Mediterranean and Middle Eastern cooking ingredients brand Belazu has added Miso Harissa to its core range, tapping into the growing global flavour fusion trend. The ‘untraditional’ product combines the flavours of Belazu’s popular North African Rose Harissa and classic Japanese Red Miso paste. The launch responds to growing demand for adventurous and complex flavour profiles in home cooking. Belazu describes the product as offering a ‘punchy and unique blend of spice, savouriness and subtle sweetness’. The Rose Harissa offers warm, peppery spices while the Red Miso brings deep umami notes, balanced with a balsamic glaze and a touch of honey. The brand noted a significant cultural shift in consumer tastes in recent years as Japanese flavours have taken centre stage, with the rise of miso, matcha and mochi. Miso has become a popular ingredient with consumers in the West due to its ability to add a savoury and salty depth to dishes, thanks to high levels of naturally occurring glutamate – a compound most notably associated with MSG. Belazu’s Miso Harissa is designed to be a versatile and ready-to-use ingredient, suitable for adding to a wide range of dishes such as scrambled eggs, soups, salad dressings, pasta and more. It can also be mixed with butter to create a miso harissa butter, or used as a marinade for meat, fish and vegetables. Rory Goulcher, senior development chef at Belazu, said: “We’re so excited to be part of a flavour revolution where home cooks have access to global ingredients but are now becoming more adventurous and looking for unique ways to elevate their dishes”. “Our Miso Harissa is perfectly balanced – it’s bold, aromatic and has an almost chocolatey texture to help home cooks elevate every dish and create restaurant quality meals in their own homes.” Belazu Miso Harissa is now available at Waitrose stores, priced at an RRP of £4.50.

Linear Bar, a 100% organic protein bar made with real chocolate, caramel and nougat, has launched across the US, offering a functional snack that tastes like a candy bar with the nutritional profile of a super food. Each bar packs 20g of protein from a blend of organic whey, pea and chickpea proteins, alongside 12g of fibre, meeting nearly half the recommended daily intake for adults. The bars are free from seed oils, sucralose and artificial ingredients, offering a clean label alternative for consumers seeking both performance and pleasure in their snacking. A company spokesperson said: “Linear Bar was created to prove that flavour and function don’t have to be at odds. We wanted to craft something that feels indulgent but fuels performance, a bar that busy, health-conscious people actually look forward to eating.” Offering a chewy texture, real chocolate coating and promising the absence of the chalky aftertaste often associated with protein snacks, Linear Bar aims to appeal to consumers who are tired of the traditional functional bars. Linear Bar is available now online and in stores across the US.

Soul Kitchen, a female-founded food UK brand, has unveiled a new line of single-serve, clean label soups designed specifically for modern workplaces, micro-markets and travel. This launch responds to rising consumer demand for healthier, convenient food options, with the instant soup market projected to grow from $742 million to $1.17 billion by 2035. The new Soul Kitchen Plus+ range features two initial offerings: Super Greens (Broccoli, Leek & Spinach) and Lion’s Mane Mushroom with B12, Thyme & Black Pepper. Both soups are produced in the UK at a Salsa-approved facility, using gently dehydrated vegetable powders, herbs and spices, without any gums, emulsifiers, palm oil or artificial flavourings. Each 20g sachet is ready in under three minutes, addressing the needs of busy consumers seeking nutritious meal solutions. This launch comes at a time when 77% of UK consumers express concerns about ultra-processed foods, signaling a shift towards simpler ingredient lists. The demand for functional foods is on the rise, with plant-based products growing at an annual rate of over 11%, currently valued at £389 million. The introduction of clean label soups aligns with these trends, offering a solution that combines convenience with quality. The Lion’s Mane Mushroom soup taps into the burgeoning global functional mushroom market, which has more than doubled in the last five years and is projected to reach $19 billion by 2030. While research on the cognitive benefits of such mushrooms is ongoing, there is a notable increase in consumer interest in adaptogenic ingredients. Each serving of the Super Greens soup delivers 4.6g of protein sourced from sunflower, while the Mushroom soup provides 100% of the recommended daily intake of vitamin B12, a critical nutrient often lacking in plant-based diets. Eiméar Sutton, head of nutrition at Biovit, said: “Biovit’s vitamin B12 and vitamin D are derived from mushrooms and remain within a food matrix, enhancing nutrient absorption and providing additional health benefits”. Soul Kitchen’s soups are available in cases of 12, with a recommended retail price starting at £1.79. Initial listings include over 100 independent retailers, such as Earthfare in Glastonbury and The General Store in Manchester, with plans to expand into travel retail through partnerships with Eurostar and Rail Gourmet. Bella Acland, founder of Soul Kitchen, highlighted the brand's commitment to quality and simplicity: “Consumers want simplicity they can trust. We’re not chasing trends; we’re re-imagining something familiar and doing it properly.” This philosophy underscores the brand's mission to provide nutritious, satisfying meals that fit seamlessly into modern lifestyles. Ky Wright, CEO of Biovit, expressed enthusiasm for the collaboration, noting, “We’re delighted to be partnering with Soul Kitchen for Biovit’s first product launch in the soup category". "Their all-natural mushroom soup is fortified with Biovit’s naturally-sourced vitamin D and B12, confirming that it only contains natural nutrients with proven bioavailability.”

