | 0:12:49 | 0:12:51 | |
..they not only brought their experience of advertising, but also other innovative tricks | 0:12:51 | 0:12:56 | |
that would introduce us to the modern world of consumerism that we all inhabit today. | 0:12:56 | 0:13:01 | |
Take for example, the free gift in every box. | 0:13:03 | 0:13:07 | |
It's a real working model of the world's first atomic-powered sub which dives and surfaces in... | 0:13:07 | 0:13:12 | |
The one I remember, particularly, because I was still at school were the toy submarines. | 0:13:12 | 0:13:16 | |
I remember playing with those with my brother and see who could win | 0:13:16 | 0:13:19 | |
going to the bottom and getting to the top again. | 0:13:19 | 0:13:21 | |
The strategy was so successful for Kellogg's that the giveaways became evermore ambitious. | 0:13:24 | 0:13:29 | |
..70 Burns electric guitars to be won, each worth 80 guineas. | 0:13:29 | 0:13:33 | |
From the end of the Second World War to 1970, UK cereal sales tripled. | 0:13:33 | 0:13:40 | |
The things that we put in the packs, the back-panel promotions, | 0:13:40 | 0:13:43 | |
was really all part of building a relationship, a more detailed relationship with the consumer. | 0:13:43 | 0:13:49 | |
That's the first prize in Kellogg's Woman Dream House competition. | 0:13:49 | 0:13:54 | |
Today, countless strategies are employed in business to boost sales. | 0:13:54 | 0:14:00 | |
One of the most commonly used is sponsorship. | 0:14:00 | 0:14:04 | |
Sponsorship works where products are associated with someone or something | 0:14:04 | 0:14:07 | |
that benefits the image of the brand. | 0:14:07 | 0:14:10 | |
This is particularly common in the sporting world. | 0:14:10 | 0:14:12 | |
Here, cyclist Victoria Pendleton is sponsored by PepsiCo's energy drink, Gatorade. | 0:14:12 | 0:14:19 | |
She's an Olympic champion, so by proxy, it is hoped that the drink will be seen as a winning brand. | 0:14:19 | 0:14:27 | |
The strategy of product placement is also highly effective for big business. | 0:14:27 | 0:14:31 | |
It's been used by home-grown bottled water company Highland Spring to enhance the image of the brand. | 0:14:31 | 0:14:38 | |
The worlds of British fashion, British motorcar racing and British snooker have all been targeted. | 0:14:40 | 0:14:47 | |
But Highland Spring's most effective example of product placement was orchestrated | 0:14:47 | 0:14:53 | |
by former Formula One racing car driver Sir Jackie Stewart. | 0:14:53 | 0:14:56 | |
The Scotsman was travelling on Britain's flagship airline, BA, when he was offered Evian mineral water. | 0:14:56 | 0:15:03 | |
I was travelling in a BA plane and I got a foreign mineral water. | 0:15:03 | 0:15:08 | |
I thought that it should have been a British mineral water. | 0:15:08 | 0:15:12 | |
I got off the plane and I phoned Lord King | 0:15:12 | 0:15:15 | |
who was at that time chairman and CEO | 0:15:15 | 0:15:17 | |
and I said "Why are we drinking foreign water? | 0:15:17 | 0:15:20 | |
"You should have a British one." | 0:15:20 | 0:15:22 | |
And he said "Let me talk to somebody about it and I'll call you back." | 0:15:22 | 0:15:26 | |
I don't think it took him too long to convince British Airways | 0:15:26 | 0:15:30 | |
that it would be much more fitting | 0:15:30 | 0:15:32 | |
for a quintessentially British brand | 0:15:32 | 0:15:35 | |
to have a quintessentially British brand bottled water alongside. | 0:15:35 | 0:15:39 | |
In the slipstream of the world's favourite airline, | 0:15:42 | 0:15:46 | |
Highland Spring became a major player in the rapidly-growing bottled water industry. | 0:15:46 | 0:15:50 | |
It sat proudly next to the industry leaders Evian, Volvic and Vittel. | 0:15:50 | 0:15:56 | |
For all modern business, embracing new strategies and marketing is essential for survival and growth. | 0:15:58 | 0:16:05 | |
Where industry looks beyond the obvious lure | 0:16:05 | 0:16:07 | |
of straightforward advertising, the opportunity to connect emotionally with consumers is huge. | 0:16:07 | 0:16:13 | |
The importance of advertising is seldom underestimated in the food business, | 0:16:22 | 0:16:26 | |
but the role of packaging | 0:16:26 | 0:16:28 | |
rarely gets the credit that it deserves. | 0:16:28 | 0:16:32 | |
Packaging can be used to unlock new markets, strengthen marketing messages and add value to products. | 0:16:32 | 0:16:39 | |
It begins with convenience, but the role of packaging is far more sophisticated than just that. | 0:16:40 | 0:16:47 | |
