Austin, MN, United States
Austin, MN, United States

Hormel Foods Corporation is an American food company based in Austin, Minnesota that produces Spam luncheon meat. The company was founded as George A. Hormel & Company in Austin by George A. Hormel in 1891. It changed its name to Hormel Foods in 1993.Hormel sells food under many brands, including the Chi-Chi's, Dinty Moore, Farmer John, Herdez, Jennie-O, Lloyd's, Muscle Milk, Skippy, SPAM, La Victoria and Stagg brands, as well as under its own name. The company is listed on the Fortune 500. Wikipedia.


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News Article | May 10, 2017
Site: www.prnewswire.com

NEW YORK, May 10, 2017 /PRNewswire/ -- About Frozen Food Frozen foods are packaged food items that are prepared by freezing the foods to preserved them from the time of their preparation to consumption. The freezing process is usually of two types: mechanical (with a freezing temperature of -30 °F) or flash freezing/cryogenic (with a freezing temperature of -160 °F; this process is usually used for large quantities). With the increasing hectic schedules of consumers and the subsequent demand for quick meals, the popularity of convenience food products is increasing. Improving living standards, growth of urban settlements, and growing working women population is also adding to this new trend in the global frozen food market. Read the full report: http://www.reportlinker.com/p04341699/Global-Frozen-Food-Packaging-Market.html Technavio's analysts forecast the global frozen food market to grow at a CAGR of 6.15% during the period 2017-2021. Covered in this report The report covers the present scenario and the growth prospects of the global frozen food market for 2017-2021. To calculate the market size, the report considers the revenue generated through the sales of frozen foods sold to individual customers as well as to foodservice customers through various retail outlets, which include, but are not limited to, hypermarkets, supermarkets, convenience stores, independent retailers, discount stores, warehouse clubs, and online channel. The market is divided into the following segments based on geography: • Americas • APAC • EMEA Technavio's report, Global Frozen Food Market 2017-2021, has been prepared based on an in-depth market analysis with inputs from industry experts. The report covers the market landscape and its growth prospects over the coming years. The report also includes a discussion of the key vendors operating in this market. Key vendors • Amy's Kitchen • Conagra Brands • McCain Foods • Tyson Foods Other prominent vendors • Ajinomoto Windsor • General Mills • Greencore • Kraft Heinz • Hormel Foods • Iceland Foods • Nomad Foods Europe • Nestlé • FINDUS • The Hain Celestial • The Schwan Food Company • 2 Sisters Food Market driver • Rising urbanization leading to demand for convenient food products. • For a full, detailed list, view our report Market challenge • Increase in consumer preference for fresh food. • For a full, detailed list, view our report Market trend • Rise in demand for gluten-free products. • For a full, detailed list, view our report Key questions answered in this report • What will the market size be in 2021 and what will the growth rate be? • What are the key market trends? • What is driving this market? • What are the challenges to market growth? • Who are the key vendors in this market space? • What are the market opportunities and threats faced by the key vendors? • What are the strengths and weaknesses of the key vendors? You can request one free hour of our analyst's time when you purchase this market report. Details are provided within the report. Methodology Read the full report: http://www.reportlinker.com/p04341699/Global-Frozen-Food-Packaging-Market.html About Reportlinker ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place. http://www.reportlinker.com __________________________ Contact Clare: clare@reportlinker.com US: (339)-368-6001 Intl: +1 339-368-6001 To view the original version on PR Newswire, visit:http://www.prnewswire.com/news-releases/global-frozen-food-market-2017-2021-300455589.html


