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.”

Nomadic, a UK-based convenience food brand, is entering the snacking market with its Yogurt & Oat Bar – the country’s first chilled yogurt bar. The product, which combines a soft oat base topped with creamy yogurt and encased in dark chocolate, will is available nationally at Morrisons and through Nomadic's network of wholesalers. The introduction of the Yogurt & Oat Bar marks a significant move for Nomadic, drawing inspiration from the booming success of similar products in the US, particularly the Clio brand, which has captured the attention of health-conscious consumers. The US chilled yogurt bar market, valued at approximately $236 million, has seen substantial growth, doubling in size over the past two years and projected to increase tenfold over the next decade, according to industry insights from Spins. Nomadic's Yogurt & Oat Bar is poised to create a new category within the chilled snack segment, which has been traditionally dominated by ambient products. Jennifer Crew, brand manager at Nomadic, said: “We couldn’t be more excited with this launch; it’s a new category with massive potential that we’re delighted to create! Genuine variety in chilled snacking – especially in nourishing and convenient snacks – has been sorely lacking until now.” The bar is designed to cater to the evolving preferences of consumers, with 42% seeking healthier options and 35% looking for convenient snacking solutions, as highlighted by recent Kantar research. Each 28g bar contains only 134 calories and is fortified with gut-healthy live cultures, making it an appealing choice for those seeking a lighter indulgence. Nomadic's entry into the chilled snack market follows extensive consumer research and fact-finding missions to key US markets, including Chicago and Los Angeles. These efforts have informed the development of a product that not only meets consumer demand but also aligns with broader trends towards fresh, whole-food snacking. The launch of the bar coincides with a notable decline in sales for top ambient snack brands, such as Cliff and Kind, which have reported year-over-year declines of 5.9% and 12.3%, respectively. In contrast, chilled snack products are thriving, with brands like Perfect and Mid-day Squares experiencing growth rates of 19.9% and 23.9%. With a retail price of £1.50, the Yogurt & Oat Bar is set to appeal to a broad audience, from busy professionals to families seeking healthier snack alternatives.

The proposed £1.2 billion ($1.61 billion) merger between convenience food manufacturers Greencore Group and Bakkavor Group is under scrutiny by the UK’s Competition and Markets Authority (CMA), which has raised concerns regarding potential anti-competitive effects in the chilled sauces market. In a preliminary assessment, the CMA indicated that the merger could significantly reduce competition in the supply of own-label chilled sauces, positioning the combined entity as one of the largest suppliers in the UK. The regulator noted that the only other substantial competitors in this space are 2 Sisters Food Group and Billington Foods, both of which are perceived as weaker rivals. Despite these concerns, the CMA has cleared the merger in the Italian markets for chilled ready meals and salads, citing sufficient competitive dynamics in those sectors. This partial clearance highlights the complexities of market evaluations in the food industry, where regional competition can vary significantly. Greencore's CEO, Dalton Philips, said: "The CMA process has been constructive and the Phase 1 decision is a welcome one, confirming our view of the highly complementary nature of our businesses and product portfolios across 'food for now' and 'food for later'". He continued: "...we are now working with the CMA and Bakkavor for the benefit of all our stakeholders to complete the Bakkavor transaction early next year. I’m genuinely excited about what 2026 has in store as we bring these two great businesses together to create a true UK national food champion to deliver high-quality, innovative food to customers and consumers." Mike Edwards, CEO of Bakkavor, added: “Today’s positive news from the CMA is a significant step forward in the process, providing welcome clarity which means we can collectively work at pace and stay on track to complete the transaction in early 2026". Both companies have until November 3 to propose remedies to address the CMA's competition concerns, with the aim of proceeding with the transaction in early 2026. The CMA's intervention reflects a broader regulatory environment in the UK that is increasingly vigilant about maintaining competitive markets, particularly in essential consumer goods like food.