Claire Bara Yoplait Liberté Canada, known for producing and distributing a variety of high-quality yogurt and dairy products, has announced the appointment of Claire Bara as its new CEO, effective immediately. With a robust background in the consumer goods sector, Bara is set to spearhead the company’s efforts to enhance profitability and sustainability for its Yoplait and Liberté brands across Canada. Bara brings a wealth of experience to her new role, having previously served as President of A. Lassonde, where she excelled in leading the Canadian beverage division. Her career also includes senior positions at notable Canadian firms such as Rona, Sobeys and Molson Coors, where she demonstrated a strong capacity for leadership and a deep understanding of the Canadian market landscape. Myriam Riedel-Kienzi, CEO of Yoplait International, said: “Claire’s extensive experience in the consumer goods industry and her in-depth knowledge of the Canadian market will be a tremendous asset,” She added: “I have every confidence that Claire will continue developing the potential of our two iconic brands with her teams and deliver healthy, delicious dairy products to Canadian consumers”. In her new position, Bara will oversee operations in key locations including Montréal, Saint-Hyacinthe, Mississauga and Vancouver. In a statement, she noted the importance of local sourcing and sustainability in her vision for the company. “I am deeply honoured and excited to lead Yoplait Liberté Canada at such a pivotal time for our industry,” she remarked. “As Canadian consumers increasingly seek local, wholesome products made with care, I am proud to join a company that has, for decades, been dedicated to offering high-quality dairy products made with 100% Canadian milk from local farms.” Yoplait Liberté Canada has roots dating back to 1936 for Liberté and 1971 for Yoplait. The company is committed to producing and distributing high-quality yogurts and dairy products, employing over 350 people nationwide. The brand portfolio includes products such as Yop, Tubes, Source, Méditerranée and Minigo. Since joining the Sodiaal Group in January 2025 , Yoplait Liberté Canada has been positioned to leverage the strengths of one of the world’s largest dairy cooperatives, which represents over 15,000 producers. This partnership is expected to enhance the company’s capabilities in delivering innovative and sustainable dairy solutions to Canadian consumers. Bara's leadership is anticipated to further Yoplait Liberté Canada’s focus on innovation and sustainability, aligning with the increasing consumer demand for locally sourced and responsibly produced food products. Featured image: © Yoplait Liberté Canada

