Herbs Audit

Part
01
of thirteen
Part
01

Gourmet Garden

Column C, rows 3-7 of the attached spreadsheet have been completed with the requested information. A competitive advantage for Gourmet Garden is its use of patented technology to extend the shelf life of its herbs. One strength for the company is that it owns a herb preparation facility in Palmwoods that uses patented processes to prep herbs within 18 hours after harvesting. A weakness for Gourmet Garden is that some of its products are highly-priced, making customers feel like they are being ripped off.

Value Proposition

  • The value proposition for Gourmet Garden is in offering "herbs that stay fresh for weeks with no waste, so one can have a herb garden ready when they need it every day."

Competitive Advantage

  • One competitive advantage for Gourmet Garden is the use of patented technology, including Eva Fresh to prolong the "shelf life of fresh herbs, through refrigeration, without heating, or cooking them."
  • The company also partners with trusted suppliers to use only non-GMO ingredients in formulating and processing products.
  • Gourmet Garden works with dedicated farmers to sustainably and organically grow herbs, using optimum conditions discovered through years of research. This includes the growing of herb varieties with the best flavor and oils, using GPS systems to sow and water herbs, and the use of optimal growing and harvesting times.

Strengths

  • Gourmet Garden owns temperature-controlled vehicles that deliver harvested herbs to its processing facility within 8 hours of leaving farms.
  • The company also operates a herb preparation facility in Palmwoods that is accredited by independent quality auditing agencies. The facility uses patented processes to wash, chop, and prepare herbs within 18 hours after harvesting, preserving the natural essential oils in the herbs, and maximizing their fresh flavor and aroma.
  • Gourmet Garden has an excellent distribution network of dedicated distributors, merchandisers, and supermarket partners who coordinate to ensure that customers receive quality herbs and spices, no matter the season.

Weaknesses

  • According to product reviews, Gourmet Garden products are often out of stock, inconveniencing customers. Also, the prices for Gourmet Garden products are high, and some customers thought that the quantity was small for the price charged. Some customers felt that they were being ripped off and that it was cheaper to grow their own.


Part
02
of thirteen
Part
02

That's Tasty

That's Tasty is the main brand of Shenandoah Growers. More details on the request has been entered on this attached spreadsheet. Below are the helpful findings and methodology on the topic.

Value Proposition

  • Shenandoah Growers value proposition is growing and bringing the best ingredients and flavors to consumers who love to cook and those who aspire to learn.

Competitive Advantage

  • Shenandoah Growers uses technology to control indoor environments to grow its products. In the United States, it's the only large scale USDA Certified Organic soil-based growing company. It employs high-level science and technological innovation to make sure its consumers get the best products at an affordable price throughout the year.
  • Shenandoah Growers is the leading grower and marketer of certified organic fresh herbs for retail in the United States. It has 12 locations across the country where it grows its products, which are supplied to over 23,000 stores daily.

Strengths

  • The products supplied to various stores across the country are fresh, USDA organic, and farmed in a sustainable way. Also, they are tasty and come in various types to choose from according to Social Nature review platform.
  • In 2018, Shenandoah Growers received the Best Overall Product Promotion award from the Produce Manufacturing Association (PMA). The company won because it had the best online listings, in-booth promotional efforts, and on-site displays.

Weaknesses

  • The biggest challenge Shenandoah Growers is facing is the variability in weather and field growing. Since the company's brand (That's Tasty) need to be supplied to retail stores each day throughout the year, the company needs to shift around to various growing regions and fields due to variability in weather. This makes the production costs of the company to increase because it has to rely on indoor production only if it wants to meet the market demand.

Research Strategy

We began our search by going through the That's Tasty official website. Here, we expected to find some relevant information, such as competitive advantage and strengths. However, there is little information on the website.

Next, we went through review platforms such as Social Nature, hoping to find why consumers love or dislike That's Tasty brands to help us compile the competitive advantage, weaknesses, and strengths of the company. From these sources, we were able to find that That's Tasty products are fresh and tasty. Furthermore, we explored the social media accounts of That's Tasty in order to find how it markets itself but most of the posts on the company's social media platforms relate to recipes.