The bottled water industry arguably owes its huge growth to the bottles | 0:16:47 | 0:16:51 | |
and the success of the yoghurt sector in the UK is also down in part to the pots. | 0:16:51 | 0:16:59 | |
The pots are crucial because these small, little packages give you | 0:17:00 | 0:17:04 | |
the idea that you can help yourself | 0:17:04 | 0:17:06 | |
any time, it's incredibly convenient | 0:17:06 | 0:17:10 | |
and you can sort of eat in an individual way on the move, whatever. | 0:17:10 | 0:17:13 | |
Right from the start, yoghurt is something that you give | 0:17:13 | 0:17:17 | |
to an individual, it's your complete little pudding that you can have, just one person, one portion. | 0:17:17 | 0:17:23 | |
Clever packaging lies behind one of the biggest success stories | 0:17:23 | 0:17:27 | |
in dairy history, the twin pot from German dairy giant Muller. | 0:17:27 | 0:17:33 | |
In 1986, armed with their twin-pot Fruit Corner, | 0:17:33 | 0:17:37 | |
the company secretly approached a British dairy businessman. | 0:17:37 | 0:17:41 | |
The then managing director came over with this Fruit Corner | 0:17:41 | 0:17:46 | |
in his suitcase, not even chilled, but in his suitcase, | 0:17:46 | 0:17:51 | |
and he thrust it at me | 0:17:51 | 0:17:52 | |
and he said "What do you think of that?" | 0:17:52 | 0:17:54 | |
And it was absolutely fantastic. | 0:17:54 | 0:17:56 | |
It was like nothing I'd ever tasted. | 0:17:56 | 0:17:59 | |
One pot good, two pots better. | 0:18:00 | 0:18:03 | |
Ken Wood thought that the product and its packaging were so innovative | 0:18:03 | 0:18:07 | |
that he was prepared to take a risk. | 0:18:07 | 0:18:11 | |
It would prove to be a textbook case in how to expand a market | 0:18:11 | 0:18:14 | |
and would leave the home-grown companies in tatters. | 0:18:14 | 0:18:18 | |
While Ken Wood began preparations for Muller's UK launch, the competition | 0:18:19 | 0:18:24 | |
had sniffed around, but decided the product had one fatal flaw, the price. | 0:18:24 | 0:18:29 | |
I went to Germany and we were actually taken round the Muller factory and shown | 0:18:29 | 0:18:37 | |
the twin pot being produced | 0:18:37 | 0:18:41 | |
and I rushed back to the UK | 0:18:41 | 0:18:44 | |
saying I've seen this really, really exciting product | 0:18:44 | 0:18:48 | |
and we took it out to market research | 0:18:48 | 0:18:53 | |
and the response from customers was twofold. | 0:18:53 | 0:18:56 | |
Some of them loved it, but when we then showed consumers the price at which it would need to be retailed, | 0:18:56 | 0:19:03 | |
most of them held up their hands and said "Look, really, that is too expensive." | 0:19:03 | 0:19:09 | |
So we did nothing. | 0:19:09 | 0:19:11 | |
At the time, a pot of Shape cost 22p while the Muller Fruit Corner | 0:19:13 | 0:19:18 | |
was to retail at 35p, over 50% more expensive. | 0:19:18 | 0:19:25 | |
There was only one thing that could justify this difference, the price of luxury. | 0:19:25 | 0:19:30 | |
It was undoubtedly a risk for Muller | 0:19:30 | 0:19:33 | |
to come in at a significantly higher price point | 0:19:33 | 0:19:37 | |
but there were extra costs involved | 0:19:37 | 0:19:39 | |
and the success of brands is to price at the point you think consumers will value | 0:19:39 | 0:19:45 | |
what you're offering and a premium price can be justified | 0:19:45 | 0:19:48 | |
if there is an added benefit to consumers and in this case, | 0:19:48 | 0:19:52 | |
they added theatre to the experience of eating a yoghurt in a way that hadn't been seen before. | 0:19:52 | 0:19:58 | |
Muller Fruit Corner is of course a masterpiece. | 0:19:58 | 0:20:02 | |
Part of the appeal of yoghurt had always been these little individual pots, | 0:20:02 | 0:20:05 | |
but Muller, by adding that corner of something jammy in the corner had taken it a stage further. | 0:20:05 | 0:20:13 | |
Muller were packaging it as something that was an outright treat and it really just opened up | 0:20:13 | 0:20:18 | |
the market to a whole lot of consumers | 0:20:18 | 0:20:20 | |
who wouldn't otherwise have seen themselves as yoghurt eaters. | 0:20:20 | 0:20:24 | |
The Muller Fruit Corner so appealed to Britain's taste buds | 0:20:24 | 0:20:27 | |
that within four years it was the biggest-selling yoghurt in the UK. | 0:20:27 | 0:20:32 | |
Keep your body at its peak. | 0:20:32 | 0:20:35 | |