News Article | May 9, 2017
Site: marketersmedia.com

— The report Opportunities in the Global Meat Sector market: Analysis of Opportunities Offered by High Growth Economies brings together multiple data sources to provide a comprehensive overview of the global Meat sector. Browse the 33 Tables, 16 Figures, 17 Companies and Spread across 161 Pages Report Available at http://www.reportsnreports.com/reports/958593-opportunities-in-the-global-meat-sector-analysis-of-opportunities-offered-by-high-growth-economies.html . Asia-Pacific represents the largest regional market, with a value share of 31% in the global Meat sector in 2016. The region is also forecast to record the fastest CAGR of 3.8% during 2016-2021. Improving worldwide economies and rising consumption of Meat from an expanding global population, will continue to be major drivers for the global Meat sector. Fresh Meat (Counter) represented the largest market with a value share of 41.3% in 2016. Global Meat sector as a percentage of the overall food industry will witness decline during 2011-2021, despite growth in absolute terms. This trend is largely attributed to health and environmental reasons, which are expected to shift consumer preference towards more healthy but inexpensive poultry meat and plant-based diets. Additionally, challenging economic conditions in regions, such as Latin America and Middle East & Africa will force consumers to look for value offerings and cheaper cuts of Meat. Place Order to This Report at http://www.reportsnreports.com/purchase.aspx?name=958593 Hypermarkets & Supermarkets is the leading distribution channel for the global Meat sector, with a value share of 62.1% in 2016, followed by Food & Drinks Specialists with 28% share. The dominating share of Hypermarkets & Supermarkets across the regions can be attributed to the developed organized retail market in major countries, where most of the consumers prefer to buy packaged and fresh meat products from Hypermarkets & Supermarkets. It includes analysis on the following - Sector overview: Provides an overview of current sector scenario regarding the future outlook in terms of ingredients, product claims, labeling, and packaging. The analysis also covers regional overview across six regions Asia-Pacific, Middle East & Africa, North America, Latin America, Western Europe, and Eastern Europe highlighting sector size, growth drivers, latest developments, and future inhibitors for the region. Change in consumption: Provides a shift in the consumption of Meat as compared to other major sectors such as Prepared Meals, Savory Snacks, Bakery & Cereals, and Dairy Foods during 2011-2021 at global and regional level. High potential countries: Provides Risk-Reward analysis of 50 countries across six regions based on market assessment, economic development, socio-demographic, governance indicators, and technological infrastructure. Out of 50, a total of 10 high potential countries are shortlisted. Country and regional analysis: Provides deep-dive analysis of 10 high potential countries covering value growth during 2016-2021, key challenges, consumer demographics, and key trends. It also includes regional analysis covering new product launches in the primary countries and future outlook for the region. Health & Wellness analysis: Provides insights on the Health & Wellness products in terms of value and percentage share in the overall Meat sector at global and regional level during 2011-2021. The analysis includes key Health & Wellness attributes and consumer benefits driving the sales of Meat products across the six regions in 2016. It also covers the market share of leading companies offering Meat products with health and wellness attributes in the same year. Competitive landscape: Provides an overview of leading brands at global and regional level, besides analyzing the product profile, country level presence, market share, and growth of private labels in each region. Key distribution channels: Provides analysis on the leading distribution channels in the global Meat sector in 2016. It covers four distribution channels: Hypermarkets & Supermarkets, Convenience Stores, Food & Drinks Specialists, and Others, which includes Cash & Carries and Warehouse Clubs, Dollar Stores, Department Stores, e-Retailers, and General retailers. Companies mentioned in this Meat market report: Henan Shuanghui Investment and Development Company, WH Group Ltd., Hormel Foods Corporation, Butterball, Brasil Foods, Itoham Foods Inc., by Inner Mongolia Prairie Xingfa Food Co., Ltd, NH Foods Ltd., Duox, Faragalla Group, Aytab, Al-Watania Poultry, Tyson Foods, Inc., Seara Group, Aurora Alimentos Ltda., JBS S.A., Yasar Holding. About Us: ReportsnReports.com is your single source for all market research needs. Our database includes 500,000+ market research reports from over 95 leading global publishers & in-depth market research studies of over 5000 micro markets. With comprehensive information about the publishers and the industries for which they publish market research reports, we help you in your purchase decision by mapping your information needs with our huge collection of reports. For more information, please visit http://www.reportsnreports.com/reports/958593-opportunities-in-the-global-meat-sector-analysis-of-opportunities-offered-by-high-growth-economies.html


News Article | May 1, 2017
Site: www.fooddive.com

The CR Magazine Corporate Citizenship database uses 260 data elements among seven categories to create its much anticipated list. Consumers take companies that present themselves as good corporate citizens and environmentally friendly seriously, so getting on the list is a big deal. A recent Nielsen global online study showed that millennials are willing to pay more for sustainable offerings and appreciate companies that concern themselves with being good stewards of the environment. The report also showed that 75% of consumers are not as concerned about price if something falls into the category. The two food companies in the top 10 have worked hard to bolster their corporate citizenship credentials. Over the last five years, Campbell has massively reduced its energy use and pollutant emissions. By 2020, the company wants to cut the environmental footprint of its product portfolio in half. In 2015, the company added renewable energy in two plants, recycled 84% of its waste, eliminated 316,000 pounds of packaging raw materials, and reduced water and emissions.​ Hormel Foods has continued to make strides in environmental impact reductions, animal welfare, health and wellness and philanthropy. Corporate responsibility is becoming more important to consumers, who tend to do their research about companies and support the ones with favorable policies. Nowadays, new policies in sustainability, sourcing or improved working conditions tend to help the environment, a company's employees and its bottom line.


