Nuwe resepte

Hierdie kitskosondernemings maak dit op Twitter dood

Hierdie kitskosondernemings maak dit op Twitter dood

Byna elke onderneming het deesdae 'n Twitter -teenwoordigheid, en as hulle dit nie doen nie, moet hulle dit doen. Dit is 'n uitstekende manier om 'n onderneming direk met sy gehoor te skakel, en om met honderdduisende Twitter -volgelinge te kan spog, bring ernstige spogregte (en waarskynlik kliënte) mee.

Dit lyk veral of kitskoskettings desperaat is om soveel moontlik Twitter -volgelinge te lok, en sommige was baie meer suksesvol as ander.

Hierdie kitskosondernemings maak dit op Twitter dood (skyfievertoning)

Daar is iets aan kitskosketens wat dit veral geskik maak vir die bou van 'n robuuste teenwoordigheid op sosiale media. Hulle is gretig om 'n reputasie te behou as 'deur die mense, vir die mense', en verkoop voedsel wat vir almal toeganklik is. Hulle wil ook voortdurend hul kliënte uitbrei en soveel mense as moontlik laat weet van nuwe produkte - en kontak met iemand op persoonlike vlak via Twitter is amper die beste advertensie wat hulle gaan kry.

Kitskosondernemings probeer allerhande verskillende taktieke om hul teenwoordigheid op sosiale media te versterk en om met hul volgelinge in gesprek te tree. Sommige pogings is meer suksesvol as ander. Byvoorbeeld, toe die sosiale media -span van McDonalds Twitter -volgelinge gevra het om inspirerende McDonald's -verhale met die hutsmerk te deel #McDStories, het dit vinnig 'n handboekoefening geword in die gevare van sosiale media, aangesien Twitter-gebruikers van die geleentheid gebruik gemaak het om nie so opbouende verhale te vertel nie, soos die een wat geplaas het: 'Eens toe ek klein was, speel ek in die McDonald's speelhuis en 'n geroeste spyker het my in my voet gesteek. #McDStories. ” Die ketting trek die hutsmerk na twee uur.

Terwyl elke onderneming sy foute maak, was die kitskoskettings in die algemeen baie versigtig - en baie slim - oor wat hulle op Twitter plaas. As 'n dom Tweet gestuur word, stel dit nie net die werk van die bestuurder van die sosiale media in gevaar nie, dit laat die hele onderneming sleg lyk. Lees dus verder om uit te vind watter kitskoskettings hierdie hele Twitter -ding reg doen.

#10 Chipotle: 576,000 volgelinge


Afgesien van a valse Twitter -hack verlede jaar bedryf Chipotle 'n baie stywe Twitter -skip en gebruik sy rekening om nuwe spyskaartitems soos Sofritas en films soos Boerdery en gevaarlik.

#9 Wendy's: 688,000 volgelinge


Wendy's was baie kreatief met die gebruik van Twitter en het die diens gebruik om volgelinge op te roep om liedjies by te dra wat dit byvoorbeeld kan help om die Pretzel Bacon Cheeseburger te bevorder. En om hul Pretzel Pub Chicken -toebroodjie te bevorder, het hulle 'n veldtog begin #PrezelLoveStories waarin akteurs aangestel is om diners se tweets oor die nuwe spyskaartitem in dom tonele in telenovela-styl op te haal.


Hoe die voedselbedryf smaakknoppies met 'sout suiker vet' manipuleer

Die hantering van Coke aan kliënte word 'swaar gebruikers' genoem. Verkoop aan tieners in 'n poging om hulle lewenslank te haak. Wetenskaplik aanpassingsverhoudings van sout, suiker en vet om die geluk van die verbruiker te optimaliseer.

In sy nuwe boek, Sout suiker vet: hoe die voedselreuse ons vasgekeer het, Bekroon met die Pulitzer-pryswenner, joernalis Michael Moss, die wêreld van verwerkte en verpakte voedsel.

Moss begin sy verhaal in 1999, toe 'n vise -president van Kraft 'n vergadering van topbestuurders van die grootste voedselondernemings in Amerika toegespreek het. Sy onderwerp: die groeiende kommer oor openbare gesondheid oor die vetsug -epidemie en die rol wat verpakte en verwerkte voedsel daarin speel. Michael Mudd het sy saak uitgespreek en by sy kollegas gesmeek om aandag te skenk aan die gesondheidskrisis en te oorweeg wat ondernemings kan doen om hulself aanspreeklik te hou.

Volgens Moss kom die eerste reaksie van die uitvoerende hoof van General Mills.