Finally, we expanded our search to news articles and reports. We went through sources such as Supply Chain Digital, Chief Executive Net, PR News Wire, which revealed that the That's Tasty brand is owned by Shenandoah Growers, the leading grower and marketer of certified organic fresh herbs for retail in the United States. Therefore, we went through the Shenandoah Growers website hoping to find the marketing strategies it uses to market That's Tasty brand or the challenges it faces when it comes to this brand. After going through the company's website, we realize that That's Tasty is the main and only brand of the company. Hence, the competitive advantage, strengths, and weaknesses of the company directly affect the That's Tasty brand. Further, we went through third-party websites, such as PR News Wire and Chief Executive Net, looking for Shenandoah Growers' competitive advantage, strengths, and weaknesses to help us triangulate the information and answer the research questions. With this strategy, we were able to find some helpful insights.

Part
03
of thirteen
Part
03

Litehouse

An important competitive advantage Litehouse has over competitors is its yearly multi-million-dollar investment in R&D, which it considers to be mission-critical for supporting current customers and cultivating new sales. It currently has over 138 products and launches six to eight new products every month. Details are available below, as well as in column E, rows 3-7 of the attached spreadsheet.

Value Proposition

Competitive Advantage

  • An important point of market differentiation Litehouse has against competitors is its yearly multi-million-dollar investment in R&D, which it considers to be mission-critical for supporting current customers and cultivating new sales.
  • On average, its R&D budget grows by double-digits each year to finance its ever-expanding product range, which currently includes over 138 retail salad dressings, apple cider, dips, cheeses, and herbs, as well as organic and non-GMO products.
  • On average, the company's R&D department launches six to eight new products every month, meant mostly for private-label customers.
  • Apart from its Instantly Fresh freeze-dried herbs, which it co-manufactures with a European freeze-dryer, Litehouse manufactures all of its products in-house through its five production facilities.
  • With six retail organic pourable salad dressings, Litehouse's "Organic line is the only triple-certified dressing on the market, displaying USDA Organic, Certified Gluten-Free and Non-GMO Project Verified labels."

Strengths

  • The company has grown through over 50 years in the business.
  • Being 100% employee-owned, its employees have a sense of pride in its products and relationships with customers, serving as motivation for success.
  • Litehouse is the #1 Refrigerated Salad Dressing (RSD) brand in the entire US and Canada, having an estimated revenue of $274.2 million and about 1,100 employees.
  • The company's executive team has more than 163 years of combined experience relevant to the business.
  • Based on 174 opinions, the company has a rating of 4.7 out of 5 on Facebook. Its Facebook page has 537,185 likes and 531,101 followers.
  • Litehouse is active on Facebook, where it interacts with several customers who comment on its numerous posts. Comments from customers are mostly positive, with a majority of them expressing delight in the company's products.
  • On Twitter, it has over 17,600 followers.

Weaknesses

  • On Glassdoor, several employees have complained about being overworked, working overtime, with lots of weekends.
  • One customer complained about her inability as someone with aging eyes to read their expiration dates, as it was written with "yellow ink on a dark blue lid."
  • Also, some of its products can be tricky to find at grocery stores. A customer complained that their freeze-dried herbs are only available on Amazon, where it is too pricy.
Part
04
of thirteen
Part
04

Just Add

Just Add touts its puree and blends made from fresh herbs as delivering time savings and freshness to consumers. Its innovation, recognized by the Casual Dining Awards, has been instrumental in attracting leading European retailers to stock its products. Unfortunately, non-herb ingredients in its blends and purees have drawn customer criticism. We presented the research insights in the attached spreadsheet column F and in rows 3 to 7.

VALUE PROPOSITION

  • The value proposition of Just Add is in offering "Purees and blends, still fresh JUST faster and easier It’s the real thing without any chopping!"

COMPETITIVE ADVANTAGE

STRENGTHS

WEAKNESSES

  • Just Add has received some negativity when it comes to its unique flavors. Its garlic puree and ginger puree have received flak for their salt and sugar ingredients that alter the puree taste for the worse.
  • Moreover, the chili puree flavor is too bland for consumers. The poor mix of flavors in its ingredients puts off customers which is a concern considering it is an emerging company.
Part
05
of thirteen
Part
05

Spiceworld

Spice World’s competitive advantage revolves around its high-quality garlic products that come from the fertile land of San Joaquin Valley, California. The company has a sustainable and healthy way of producing its products. Its eco-friendly efforts had helped it to produce less waste and healthier produce. Attached is the spreadsheet.