News Article | May 1, 2017
Site: www.fooddive.com

The CR Magazine Corporate Citizenship database uses 260 data elements among seven categories to create its much anticipated list. Consumers take companies that present themselves as good corporate citizens and environmentally friendly seriously, so getting on the list is a big deal. A recent Nielsen global online study showed that millennials are willing to pay more for sustainable offerings and appreciate companies that concern themselves with being good stewards of the environment. The report also showed that 75% of consumers are not as concerned about price if something falls into the category. The two food companies in the top 10 have worked hard to bolster their corporate citizenship credentials. Over the last five years, Campbell has massively reduced its energy use and pollutant emissions. By 2020, the company wants to cut the environmental footprint of its product portfolio in half. In 2015, the company added renewable energy in two plants, recycled 84% of its waste, eliminated 316,000 pounds of packaging raw materials, and reduced water and emissions.​ Hormel Foods has continued to make strides in environmental impact reductions, animal welfare, health and wellness and philanthropy. Corporate responsibility is becoming more important to consumers, who tend to do their research about companies and support the ones with favorable policies. Nowadays, new policies in sustainability, sourcing or improved working conditions tend to help the environment, a company's employees and its bottom line.


It’s long been considered smart business practice to surround one’s self with people who make them look good. Many food and beverage manufacturers are applying this philosophy to their portfolios by aligning themselves with brands that appeal to today’s health-conscious consumer. These better-for-you companies benefit from strong “health halos,” or consumer perception that they are more authentic and nutritious than other companies. Many legacy brands are angling to capture some of that halo for themselves, sparking a wave of natural and organic brand acquisitions by industry power players. Dr Pepper Snapple recently acquired enhanced water manufacturer Bai Brands. In 2015, Hormel Foods bought Applegate Farms, a leader in natural and organic meats,  and General Mills picked up Annie’s Homegrown the year before that. Chris Konyk, business consultant at Salient Management Company, believes that it’s pivotal for major food and beverage brands to change their image because many consumers associate these companies with unhealthy, sugary products. “These companies finally got the message that people are looking to improve their health and are monitoring what they purchase for their families and eat or drink daily. They need an image makeover,” he told Food Dive. “The key will be how quick these manufactures can react and reposition themselves. The quickest way to realign to consumers and change their image is build their portfolio with items the consumers are seeking.” Christina Papale, vice president of strategy and director of innovation for branding agency CBX, said the “better-for-you” trend has grown, both in interpretation and cultural demand. “What was once considered a small pillar of a conventional portfolio is now a mass-culture table stake with consumers willing to pay more for options with cleaner ingredients and higher health benefits,” she told Food Dive. “The key is preemptively identifying cultural trends, scooping them up early on, then leveraging their core consumer base to further build and expand on the brands.” As consumer demand for healthier products increases, better-for-you brands are becoming more attractive to major food and beverage manufacturers as acquisition targets. “Consumers are changing the way that they eat, trading unhealthy items like sugary beverages and fast food for water and whole foods. Additionally, they are looking for healthier versions of the packaged foods they love (e.g., pretzels and cookies), like those containing whole grains or added nutrients,” Beth Vallen, associate professor of marketing and business law at Villanova School of Business, told Food Dive. “And it’s not only demand that is driving the trend, it’s the fact that people are willing to pay more for these foods that is driving the acquisition of these brands.” Vallen said that adding a better-for-you brand to a portfolio can create a halo effect for other, less healthy brands by association. Marie Chan, a partner at brand consulting firm Vivaldi, said that when companies acquire better-for-you brands, it’s important that they carefully consider what the acquisition will do. “With portfolio strategy, the BFY brand should have a clear role — meeting a different need-state, catering to a different consumer, offering different functional features/benefits, playing in a new daypart and/or new channel — to minimize cannibalization and brand overlap,” she told Food Dive by email. “Brand architecture is equally important. You must give consideration as to how much or how little emphasis will be placed on the corporate brand.” Developing a brand, as a rule, may take a large company one to two years to get a product off the ground. With this timeframe, the manufacturer could already be beaten by a smaller, more nimble competitor. “Acquisitions are the quickest and easiest way to cut that time down,” Konyk said. “A company’s success is their speed to market. Some companies that seem to have the speed and dexterity to beat out competition are Preferred Popcorn with K & W Popcorn acquisition, Danone acquiring WhiteWave, and Kashi with Pure of Holland.” Mondelez also acquired a brand with a health halo when it purchased allergen-free manufacturer Enjoy Life Foods in 2015. The hope was that it could help the company attract new consumers to its products. General Mills drove an early entry strategy by acquiring small natural brands. It started in 1999, acquiring Small Planet Foods and bringing brands like organic produce pioneer Cascadian Farms into its fold. Chan said that PepsiCo has also done a great job at diversifying its portfolio with better-for-you brands. She said the soda and snacking giant used its acquisitions to recognize that many consumers have different needs, tastes and wants. “You may want to start your day with a healthy breakfast from Quaker, but re-energize in the afternoon with Mountain Dew. Either way, PepsiCo has the products to fit your life,” she