In a move to streamline its operations and reduce debt, B&G Foods has announced the sale of its Green Giant and Le Sieur frozen and shelf-stable vegetable product lines in Canada to Nortera Foods. The transaction, expected to close in late 2025 or early 2026 pending regulatory approval, marks another significant step in B&G's ongoing efforts to focus more sharply on its core business areas. B&G has previously divested portions of the Green Giant brand, selling its US shelf-stable vegetable line to Seneca Foods in November 2023 and the US Le Sueur line to McCall Farms in August 2025. This latest divestiture continues the trend as the company evaluates the potential sale of its Green Giant U.S. frozen vegetable line. “Our decision to sell the Green Giant and Le Sieur brands in Canada is another milestone in our ongoing effort to divest brands and product lines that are non-core to B&G Foods’ long-term strategy,” said Casey Keller, president and CEO of B&G Foods. Keller also noted that Nortera Foods, which has been a primary co-manufacturer for the Green Giant brand in Canada, is well-positioned to enhance the brand’s success in the region. The financial specifics of the transaction remain undisclosed. However, B&G Foods plans to use the proceeds for general corporate purposes, including debt repayment and investments in assets that align with its business strategy. B&G Foods' strategy aims to enhance profitability and operational efficiency, critical factors as the market faces challenges such as inflation and supply chain disruptions. Nortera Foods, known for its commitment to high-quality vegetable products, is expected to leverage its existing infrastructure and expertise to maintain and grow the Green Giant brand in Canada. As B&G Foods continues to assess its portfolio, the potential divestiture of the US frozen vegetable line remains on the table. The company’s ongoing evaluation process underscores the dynamic nature of the food sector, where adaptability and strategic foresight are paramount.

Ocean Spray has unveiled two new cranberry products in time for the festive season, expanding its drinks and sauces portfolio with both limited-edition and permanent additions. The Cranberry Winter Spice drink blends cranberry and apple juices with cinnamon and clove flavouring. It can be served either chilled or warmed and will be available for a limited time in Tesco stores nationwide. The company is also launching a Cranberry Smoked Chilli sauce – a hot version of its traditional cranberry sauce – which will join Ocean Spray’s permanent line-up from 3 November. Zoe Trimble, senior marketing manager at Ocean Spray, said: “We’re thrilled to be releasing these exciting new cranberry variants ahead of the festive period". "We know consumers love trying new products, especially around this time of year, so we hope whether they’re making new Christmas cocktails with our ‘Cranberry Winter Spice’ drink or testing out a new recipe with our ‘Cranberry Smoked Chilli’ sauce, they bring fans the new and exciting flavour hit they’ve been looking for." The Cranberry Winter Spice drink (RRP £1.99) will be available while stocks last, and the Cranberry Smoked Chilli sauce (RRP £1.80) will be sold exclusively in Tesco stores.

Retailer Aldi UK has expanded its partnership with cocoa-free chocolate brand ChoViva, launching three new seasonal products. ChoViva, owned by German food-tech start-up Planet A Foods, is a chocolate alternative made from a blend of sunflower seeds, sugar and plant-based fats. It is designed to offer the same taste and creamy texture as traditional chocolate. Expanding on its partnership with the brand, initiated earlier this year, Aldi has this month launched a crunchy ‘ChoViva Halloween Gonk,’ while two additional festive cocoa-free products will launch ahead of Christmas: ‘Gav the Gonk,’ with a creamy and crispy filling; and ‘Gus the Gonk,’ with a creamy milky filling. The move follows the successful launch of its cocoa-free Peanut Butter Mini Eggs earlier this year. The supermarket said it aims to meet growing demand for chocolate alternatives, with research showing one in five Gen Z and Millennial shoppers claim they want to see more of these in UK retail. Julie Ashfield, chief commercial officer at Aldi UK, said: “We don’t believe that anyone should have to pay a premium for exciting new products,” explaining that the new cocoa-free confectionery offerings are available at a low price (59p) in line with the discount retailer’s commitment to offering value to shoppers.

Tyson Foods-owned brand Hillshire Farm is entering the freezer aisle for the first time with the launch of Stuffed Croissants and Ciabatta Deli Sandwiches. The Hillshire Farm Stuffed Croissants, which contain up to 12g of protein, come in three varieties: Ham and Cheese, Buffalo-style Chicken and Philly Style Cheesesteak. While the Hillshire Farm Ciabatta Deli Sandwiches, with up to 25g protein, are available in Chicken Pesto, Italiano and Turkey and Bacon options. The new range features real butter croissants and rustic ciabatta bread, combining bakery-style craftsmanship with the brand’s signature meats and cheeses. Each product is designed to deliver a satisfying, protein-rich snack or meal in minutes. The six new frozen handhelds will roll out nationwide across the US by the end of October, expanding Hillshire Farm’s footprint beyond the refrigerated deli case and reinforcing Tyson Foods’ commitment to diversifying its portfolio across meal occasions.