In the 1990s, new packaging revolutionised the bottled water industry | 0:20:35 | 0:20:40 | |
by getting the product out of glass bottles and off restaurant tables. | 0:20:40 | 0:20:44 | |
In an age of instant gratification, still bottled water | 0:20:44 | 0:20:49 | |
provided what people wanted exactly when they wanted it. | 0:20:49 | 0:20:53 | |
People, in general, are more and more time-pressed. | 0:20:54 | 0:20:58 | |
We don't cook our own meals any more. | 0:20:58 | 0:21:00 | |
We eat prepared foods of all kinds and there's nothing more appealing | 0:21:00 | 0:21:04 | |
than a bottle of cold water at a moment when you're really thirsty. | 0:21:04 | 0:21:07 | |
Cold water is, in fact, deeply satisfying when you're thirsty, | 0:21:07 | 0:21:10 | |
but I think bottled water is one of those products | 0:21:10 | 0:21:14 | |
that on many occasions when people buy it, what they're buying | 0:21:14 | 0:21:18 | |
isn't the water so much as the bottle, that is the package and the convenience at that moment. | 0:21:18 | 0:21:24 | |
And when we bought this convenience, what we were really buying was PET for polyethyle terephthalate, | 0:21:24 | 0:21:32 | |
the single most important innovation in the industry's history, strong, shatterproof | 0:21:32 | 0:21:38 | |
and a highly-valued form of polyester, PET is a by-product of the oil industry. | 0:21:38 | 0:21:44 | |
It is now utilised in the packaging of everything, from pharmaceuticals and soap to ready meals. | 0:21:44 | 0:21:51 | |
In years to come, the environmental impact of PET would haunt the industry and raise questions | 0:21:51 | 0:21:57 | |
about its very survival, but in the 1990s, this was a revolution. | 0:21:57 | 0:22:02 | |
Starting with the introduction of the PET waters, the category started to explode. | 0:22:02 | 0:22:09 | |
The bottled water industry before PET | 0:22:09 | 0:22:12 | |
was essentially on the list of all beverage categories was number seven. | 0:22:12 | 0:22:17 | |
With the advent of PET, bottled water jumped from the number seven | 0:22:17 | 0:22:21 | |
to the number two spot, behind carbonated soft drinks. | 0:22:21 | 0:22:25 | |
It started to grow into the two billion, three billion range every year, phenomenally high growth rates. | 0:22:25 | 0:22:33 | |
Without this revolutionary bottling material, none of this growth | 0:22:33 | 0:22:37 | |
could have been achieved. Across business, packaging's role in unlocking new markets | 0:22:37 | 0:22:42 | |
and building on existing success is not to be underestimated. | 0:22:42 | 0:22:47 | |
After decades of unhindered growth in the food industry, | 0:22:56 | 0:22:59 | |
the late 20th and early 21st centuries | 0:22:59 | 0:23:02 | |
brought a step change in the way the large multinationals operate. | 0:23:02 | 0:23:06 | |
Today, corporate social responsibility and business ethics | 0:23:06 | 0:23:09 | |
are at the top of every agenda in every boardroom. | 0:23:09 | 0:23:13 | |
The increasing global awareness of the western consumer has led to huge questions | 0:23:17 | 0:23:21 | |
about the power of branding, | 0:23:21 | 0:23:23 | |
the power of multinationals and the power of the globalised market itself. | 0:23:23 | 0:23:28 | |
In this new environment, the traditional money-making model | 0:23:28 | 0:23:32 | |
enjoyed by so much of big business for so long has disappeared. | 0:23:32 | 0:23:37 | |
There are now other considerations beyond responsibility to shareholders. | 0:23:37 | 0:23:42 | |
In few places is this more acute than in the food business. | 0:23:45 | 0:23:49 | |
Whether selling cereals, yoghurt or water, the future of this | 0:23:49 | 0:23:53 | |
industry depends on its ability to adapt in this new environment | 0:23:53 | 0:23:59 | |
and no sector finds itself in the dock as often as the bottled water industry. | 0:23:59 | 0:24:04 | |
Bottled water is the most revealing substance for showing us | 0:24:07 | 0:24:12 | |
how the global, capitalist market works today. | 0:24:12 | 0:24:16 | |
It tells us that we're no longer buying things for their use value, | 0:24:17 | 0:24:24 | |
that in a sense, we're buying choice, we're buying freedom, | 0:24:24 | 0:24:30 | |
we're buying all kinds of insubstantial things. | 0:24:30 | 0:24:34 | |
For some of us, choice and freedom is worth the price we pay, but for others, | 0:24:34 | 0:24:40 | |
it represents the excess, and inequality of the modern world, | 0:24:40 | 0:24:44 | |