said. “What makes PepsiCo successful is that it’s segmented its portfolio into Fun for You, Good for You and Better for You, so that brands have a clear role to play in the portfolio and are afforded the right focus and resources.” Filiberto Amati, a partner at branding firm Amati & Associates, said that when a conventional food or beverage producer buys a better-for-you brand, it usually is hoping to tap into a profitable niche where it would typically have no credibility to operate. “Normally, they keep the brands separated, albeit they leverage their distribution muscle and product supply efficiency as catalysts for growth of the acquired brand,” he told Food Dive. “This may not do anything for the image, but it certainly does a lot for the pockets.” In many better-for-you acquisitions, Chan said, there is little to be gained from telling consumers about the acquisition upfront — like a label on products indicating animal welfare standard bearer Niman Ranch is a part of Perdue, or that organic and mission-based Annie’s is now a part of General Mills. In both cases, however, consumers benefit from greater distribution access and new products as a result of joining a much larger company. By partnering with deep-pocketed corporations, smaller brands can expand the regions they serve, the lines they offer and the number of retailers that carry their products. They also get some big money behind them, which can help with marketing and any unforeseen challenges that arise. Still, this strategy doesn’t come without consequences. While the appeal of having deeper pockets and a larger reach could be mouthwatering to a startup or small brand, once a deal goes through, the better-for-you brand could suffer if the parent company treats it like the other brands in its portfolio. “It could lose its street credibility and put off customers by following traditional promotional routes,” Amati said. “However, if a brand stays true to itself, then the acquired brand image is immune to the effects of being associated with a larger manufacturer. Kellogg's acquisition of organic cereal company, Kashi, did not give the company the exposure it wanted and led to a 35% market share loss to newer upstarts. Analysts say many consumers supported these better-for-you brands in the first place because they weren’t large food companies. These smaller companies offered products that placed values above profit. If these brands jump aboard with multinational megacompanies and private equity, devotees could view their favorite brands as compromising those values. “Many of these brands started out as small, independent brands, and consumers may be skeptical that quality, ingredients and overall product healthfulness will remain after an acquisition of this type,” Vallen said. “This is especially true if the acquiring company is not known for healthy food brands.” Papale noted the impact depends on the type of acquisition and how the cultures of both companies mesh together. While some companies keep the brands and business intact, running as-is with existing leadership and changes that are “invisible” to its employees or day-to-day operations, others are executed more publicly with massive implications from the top down. “However way these acquisitions are played out, it becomes clear pretty quickly who the new sheriff is and how that’ll affect staff rationalization, brand spend, product changes etc.,” she said. “As such, it is imperative that companies are as transparent as possible when it comes to their actions, motives and goals moving forward with all brands.” Konyk has seen large companies acquire smaller ones and destroy any value the new company would have provided. Additionally, over the years, he’s witnessed acquisitions of a smaller company and never heard, saw or read anything of the larger brand they represented. Orangina, a popular European brand made with a juice blend and lightly carbonated water was purchased by Dr Pepper Snapple in 2006. Once part of the larger company's portfolio, it became obscure and less popular in the U.S. Odwalla, a smoothie brand, also lost most of its traction with consumers once rolled into Coca-Cola’s product line. Sabra, makers of hummus spreads, is jointly owned by PepsiCo., and Israeli company Strauss. Eugenio Perrier, Sabra’s chief marketing officer, said he didn’t feel that PepsiCo interferes in Sabra’s operations at all. He also didn’t think the association with Pepsi reflected badly on Sabra — although understands that his brand helps Pepsi add more better-for-you products to its portfolio. “It has definitely given them [PepsiCo] openness to another part of the store—the perimeter of the store with our fresh offerings,” he told Food Dive. “We got with Pepsi the support of a company that was willing to advance growth. It’s a company that is in a good position to help us with distribution and management support.” An acquiring company needs to assess its objectives when deciding how to get the word out about a new BFY brand, Vallen said. If the objective is to grow sales of the acquired brand, care should be taken to ensure that association with the parent company does not erode consumer trust or perceptions of product healthfulness. Some manufacturers will issue a press announcement while others will keep it quiet. Papale said this can be a sensitive decision. Regardless of the action the larger manufacturer decides to take, consumers can still see it negatively. “No matter what is done, it’s important to try to communicate as authentically and truthfully as possible about the acquisition,” she said. “Packaging is a unique way for brands to signify the new merger, helping to tell a new story both to retailers and consumers. With new ownership often comes distribution, so creating some excitement in a tangible way the consumer will interact with is a good option.” In a perfect world, an acquisition helps both parties, Amati said. Ben & Jerry became truly global after the ice cream brand’s acquisition by Unilever, allowing the company to share its message on a larger scale. “Ideally, the acquisition is a win-win situation for all, allowing for wider distribution, the ability to leverage brand equity on both sides and an overall increase in consumer awareness,” he said. The "A Balancing Act" series is brought to you by BMO Harris Bank, a leader in commercial banking. To learn more about their Food & Beverage expertise, visit their website here. BMO Harris Bank has no influence over Food Dive's coverage.