Spice World Inc

Overview

Competitive Advantage

Strengths

  • Spice World takes pride in its sustainability efforts, which help the company produce high-quality and healthy products.
  • The company has saved in costs and has lessened its wastefulness due to its sustainable efforts.
  • Spice World Inc., also takes pride in its extensive distribution network that helps deliver fresh products to its consumers at a faster rate.

Weaknesses

  • Spice World suffers from inadequate quality assurance and unreliable packaging.
  • Consumers reported that some of the garlic they purchased was moldy and looked old.
  • Some consumers also reported that the packaging of the company’s garlic jar products tend to be unreliable as it is sometimes hard to open. In some situations, consumers said that the jar would not close, which led to spoilage and unwanted garlic smell.

Research Strategy

The research team started the company analysis of Spice World Inc. by visiting the company’s website. We looked into various parts of the site, such as products, the about us page, and others. We were able to determine the value proposition of the company as well as its strengths and competitive advantages. The team corroborated these findings from produce industry news such as Andnowuknow.com and The Produce News.

When it comes to the weaknesses of the company, the team first looked into produce industry news sites such as The Packer, The Produce News, and Andnowuknow.com regarding the problems the company might be experiencing. However, after an extensive search, the team was not able to find any related sources regarding problems and weaknesses regarding the company. The recent sources we found were about the Southeast Produce Council Southern Exposure Conference and Spice World’s partnership with an investment firm. Due to the lack of information from this approach, we then decided to shift our approach by looking into employee’s experiences in the company.

The team looked into reviews regarding the company in places like Glass Door, Indeed, and others. We hypothesized that by looking into reviews about the company, we might be able to find some of the company’s weaknesses as stated by their employees. However, we were unable to find comprehensive information due to lack of reviews. The team also decided to look into consumer reviews of the product to see whether the company’s products are servicing the consumers well. We found negative reviews from Amazon regarding the appearance and quality of some of the garlic products from the company. The team decided to look for other reviews to corroborate the stated reviews from Amazon, and we found that other consumers were experiencing the same problems when it comes to the quality of the company’s products. Upon further analysis, the team concluded that the company’s weaknesses include inadequate quality assurance and unreliable packaging.
Part
06
of thirteen
Part
06

Goodness Gardens

Goodness Gardens is a product supplier of fresh flavorful herbs with a wide distribution network. Its customers are attracted by its fresh produce and enhanced customer experience. Unfortunately, Goodness Gardens has faced customer backlash from its low value that does not match its premium prices. All the information has been included in column H, rows 3 to 7 in the attached spreadsheet.

VALUE PROPOSITION

COMPETITIVE ADVANTAGE

STRENGTHS

  • Ultimately, the fresh herbs that Goodness Gardens supplies to its customers have grown its customer appreciation. Importantly, its fresh herbs are derived from local farms that significantly improves the brand profile. The local advantage allows Goodness Garden the opportunity to provide customers with a detailed history on the source, transport, and packaging of products that promotes its sustainability and quality advantages.

WEAKNESSES

  • Goodness Gardens' products are premium priced. Its expensive prices are considered to be a rip-off by some of its consumers. Customers are concerned that its products value and quality do not match up with the premium pricing.
  • Goodness Gardens is beleaguered with food quality challenges resulting in product recalls. In 2011 and 2017, Goodness Garden had a national recall of its chives product as a result of listeria bacteria contamination. In 2011, Goodness Gardens faced a class-action lawsuit from possible poising due to bacterial contamination.
Part
07
of thirteen
Part
07

Dorot Gardens

Dorot Garden's value proposition, competitive advantage, strengths, and weaknesses have been populated in column I rows 3-7 of the attached spreadsheet. The company provides fresh herbs and garlic in pre-portioned packaging, making meal preparation easy and quick by eliminating "chopping and measuring during meal preparations." A detailed report is presented in the attached spreadsheet in column I rows 3-7.

Competitive Advantage

  • Dorot Gardens produces its own herbs, onions, and garlic, which are harvested and packaged onsite, thus affording the company more control on product quality.
  • The company has an unmatched and innovative approach where it markets pre-portioned fresh produce meaning the customer won't need to measure or chop the herbs when preparing a meal.
  • The company sells products from its processing plant, and customers can access them through 24 different stores throughout the US. First-time customers of Dorot Gardens receive a discount on purchases, and it regularly offers special offers to customers.