Mojo Energy Pouches, an innovative caffeine pouch aimed at shaking up traditional energy products, has unveiled its first limited-edition flavour, Cinnamon Churro, aiming to attract both new and existing customers during the autumn season. The product is now available for purchase in a five-pack for $19.99 on Amazon and Mojo's website. The brand was launched earlier this year by Volt+Co , aiming to offer a new solution for consumers seeking an energy boost while on the go. The Cinnamon Churro flavour combines the indulgent tastes of cinnamon and brown sugar, encapsulated in Mojo's signature pouch format. Each pouch delivers 50 mg of caffeine – approximately half the amount found in a standard cup of coffee – sourced from natural green tea leaves. Notably, the product contains zero sugar and zero calories, appealing to health-conscious consumers looking for guilt-free energy solutions. Each pouch incorporates B-vitamins, L-Theanine and adaptogens like Ginseng and Yerba Mate, catering to a growing market of health-conscious individuals seeking effective energy solutions without the drawbacks of traditional energy drinks. Tiana Black, senior brand manager at Mojo, said: “Mojo Energy Pouches are all about giving consumers energy on their own terms, and that includes expanding our flavour innovation to suit a variety of palettes. Cinnamon Churro captures the flavour of fall while delivering the customisable, portable energy that makes Mojo unique." This new flavour joins Mojo's established line-up, which includes Blue Raspberry, Tropical Punch, Mint and Peach Watermelon. The limited-time release is designed to resonate with seasonal trends, offering a unique twist that could enhance consumer engagement during a period when flavour innovation is particularly sought after in the food and beverage industry. While Mojo Energy Pouches are available across the US at various retailers in 29 states, the Cinnamon Churro flavour will be exclusively available online, creating a sense of urgency for consumers eager to try this seasonal offering. Manufactured in the US with both domestic and imported ingredients, Mojo products are designed with convenience in mind. Parent company Volt+Co positions itself as a leader in innovative caffeine solutions, leveraging over 160 years of consumer product experience.

PepsiCo has officially launched a refreshed corporate brand identity, marking a significant evolution in its visual representation that aims to reflect the company's current ethos and future ambitions. This announcement highlights the company's commitment to consumer-centricity and sustainability. The new identity is described as more than just a logo; it embodies a transformation that captures the energy, optimism, and ambition of PepsiCo as it moves into 2025. “This isn’t just a new logo; it's a symbol of transformation that captures the energy, optimism and ambition of PepsiCo in 2025 and beyond,” said Jane Wakely, chief consumer and marketing officer and chief growth officer for international foods at PepsiCo, on LinkedIn. PepsiCo's rebranding aims to enhance consumer recognition and connection across its extensive portfolio of over 500 brands, which includes household names like Lay’s, Tostitos, Gatorade, Quaker, Siete and its most recent acquisition, Poppi . Notably, only 21% of consumers can name a brand produced by PepsiCo beyond its flagship product, Pepsi. This statistic prompted the company to rethink its branding strategy to better communicate its diverse offerings and core values. The new logo features a prominent 'P,' which the company says not only nods to the company’s heritage, but also surrounded by elements symbolising its future values: consumer centricity, sustainability and taste. The design incorporates a vibrant colour palette inspired by natural elements, aimed as reflecting PepsiCo's commitment to both its products and the planet. The rollout of the new brand identity will begin in early 2026, with updates appearing on packaging and digital platforms, including a redesign of PepsiCo's website and social media channels. This phased approach aims to unify the company’s various brands under a cohesive vision that resonates with consumers globally. “Our refreshed corporate brand is a beautiful expression of both who we are as a company today and our aspiration for the future,” Wakely added. The new identity emphasises the company's mission: “Creating more smiles with every sip and every bite,” encapsulated in the tagline 'Food. Drinks. Smiles'. PepsiCo's rebranding comes amid a broader commitment to sustainability and innovation, as reflected in its pep+ framework, which aims to drive positive change for both people and the planet.

APV, a manufacturing technology brand owned by SPX Flow, has introduced a new portable Combi Microparticulation (MP) pilot line designed to enhance functional whey protein innovation. The pilot line is based at SPX’s Silkeborg Innovation Center in Denmark, where customers can either trial and refine their recipes on-site or rent the unit for fixed-term periods within their own plant. Whey protein is a popular choice in food and beverage development, valued for its health benefits and versatility in formulations such as RTD coffees, desserts and fermented dairy products. Flexible to the producer’s needs, SPX’s technology aims to deliver smoother, creamier and more functional whey protein development across a wide range of food and beverage product applications. The company’s Combi design allows producers to test recipes using two APV microparticulation technologies, the LeanCreme and the Cavimaster, from one shared platform. This provides flexibility and efficiency in application trials. At a flow rate of 150-litres per hour from the pilot line, customers can perform tests using limited product quantities while gathering valuable process data to guide full-scale production. Thomas Leroy, global head of Innovation Centers at SPX Flow, said: “This innovation gives our customers a competitive edge. By offering two microparticulation methods in one pilot, we help producers accelerate formulation development, reduce waste during testing and tailor the particle size of whey proteins to different product applications.”