An extended shelf life sandwich and a method of forming the sandwich is provided. The method includes processing meat to be used in the sandwich. The processing includes: applying a humectant to a meat; acidulating the meat; drying the meat until a water activity of no less than 0.85 is achieved. The process is completed by wrapping the processed meat into a bread-type product.


Patent
Hormel Foods | Date: 2013-03-12

A fire searing process for meat comprises cooking meat in an oven and then at least crust-freezing the meat in a freezer. The oven has a temperature of at least 1500 F., and the meat is cooked in the oven for approximately 10 seconds to 3 minutes. The meat is cooked to a depth of approximately 0.25 to 25% of the meat extending into an inner surface of the meat from an outer surface of the meat to form a crust-like portion proximate the outer surface of the meat. The meat is then at least crust-frozen in a freezer having a temperature of approximately 35 to 0 F. for approximately 1 to 6 minutes. The freezer prevents the meat from being further cooked to preserve the crust-like portion proximate the outer surface of the meat.


Patent
Hormel Foods | Date: 2012-10-26

A sanitizer assembly for foot wear is provided that includes a base platform, a plurality of nozzles and an activation pump. The base platform includes a grate upon which footwear can be placed. The plurality of nozzles are positioned under the grate. The nozzles are configured and arranged to dispense a fine mist of alcohol-based sanitizer on the footwear. The activation pump is in fluid communication with the plurality of nozzles. The activation pump is further in fluid communication with a supply of alcohol-based sanitizer. In addition, the activation pump is configured and arranged to pump the alcohol-based sanitizer to the nozzles.


A method for coating a food product comprises placing a food product including fat and moisture in a vacuum mixer, applying low temperature heat to the food product to create a heated food product, the low temperature heat being below a melting point of the fat in the food product, applying vacuum to the heated food product, adding a first flavoring to the vacuum mixer, and applying vacuum to the heated food product and the first flavoring to create a first coated food product.


Patent
Hormel Foods | Date: 2014-05-28

A method for smoking meat comprises applying a dry smoke powder to an exterior surface of a meat to create a treated meat, inserting the treated meat into a cooking bag, sealing the cooking bag to create a bagged meat, and cooking the bagged meat with steam to a desired internal temperature of the meat.

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