In 2014, the founder and chief executive officer of Beyond Meat, Ethan Brown, reflected on the question that had led him to start the company: "How difficult can it be to change what you eat for dinner?" The small start up based in Los Angeles, California, had faced considerable challenges in changing customer perceptions and attitudes since it was founded in 2009. Its intention was to address both health and environmental problems related to meat consumption by creating plant-based meat. The company had successfully developed plant-based meats that were similar in taste, texture, and composition to regular animal meat. However, Beyond Meat needed to change customer perceptions and behaviours to persuade US consumers to switch from animal- to plant-based protein. What strategies could Beyond Meat use to market its disruptive innovation and become a game changer in the meat industry? Should the company invest in aggressive research and development to make its product taste and feel more like real meat, or should it focus on marketing the product based on its nutritional, health, and environmental benefits? Should it target vegetarians or meat eaters, and what demographic changes should it consider? Chris Laszlo is affiliated with Case Western Reserve University - Fowler Center. Katherine Gullett is affiliated with Case Western Reserve University.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W19734

発行日：2020/2/28

登録日：2020/10/19