Strengths

  • The company has over 3,500 acres of land where garlic, onions, and herbs are grown. Its processing plant is high-tech and fully automated using cutting-edge machinery. This gives Dorot Garden's production line the capacity to produce up to 4,000 trays of fresh packaged produce per hour.
  • Owing to its innovative culture, Dorot Gardens has invested in the expansion of its facilities to increase production capacity and meet the rising demand. The company has an R&D department that explores new products and approaches to ensure continuous growth.

Weaknesses

  • Dorot Gardens' products can be out of stock at times as reported by customers on the company's Facebook page, and the cited products are basil, garlic cubes. Some customers are raising issues about the packaging, and they think it is harder to "pop the garlic cubes." Other customer concerns are about the covering slipping off.
  • There are negative reviews on social media regarding issues of quality assurance. These revolve around the products being grown with chemicals, and in an extreme case, foreign objects like staples were found in the company's produce.

Research Strategy

To provide the value proposition, competitive advantage, strengths, and weaknesses of Dorot Gardens, we consulted the web for publications, press releases, and reports mentioning the company. We also scanned Dorot Gardens' website and social media profiles for information that would address the questions. Our research was successful, and we managed to provide the requested information.


Part
08
of thirteen
Part
08

Simply Beyond

Simply Beyond's value proposition, competitive advantage, strengths, and weaknesses have been populated in column J rows 3-7 of the attached spreadsheet. The company provides high-quality spray-on herbs that are certified by USDA and are free-from additives. The products are used by passionate cooks and families to prepare flavor-rich food round the year. A detailed report is presented in the attached spreadsheet in column J rows 3-7.

Value Proposition

Competitive Advantage

Strengths

Weaknesses

  • The company has low noise on social media with 1,454 followers on Facebook and 3,541 followers on Instagram.
  • Simply Beyond's spray-on herbs and spice contain only 18 servings per container.
  • The company offers products in limited categories of organic herbs, vinegar, and spices. Further, the company operates with only 32 SKU's, including variety packs.

Research Strategy

To provide the value proposition, competitive advantage, strengths, and weaknesses of Simply Beyond, we consulted the web for publications, press releases, and reports mentioning the company. We also scanned Simply Beyond's website and social media profiles for information that would address the questions. Our research was successful, and we managed to provide the requested information.

Part
09
of thirteen
Part
09

Insights and Trends - Herb Market

The trends in the herb market include natural products and ethnic cuisine.

Natural Product

Ethnic Cuisine

  • Ethnic cuisine is traditional food from ethnic groups. Usually, food from ethnic groups may contain uncommon herbs, such as chervil, lovage, and lemon balm.
  • According to the 2018 American Culinary Federation survey, herbs typically used in ethnic cuisine ranked no. 8 among the top 20 food trends in the US. The increasing preferences, diversity, and popularity of ethnic foods have resulted in increased demand for their herb ingredients.
  • Examples of popular herbs used in ethnic cuisine are pepper, ginger, and anise from Chinese cuisine, and cinnamon, cloves, and cardamom from Indian Curry.
  • McCormick and Kerry Group sell herbs for ethnic cuisine, such as curry powder.
Part
10
of thirteen
Part
10

Consumer Perceptions - Fresh Versus Frozen Versus Shelf Stable Foods

Consumer perceptions of fresh, frozen, and canned foods in the United States include the idea that fresh food is healthier than either frozen or canned foods, but it not as good of a value for the money spent. Additionally, fresh food is not nearly as convenient as frozen and canned foods.

Fresh Food is Almost Always Considered Healthy

  • In a study published in October 2019, 96.2% of respondents believed fresh vegetables were healthy and only 0.9% considered them unhealthy.
  • Overall, fresh vegetables were considered healthy by the highest percentage of people at 96.2%, but fresh fruit was close behind at 95.1%.
  • Fish, eggs, and chicken were considered healthy at percentages of 85.7%, 76.6%, and 75.7% respectively.
  • In a GlobalData study, 59% of consumers choose fresh food because they see it has higher quality than frozen or canned foods.
  • The IFIC Foundation noted that "even with nutritionally identical products, consumers are almost five times as likely to believe a fresh product is more healthful than canned and four times as likely to believe a fresh product is more healthful than frozen."

Frozen Food is Considered Less Healthy Than Fresh Food

  • In the October 2019 study, frozen vegetables were considered healthy by 66.0% of the participants.
  • Frozen fruits were considered healthy by 58.6% of the participants.
  • In the GlobalData study, just 19% said frozen food is of high quality compared with 59% who said fresh food is of high quality.