Guy White Why do so many new product innovations flop, even when brands invest huge sums and extensive insight? Guy White, founder and CEO of Catalyx, explains how the key to success lies in uncovering hidden consumer tensions, understanding the contradictions and unmet needs that traditional research often misses, and designing products that truly resonate. By tapping into these deeper drivers, brands can move beyond short-lived trends and create innovations that not only survive but redefine their categories. Despite companies investing over $3 trillion annually in new product development, nearly 50% of innovations fail within two years. That is huge. A huge waste of resources, a huge waste of potential and, moreover, a huge waste of money. A key takeaway from this is that it is clear existing reactive and trend-predictive approaches to FMCG innovation are no longer working. ‘Flash in the pan’ trend copying, such as the current rush to create Dubai Chocolate-flavoured SKUs , may create a short-term revenue boost but won’t last any longer than the hype that surrounds it, unlike category-shifting innovations such as Tony's Chocolonely. By failing to align with genuine consumer needs or emotions, brands are falling short of delivering meaningful, long-lasting products that hit the mark. So why do so many new innovations fail, even when backed by significant resources and insight? Tension-led innovation is key Today’s FMCG landscape is fast, noisy and shaped by more empowered, fragmented consumers. Existing insight methods simply aren’t reaching far enough into their lives, motivations and decision making, and are failing to reveal the deeper drivers that shape their purchasing behaviour. The trouble is, consumers rarely articulate their needs in full and getting to the core of their needs is never easy work. It is tempting to take consumers at face value – but remember, that is what the competition is doing as well. We increasingly find ourselves caught between a rock and a hard place. On one side, companies face mounting pressure to jump on the bandwagon and deliver the next ‘big thing’. On the other, they often lack a genuinely consumer-centric innovation process agile enough to determine whether they should. True insight requires more than collecting what consumers say – it demands deeper exploration of their contradictions, inconsistencies and unspoken desires to truly understand what drives their behaviour. This is where tension-led innovation comes in. Highly accurate and insightful, it uncovers what consumers really need – often even before they know it themselves. This is possible to do at speed, but it requires companies to have the right approach and mindset for innovation development. Hardly any do. "We often see a sea of flavours within an ocean of copycat formats, but it is rare to see the disruptive new offer that pushes a category forward" Broadly speaking, consumer tensions are the emotional or functional frictions consumers experience. Those unmet needs, or compromises that have to be made because consumers are caught between conflicting desires. For example, they want an indulgent treat but are driven by health goals or need a convenient ready meal but are sustainability conscious. These tensions are where innovation opportunities truly lie. Focussing on measuring what people say (or how they react to boxes on surveys), not what they feel or avoid, traditional methods often rely on predictable measures – past sales, category norms or unrepresentative focus groups – that fail to push the boundaries. This is why we often see a sea of flavours within an ocean of copycat formats, but it is rare to see the disruptive new offer that pushes a category forward. To do this, you have to dive deep into the desires that are really driving consumer thoughts, behaviours and decisions. And then be bold and have the courage to launch the disruptive design into the marketplace. True innovation is about setting the agenda… not following the latest trends. But in big companies, it is hard to push that fragile innovation balloon down a corridor lined with stakeholder razor blades ready to rubbish it for its audacity. Let consumers shape innovation For real success, brands need to tap into consumer culture. They need to gain a real understanding of lifestyles, aspirations, dislikes, ethical priorities and emotional triggers before spending on new product development. Ultimately, innovation is about fit. The real question isn’t whether an idea is new, but whether it’s the right kind of new, one that suits your brand, connects with your customer and makes sense in the context you’re in. Take the soft drinks market. Challenger brands like Dash Water, Trip and Moju have done a brilliant job infiltrating the market and gaining share. That’s because they’ve identified specific niches, such as gut health, calm or hydration with a twist, and solved a real consumer tension with something that genuinely helps. They’re agile, targeted and completely aligned with what consumers want. But they will only survive and thrive if they have a consumer-centric insight engine supporting them to develop the difficult second album and not be just a one-hit wonder. "The real question isn’t whether an idea is new, but whether it’s the right kind of new, one that suits your brand, connects with your customer and makes sense in the context you’re in" Product innovation isn’t the only type of innovation that exists here, either. Ingredient innovation –changing what’s inside the product to reshape how people think about the category – can unlock new relevance. Packaging innovation – designing formats that drive choice and solve friction – is equally powerful, just look at how the introduction of milk sticks on airlines has eliminated mess, simplified service and elevated the in-flight experience. Service innovation is another area full of potential. It’s about adding layers of value beyond the product itself – through convenience, confidence or curation. Blue Apron didn’t just sell food; they solved decision fatigue. Instead of competing on-shelf, they delivered everything: ingredients, recipes, portions and instructions. The result? Consumers who felt like cooks, not just customers. Brand identity matters too. Consumers are drawn to brands that feel authentic, socially conscious and aligned with their values. If a brand is seen as performative, inauthentic or slow to change, it’s tough for them to make that connection — no matter how strong the name recognition is. The gut health start-up, Poppi, recently bought by Pepsi for $1.5 billion, used to be called Mother. It kept what was inside the same and changed everything else…And the rest is history. Redefining relevance Brands that build on consumer tensions can redefine categories – not just compete within them. Innovation rooted in tension helps such niches and desires to be identified, enabling brands to develop products that customers feel emotionally connected to. When a product truly meets these needs, it gains relevance, encouraging repeat purchase and increased loyalty. Brands that tap into real frictions – and resolve them in inspiring ways – won’t just stay relevant. They’ll define what relevance means. The rules of the game have not necessarily changed, but more people have figured them out, and the barriers to entry to both the category and to doing truly world-class consumer-centric innovation have dropped. So to win in this cutthroat world, you must always be on your innovation ‘A’ game. Throwing mud at the wall and hoping 50% of it is still there in two years is not a recipe for success. "Success now depends on moving from reacting to leading – not by guessing where consumers are going, but by understanding what’s holding them back" In short, FMCG innovation is changing. Success now depends on moving from reacting to leading – not by guessing where consumers are going, but by understanding what’s holding them back. By uncovering and resolving hidden consumer tensions, brands can move beyond trends and beyond imitation. In a world where private labels are raising the bar, that’s not just a nice-to-have. It’s survival. Success lies in knowing when to renovate, reframe or rethink entirely – and having a clear Desire, Define, Develop process that ensures your innovation fits your brand, your consumer and the moment you’re in.