"[Hy] het opgestaan ​​en 'n paar baie kragtige punte uit sy perspektief gemaak," vertel Moss Vars lug Dave Davies, "en sy punte het dit ingesluit: ons by General Mills was nie net verantwoordelik vir verbruikers nie, maar ook vir aandeelhouers. eet daardie produkte.

"Uiteindelik is dit egter dat ons moet verseker dat ons produkte lekker smaak, want ons is ook verantwoordelik vir ons aandeelhouers. En daar is geen manier dat ons die gebruik van sout, suiker, vet kan begin formuleer as die eindresultaat is nie. Dit sal iets wees wat mense nie wil eet nie. ”

In Sout suiker vet, Moss verduidelik hoe hierdie drie bestanddele die sleutel geword het tot die sukses van verwerkte en verpakte voedsel - en hoe dit die landwye vetsugepidemie aanwakker.

Wetenskaplikes het wetenskaplikes aangewend om verbruikerselemente te ontleed en verhoudings van sout, suiker en vet aan te pas om die smaak te optimaliseer, en verbruikers het hul produkte op dieselfde manier as hul rokers aan nikotien gehaak.

Sedert die vergadering in 1999, toe bestuurders geweier het om 'n industriële standaard vir meer gesonde produkte op te stel, het sommige ondernemings, soos Kraft, die probleem eensydig aangepak en resepte verander om sout, suiker en vet te verminder. Moss se navorsing dui egter aan dat staatsregulering nodig is om industriële standaarde in die belang van openbare gesondheid te implementeer.

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times.

Tony Cenicola/The New York Times

'Ek was verbaas om te hoor van die voormalige uitvoerende hoof van Philip Morris, wat geen regeringsvriend is nie, geen vriend van die regering nie,' sê Moss, 'om dit vir my te sê:' Kyk, Michael, in die geval van die verwerkte voedselbedryf , waarna u kyk, is 'n totale onvermoë van hulle kant om gesamentlik te besluit om die regte ding deur verbruikers te doen op die gesondheidsprofiel van hul produkte. anders [as] om die maatskappye dekking te gee van die druk van Wall Street. ' "

Onderhoud Hoogtepunte

Oor die bemarkingsveldtog vir Frosted Mini-Wheats wat die graan "breinkos" genoem het

'Hulle het 'n paar wetenskaplike kennis gekry wat volgens hulle getoon het dat kinders wat Frosted Mini-Wheats vir ontbyt geëet het, tot amper 20 persent meer waaksaam sou wees in die klas, waarna die onderneming in beter grade vertaal het. kinders ... Jy kon amper sien hoe ouers probeer om die wiskunde te doen: 'Wel, jy weet, Johnny het 'n C+ op die toets gekry, en as ons dit met 20 persent styg, is hy in 'n A-minus-kategorie.' Die veldtog het 'n rukkie aangegaan totdat die FTC ingespring het en gesê het: 'Hey, wag 'n rukkie, ons kyk na u studie en dit wys eintlik niks naby die soort wins nie,' en nie net dit nie, maar hulle het nie eens na ander ontbyt gekyk om met die Frosted Mini-Wheats te vergelyk nie. "

Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'lojale aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'.

Oor Coke se bemarkingstrategie

"Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'getroue aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'. En Coke het 'n formule wat basies gesê het: '20 persent van die mense sal 80 persent van die produk gebruik.' En soos Coke dit gesien het, was dit die moeite werd om meer te fokus op die 20 persent wat 80 persent van die produk gebruik, as om meer verbruik deur die ander 80 persent te probeer genereer. soveel as 1 000 blikkies koeldrank per jaar, soms selfs meer. ”

Om tieners vas te trek aan handelsmerklojaliteit

'Die kliënte was kinders - tieners - wat vir die eerste keer op hul eie uitgegaan het met 'n bietjie verandering in 'n omgewing waar hulle die besluit kon neem oor wat hulle sou koop, en vir $ 1 of $ 2 kon hulle daar ingaan en kies 'n koeldrank of 'n peuselhappie en besluit tussen handelsmerke. En dit was van kritieke belang vir Coke, net soos vir ander maatskappye, want hierdie besluite vroeg, veral in die tienerjare, sal handelsmerklojaliteit ontwikkel. Dus 'n kind wat Pepsi kies by 13 of 14 jaar sal die handelsmerklojaliteit waarskynlik die res van hul lewe behou. ”

Oor die vooruitskouing van Philip Morris, eienaar van Kraft, met betrekking tot verwerkte voedsel