a world where nearly a billion people have no access to clean water at all. | 0:24:44 | 0:24:49 | |
One thing we cannot lose sight of is the ultimate absurdity of the bottled water industry. | 0:24:50 | 0:24:57 | |
Here we have a world where people are dying of thirst, | 0:24:57 | 0:25:01 | |
where people lack clean water to feed their children... | 0:25:01 | 0:25:07 | |
..and we're spending billions of dollars and huge amounts of energy, moving water | 0:25:09 | 0:25:14 | |
from people who already have it to other people who already have it. | 0:25:14 | 0:25:19 | |
Recognising this inequality was a small group of businessmen who saw an opportunity. | 0:25:21 | 0:25:28 | |
If they could create a completely new brand of bottled water, | 0:25:28 | 0:25:31 | |
they could subvert the industry from the inside. | 0:25:31 | 0:25:34 | |
This they did with a brand they called One Water. | 0:25:34 | 0:25:39 | |
Its success was to have a major influence on the industry as a whole. | 0:25:39 | 0:25:44 | |
The bottled water market in the UK is incredibly ingested. | 0:25:44 | 0:25:47 | |
There are some really big brand leaders out there, | 0:25:47 | 0:25:50 | |
the Nestles, the Danones of this world. | 0:25:50 | 0:25:52 | |
But from our perspective I didn't look at them as competitors. | 0:25:53 | 0:25:57 | |
They don't sit in the same area that we do. | 0:25:57 | 0:26:01 | |
I just wanted to go out and take a small percentage share | 0:26:01 | 0:26:04 | |
of a bigger market that they happen to be sitting in as well. | 0:26:04 | 0:26:07 | |
Where one water differed from other brands | 0:26:09 | 0:26:12 | |
was in its simple proposition, there were to be no shareholders and no dividends, but instead, | 0:26:12 | 0:26:18 | |
100% of their profits would go directly to African water projects. | 0:26:18 | 0:26:23 | |
We can't necessarily affect an industry, | 0:26:23 | 0:26:26 | |
but we're trying very hard, but perhaps, what we can do, | 0:26:26 | 0:26:29 | |
is repurpose some of the outcome of that industry for a better cause. | 0:26:29 | 0:26:33 | |
What the One Water brand was tapping into was a concept they called positive brand choice. | 0:26:37 | 0:26:45 | |
Positive brand choice is something, I think, that consumers have a real appetite for now. | 0:26:47 | 0:26:54 | |
We're trying to tell them | 0:26:54 | 0:26:56 | |
that by choosing our bottle of water | 0:26:56 | 0:26:59 | |
they could personally be responsible | 0:26:59 | 0:27:02 | |
for bringing water to ten African school kids for a day, | 0:27:02 | 0:27:06 | |
and I think that's a really, really powerful proposition. | 0:27:06 | 0:27:10 | |
The consumers' positive brand choice was then turned directly into water projects for Africa. | 0:27:13 | 0:27:19 | |
The idea of play pumps came from something I read | 0:27:22 | 0:27:24 | |
in one of the national newspapers | 0:27:24 | 0:27:27 | |
which celebrated this amazing invention, | 0:27:27 | 0:27:30 | |
a pump powered by children's play that could pump water industrially | 0:27:30 | 0:27:34 | |
into tanks and provide enough water for a whole community and I thought that was ingenious. | 0:27:34 | 0:27:39 | |
The play pumps gave the consumers of One Water a reason for their | 0:27:44 | 0:27:48 | |
positive brand choice, but they also benefited the major retailers. | 0:27:48 | 0:27:53 | |
Our proposition in a business sense provides British retailers with brilliant corporate social | 0:27:53 | 0:28:00 | |
responsibility stories, | 0:28:00 | 0:28:02 | |
but it doesn't cost them anything because all I am asking them to do is to take | 0:28:02 | 0:28:07 | |
our range of One products for the same price | 0:28:07 | 0:28:09 | |
that they would have bought those products from other suppliers. | 0:28:09 | 0:28:13 | |
With the help of major retailers, One Water has now provided clean water | 0:28:15 | 0:28:21 | |
to over 1.4 million people, | 0:28:21 | 0:28:23 | |
but they have also influenced the wider industry. | 0:28:23 | 0:28:26 | |
Similar programmes have been adopted by many of the major brands | 0:28:26 | 0:28:29 | |
with projects with similar models and others addressing the industry's environmental impact. | 0:28:29 | 0:28:35 | |
The future success of industry will be measured as much | 0:28:38 | 0:28:42 | |
by how globally responsible it is as by how much profit it generates. | 0:28:42 | 0:28:46 | |
Subtitles by Red Bee Media Ltd | 0:29:02 | 0:29:05 | |
E-mail [email protected] | 0:29:05 | 0:29:08 |