Cold brew coffee brand Hunt and Brew, owned by Brownes Dairy, has become the first Australian dairy company to set up manufacturing operations in the UK. The company has acquired its former UK co-packing facility to support growing demand for its ready-to-drink coffee range. The new site gives Hunt and Brew end-to-end control of production and logistics, enabling the brand to scale operations while maintaining quality standards. Since its UK launch in 2024, Hunt and Brew has positioned itself as a low-sugar alternative in the ready-to-drink coffee category. Its products are available nationwide in Tesco stores and made with fresh British milk and no added sugar. Brownes is also preparing to introduce a Hunt and Brew range made with Australian-grown coffee beans. Brownes Dairy CEO Natalie Sarich-Dayton said: “This is a watershed moment for Brownes Dairy and a powerful vote of confidence in the Hunt and Brew brand. We are incredibly proud to be flying the flag for Australian dairy, combining our coffee expertise with fresh British milk to create a product that is truly unique.” Sarich-Dayton added: “We’re thrilled to be the first to bring Australian speciality coffee to the UK on a mass scale. We’re not just launching another iced coffee; we’re setting a new standard for what consumers should expect from the category.”

Health and wellness brand Productive Health Co has unveiled its latest innovation: Autofocus, a new functional beverage positioned as a cleaner alternative to traditional energy drinks and coffee. Designed to support mental clarity and sustained energy, Autofocus is formulated with a blend of natural, brain-boosting ingredients and no artificial additives. According to the company, unlike conventional caffeinated drinks, Autofocus uses upcycled coffee fruit – a natural source of clean caffeine and antioxidants – combined with L-theanine, an amino acid known for promoting calm focus and reducing caffeine-related jitters. Autofocus is made using six ingredients: coffee fruit, L-thenanine, bluck currant, stevia, citric acid and water. It contains no artificial sweeteners, fillers or additives and is gluten free, vegan and non GMO. Productive Health’s founder, Trisha Ashworth, said: “Autofocus was inspired by a life-changing yoga certification trip to Bali, where we discovered a drink made from coffee fruit. It gave me clear, steady energy and sharper focus without the crash or jitters. I wanted to bring that same sense of balance and clarity to other people’s daily lives.” Autofocus comes in several formats, including the Do More Drink and Do More Drink Sparkling, the latter offered in 12oz cans. The range also includes the Do Now Shot, a 2oz concentrated shot, with a powdered on-the-go version set to launch in 2026.