Canned Food is Considered Less Healthy Than Both Fresh and Frozen Food

  • Just 27.9% of participants in the October 2019 study considered canned vegetables healthy.
  • Canned fruit scored even lower, with just 15.7% of participants saying it was healthy.
  • Only 16% of respondents to the GlobalData study stated that canned foods were of high quality.
  • In an IFIC study, nearly 50% of respondents said that canned carrots were processed foods.

Canned Meats are Seen as Less Nutritious Than Fresh Meats

  • In a survey conducted by Freedonia Focus Reports, more than half the respondents stated that canned meat was not as nutritious as fresh meat.
  • A reason given for this perception is that canned foods lose much of their spice during the canning process and additional ingredients are added to make the product shelf stable.

Canned and Frozen Food are More Convenient than Fresh Food

  • In the GlobalData study, 48% of respondents said that canned foods were more convenient than fresh food, with just 10% saying fresh food was convenient.
  • Frozen food is also considered more convenient than fresh food, with 47% stating that frozen food is convenient.

Frozen Foods are Considered Good Value for the Money

  • The GlobalData study found that 33% of consumers say that frozen food is a good value for the money.
  • This is a higher percentage than the 28% who consider canned food and 16% who consider fresh food a good value for the money.
Part
11
of thirteen
Part
11

Product Placement - In Store

Insights provided regarding the placement of food products in a store are focused on the placement of the produce section, how eye-level products benefit, if placement efforts work for every consumer, how products in the checkout aisle benefit, and how wider displays sell more in a produce section.

Produce Section is Placed First

  • The produce section is placed first in the buyers' path to make them feel healthy. Once buyers have healthful options in their carts, such as fruits and vegetables, they might feel good about what they're buying.
  • If buyers already feel good about their first purchase, they're more likely to buy less healthful products throughout a store.

Eye-level Products Can Get Higher Sales

  • Companies pay big amounts of money to be placed at eye-level. For example, placing more nutritious products at eye level can boost these products' sales. According to experts, "looking up, looking down, bending over, or reaching" takes extra effort and can reduce the likelihood of conducting a purchase.
  • When marketing to children, placing food products at kids' eye-level "is a major marketing tactic used by manufacturers." These companies know that if children want a specific product, they are able to beg their parents enough to buy it.

What Works for One Buyer, Doesn't Work for Another Buyer

  • Because one buyer is persuaded to buy a product, doesn't mean it's going to work for another buyer. Companies must do research ahead of time to deliver their message to a specific person.
  • Before buying a spot in a store's shelves, it is recommended to study the section where the specific product would fall under as it regards to price point, packaging, and overall look.

Companies Pay Big Money for the Checkout Aisle

  • Companies that have their products in the checkout aisle pay large amounts of money for them to be there. This space is called "beachfront property" and is paid "by the inch."
  • This section is typically filled with ready-to-eat snacks, like candy bars and chips. Lately, some grocery stores are offering more healthful snack options here. According to studies, placing healthy food options near the checkout area increased sales on many of these items.

In Produce Sections, Wider Displays Sell More

  • "The wider the display the more the sales; the narrower the display the less the sales" is they in produce sections. For example, it is best to have fifteen cases on the display "deep and wide and spilling over," than one case of cantaloupes on the shelf.
  • With good consumer traffic, this means that one case could generate one or two cases sold per day, while 12 cases could generate 10-12 cases sold per day.


Part
12
of thirteen
Part
12

Shelf Placement Versus Refrigerated Placement

Five insights on how refrigeration affects the success of a product in a grocery store have been provided below. There is currently a demand for fresh products in the grocery store, and having products refrigerated leads consumers to perceive them as more fresh.