Keurig Dr Pepper has received a $7 billion strategic investment, co-led by Apollo and KKR, to support its acquisition of JDE Peet’s alongside its split into two distinct businesses. KDP announced its plan to acquire coffee giant JDE Peet’s in August, revealing that the deal would likely lead to the separation of the merged entity’s coffee operations from its other beverage businesses to create two US-listed companies. Now, the beverage group has announced an updated financing package including the investments of $7 billion combined. As a result, KDP has reduced its projected net leverage upon the deal’s closure, expected in the first half of 2026. Of the $7 billion, $4 billion will be invested in a newly formed K-Cup pod and other single-serve manufacturing joint venture, co-led by Apollo and KKR, with participation from Goldman Sachs Alternatives. KDP will retain a controlling interest and operational control of the related assets. Additionally, $3 billion will be invested by Apollo and KKR into KDP’s Beverage Co business, which will encompass its portfolio of soft drinks. KDP said it plans to be ‘operationally ready’ to separate into two independent, US-listed entities by the end of next year, based on the achievement of ‘key milestones’ regarding leadership teams and independent boards of directors for both businesses. As previously announced, Tim Cofer will continue to serve as KDP's CEO until the intended separation is completed. He will then become CEO of Beverage Co. KDP’s board of directors has initiated an internal and external search for the future CEO of Global Coffee Co. Sudhanshu Priyadarshi, KDP’s current CFO and international president, will no longer assume this future role as had been previously announced. Earlier this month, investor Starboard Value took a stake in KDP, the exact size of which remains undisclosed. The hedge fund has reportedly engaged in private discussions with KDP’s management, focused on enhancing operational execution and restoring investor confidence.

The Bezos Earth Fund is investing $30 million in projects focused on using AI to protect the planet, including more than $2 million on projects to support sustainable protein development. The broader $30 million investment – made as part of the Fund’s AI for Climate and Nature Grand Challenge – aims to enable the scale of real-world AI solutions that tackle environmental issues such as biodiversity loss, climate change and food insecurity. Food System Innovations (FSI), a US-based philanthropic platform investing in a sustainable future for food, is among 15 global teams selected to receive grants. The award will support a collaboration between FSI, its non-profit sensory programme Nectar, and computer scientists at Stanford University in California. The team is developing algorithms that predict sensory attributes and optimise ingredient formulations for sustainable proteins. Using a combination of Nectar’s sensory data and molecular flavour databases, the team will build an AI model that connects molecular structure, flavour, texture and consumer preference. This aims to accelerate sustainable protein product development and market penetration. Anna Thomas, the project’s technical lead and co-principal investigator, said: “Our early research shows that large language models can help revise formulations based on sensory feedback. With this grant, we can deliver actionable insights that improve taste and speed the protein transition.” The AI Grand Challenge is a $100 million initiative, first launched in 2024. This new round builds on the success of Phase I, announced in May, which funded early-stage concepts demonstrating AI’s potential to accelerate environmental progress. Other food-focused Phase II awardees announced include Delft University of Technology, in the Netherlands, for a project to apply neural networks to speed up cultivated meat production; and University of Leeds, in the UK, where researchers are building an AI platform to convert food waste into microbial protein. Over the next few years, the awardees will test, refine and evaluate the impact of their approaches, sharing insights and results as their projects progress. Amen Ra Mashariki, director of AI at the Bezos Earth Fund, said: “At the Bezos Earth Fund, we’re focused on making AI work for the environment – not the other way around”. “These projects show how AI, when developed responsibly and guided by science, can strengthen environmental action, support communities and ensure its overall impact on the planet is net positive.”