Insights

  • In recent years, there has been a shift for consumer to shop along the perimeter of the grocery store — avoiding the aisles in the middle all together. This is in an effort to focus on healthier items like bread, produce, meats, and fruit. Some packaged brands are now attempting to get their products placed in these perimeter areas even if their product would traditionally not fit there.
  • Slotting allowances, or the amount a brand must pay to have its product placed in supermarkets, are generally higher for refrigerated products than for shelf-stable products, due to the limited amount of refrigerated space in the store.
  • 46% of consumers wish there were more refrigerated and/or frozen items available at the checkout area of grocery stores.
  • Consumers increasingly consider freshness of products as a priority, and one way to increase the perception of freshness is by having the product refrigerated.
  • Consumers spend the highest portion of their food budget in the middle of the grocery store, however, with "25% of grocery shopping dollars are spent on processed foods and sweets."
Part
13
of thirteen
Part
13

Consumer Perceptions - Dried, Fresh, and Chilled Herbs

Among herb sales in the U.S., 80% of such are accounted for by a mere 10% of households in the U.S. The statistics we found about U.S. consumers' perceptions of and preferences for herbs revealed that a majority of people purchase fresh herbs, over one-third of Millennials grow their own herbs indoors, fresh herbs are becoming increasingly popular, and organic herbs plus herbs grown locally have been on the rise in terms of consumer demand. Additionally, we provided numerous statistics about consumers' preferences for and usage of specific types of herbs, which we found during our research.

Consumers' Perceptions of and Preferences for Fresh & Dried Herbs

  • In 2018, 52% of consumers bought fresh herbs.
  • Among dried herb sales in the U.S., oregano topped the list ($44 million), followed by parsley at $39 million and basil at $36 million.
  • Among Millennials, 37% grow their own herbs indoors.
  • Fresh herbs are becoming increasingly popular among American consumers, as there has been a 10-15% annual increase in sales of such from around 2002 through 2017 (the article was published in 2017, which is why the date range ended in 2017).
  • According to Rockhedge Herb Farm (based in New York), herbs that are grown locally experienced a 90% increase in demand between around 2012-2017 among its customers (the article was published in 2017, which is why the date range ended in 2017). Furthermore, organic herbs experienced a 10% increase in demand during that same time period among the company's customers.

Additional Findings About Consumers' Herb Preferences

  • A nationwide survey of 1,042 U.S. adults (referenced herein as "the survey") found that oregano is the most-well-liked herb, as about 62% like it very much and about 27% somewhat like it. Those percentages and the ones that follow from that survey are approximate percentages because the data graph doesn't state the exact percentages, but rather we estimated such by looking at data points referenced on the graph.
  • The survey found that basil was the second-most liked herb, as just over 60% of people said they like it very much and about 28% somewhat like it.
  • The survey results identified parsley as the third-most-liked herb among U.S. adults, as about 52% said they like it very much and about 30% somewhat like it.
  • Mint was the most-disliked herb, as about 20% of those surveyed said they don't like it.
  • About 44% of participants in the survey said they like cilantro very much, while about 25% said they somewhat like it.
  • Per the survey's findings, about 41% of people said they like thyme very much and about 37% said they somewhat like it.
  • The survey found that about 41% of those polled said they like rosemary very much, while about 36% said they somewhat like it.
  • About 37% of participants said they like sage very much and about 40% said they somewhat like it.
  • Per the survey's findings, about 32% of people said they like dill very much, while about 36% said they somewhat like it.
  • About 32% of participants said they like mint very much and about 36% said they somewhat like it.

Additional Findings About Consumers' Herb Usage

  • According to results from the previously mentioned nationwide survey of 1,042 U.S. adults ("the survey"), 42% of participants said they use oregano one or more times per week.
  • The survey found that 42% of people use basil one or more times per week.
  • Among participants in the survey, 38% use parsley one or more times per week
  • Per the survey, 35% of participants said they use cilantro one or more times per week.
  • Thyme is used by 48% of people surveyed one or more times per week
  • The survey found that 30% of participants use rosemary one or more times per week.
  • Sage is used one or more times per week by 24% of the people surveyed.
  • Among survey participants, 22% use dill one or more times per week.
  • Per the survey, 19% of participants said they use mint one or more times per week.

Research Strategy

We identified the above statistics by looking for articles and research studies about U.S. consumers' perceptions of and preferences for dried, fresh, or chilled herbs. We found that data in articles published by Produce Business and Penn Live. During our research, we also found many related insights about U.S. consumers' preferences for and uses of specific types of herbs. We included that data as additional findings, in order to provide as much information as we could about this topic. A key source of that additional data came from a comprehensive survey of U.S. adults with regard to their preferences for and usage of herbs. This research process and those sources provided us with a lot of directly applicable statistics about consumer perceptions of herbs.
Sources
Sources

From Part 01
Quotes
  • "Your herbs are delivered on temperature-controlled vehicles to our facility in Palmwoods on the Sunshine Coast of Australia within 8 hours of leaving the farm. From there, the herbs and spices are washed, chopped and prepped within 18 hours of harvesting though patented processes which are designed to lock in the natural essential oils to maximize the fresh flavor and aroma of the herbs."
Quotes
  • "Natural Ingredients - we require all suppliers to provide documentation demonstrating that they meet our non-GMO requirements."
Quotes
  • "... develop the ‘Eva Fresh’ technology which extends the shelf life of fresh herbs, without the need of cooking or heating."
From Part 02
Quotes
  • "Under the THAT'S TASTY® BRAND, Shenandoah Growers provides USDA organic, non-GMO, regionally grown, and sustainably farmed fresh culinary herbs. Launched in 2017, the THAT'S TASTY BRAND offers consumers ways to add Easy, Ridiculous Flavor™ to their everyday cooking by offering a full line of products including living organic herb plants, fresh cut herbs, lettuce microgreens and NEW THAT'S TASTY Organic Purees"
Quotes
  • "Under the That's Tasty brand, Shenandoah Growers has launched its line of Stir-In Purees, intended to help make it easy for people to choose healthier eating habits. The line offers consumers an easy solution to add bursts of flavor to their everyday cooking. The products use organic ingredients and include eight fresh flavors: garlic, ginger, spicy harissa, sun-dried tomato, Italian herbs, parsley, basil and dill. Each features the hero ingredient in its purest form, along with organic sunflower oil and organic olive oil. All of the products are fresh, USDA organic and sustainably farmed. Packaged in 2.8 ounce tubes, the purees have a shelf life of up to six months refrigerated after opening and retail for a suggested $4.99 each."
Quotes
  • "At this year's summit, SGI unveiled new promotional displays for its THAT'S TASTY brand (introduced earlier this year). The THAT'S TASTY brand comprises four product lines, including Living Organic Herbs, Organic Fresh-Cut Herbs, Organic Microgreens and a new line of Organic Stir-In Purees – coming out in January."
Quotes
  • "The biggest challenge is what drives the need for indoor production. Of course, the variability in weather and in field growing. "
From Part 08
Quotes
  • "Simply Beyond®flavors have been formulated and taste-tested to rival their fresh counterparts and surpass their dried substitutes. The family of certified organic spray-on products include: Spray-on Herbs®, Organic Fruit Vinegars, and Spray-on Spice®. "
  • "The herb and spice sprays maintain their pure, natural flavors by containing only concentrated essential oils and organic Non-GMO canola oil."
  • "he fruit vinegars are also made naturally, with Italian-crafted vinegar and organic pomegranate or cranberry juice. All the sprays are delivered via an innovative, two-year shelf-stable, non-aerosol system that protects the liquids from any air contact and flavor deterioration."
  • "By replacing costly, spoil able fresh herbs, complicated cooking techniques and measurements, and time-consuming prep work, Simply Beyond® gives an easy way to elevate and customise anyone’s plate, at any meal, any time of the year."
  • "Simply Beyond®provides a convenient solution for home cooks frustrated with varying budgets, culinary skills, and time constraints."
  • "Simply Beyond® products are available on their website, and at select supermarkets and independent stores."
From Part 09
Quotes
  • "North Americans are becoming increasingly aware of health, resulting in a shift in their attitude toward natural products, due to a powerful ‘green wave’ – a strong driving force for the herbs market, like basil, oregano, and parsley. "
Quotes
  • "However, as consumer awareness regarding organic and clean label products has witnessed an increase, food manufacturers have been forced to eliminate harmful synthetic ingredients from their products and incorporate natural variants."
  • "The growing clean label and organic trends are largely affecting various industries in the food and beverage sector. Manufacturers are using organic dried herbs in their formulations and products to cater to the preferences and demands of consumers. "
Quotes
  • "With Gourmet Organic, it’s about more than just being USDA-Organic certified and Non-GMO Project Verified. We watch over our pure herbs and spices for delicious organic flavor with every bite."
Quotes
  • "“Second, consumers are open to more sophisticated tastes with the growing popularity of ethnic foods and the growing diversity of the U.S. population. Third, people today are more concerned about healthy eating options; they want fresh, local ingredients. Fourth, the number and variety of fresh herbs have never been more accessible.”"
Quotes
  • "Convenience – As with so many other aspects of consumer behavior right now, the need for convenience (so important for many trends including the growth of Amazon) is a key factor in the spice business."