"Terwyl Philip Morris onder druk verkeer het vir nikotien en sigarette, het dit uiteindelik begin kyk na die voedselafdelings in die lig van die opkomende vetsugkrisis. En daar was oomblikke in hierdie interne dokumente waar amptenare van Philip Morris vir die voedselafdeling gesê het: 'Julle gaan 'n probleem ondervind met sout, suiker, vet in terme van vetsug van dieselfde omvang, indien nie meer as wat ons nou met nikotien ondervind nie. En u moet begin nadink oor hierdie kwessie en hoe jy gaan dit hanteer. ' "

By 'n besoek aan Kellogg

"Hulle het vir my spesiale weergawes van sommige van hul mees ikoniese produkte gemaak. Sonder sout daarin om my te wys hoekom hulle sukkel om terug te sny. En ek moet sê, dit was 'n goddelose ervaring ... begin met Cheez -Die, wat ek normaalweg die hele dag kon eet. Die Cheez-Its sonder sout het op my mond vasgesteek en ek kon skaars sluk. Toe beweeg ons na bevrore wafels wat na strooi geproe het. graan - ek dink dit was Corn Flakes - wat baie, metaalagtig gesmaak het.


Hoe die voedselbedryf smaakknoppies met 'sout suiker vet' manipuleer

Die hantering van Coke aan kliënte word 'swaar gebruikers' genoem. Verkoop aan tieners in 'n poging om hulle lewenslank te haak. Wetenskaplik aanpassingsverhoudings van sout, suiker en vet om die geluk van die verbruiker te optimaliseer.

In sy nuwe boek, Sout suiker vet: hoe die voedselreuse ons vasgekeer het, Bekroon met die Pulitzer-pryswenner, joernalis Michael Moss, die wêreld van verwerkte en verpakte voedsel.

Moss begin sy verhaal in 1999, toe 'n vise -president van Kraft 'n vergadering van topbestuurders van die grootste voedselondernemings in Amerika toegespreek het. Sy onderwerp: die groeiende kommer oor openbare gesondheid oor die vetsug -epidemie en die rol wat verpakte en verwerkte voedsel daarin speel. Michael Mudd het sy saak uitgespreek en by sy kollegas gesmeek om aandag te skenk aan die gesondheidskrisis en te oorweeg wat ondernemings kan doen om hulself aanspreeklik te hou.

Volgens Moss kom die eerste reaksie van die uitvoerende hoof van General Mills.

"[Hy] het opgestaan ​​en 'n paar baie kragtige punte uit sy perspektief gemaak," vertel Moss Vars lug Dave Davies, "en sy punte het dit ingesluit: ons by General Mills was nie net verantwoordelik vir verbruikers nie, maar ook vir aandeelhouers. eet daardie produkte.

"Uiteindelik is dit egter dat ons moet verseker dat ons produkte lekker smaak, want ons is ook verantwoordelik vir ons aandeelhouers. En daar is geen manier dat ons die gebruik van sout, suiker, vet kan begin formuleer as die eindresultaat is nie. Dit sal iets wees wat mense nie wil eet nie. ”

In Sout suiker vet, Moss verduidelik hoe hierdie drie bestanddele die sleutel geword het tot die sukses van verwerkte en verpakte voedsel - en hoe dit die landwye vetsugepidemie aanwakker.

Wetenskaplikes het wetenskaplikes aangewend om verbruikerselemente op dieselfde manier as die sigarettebedryf aan nikotien vas te trek.

Sedert die vergadering in 1999, toe bestuurders geweier het om 'n industriële standaard vir meer gesonde produkte op te stel, het sommige ondernemings, soos Kraft, die probleem eensydig aangepak en resepte verander om sout, suiker en vet te verminder. Moss se navorsing dui egter aan dat staatsregulering nodig is om industriële standaarde in die belang van openbare gesondheid te implementeer.

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times.

Tony Cenicola/The New York Times

'Ek was verbaas om te hoor van die voormalige uitvoerende hoof van Philip Morris, wat geen regeringsvriend is nie, geen vriend van die regering nie,' sê Moss, 'om dit vir my te sê:' Kyk, Michael, in die geval van die verwerkte voedselbedryf , waarna u kyk, is 'n totale onvermoë van hulle kant om gesamentlik te besluit om die regte ding deur verbruikers te doen op die gesondheidsprofiel van hul produkte. anders [as] om die maatskappye dekking te gee van die druk van Wall Street. ' "

Onderhoud Hoogtepunte

Oor die bemarkingsveldtog vir Frosted Mini-Wheats wat die graan "breinkos" genoem het

'Hulle het 'n paar wetenskaplike kennis gekry wat volgens hulle getoon het dat kinders wat Frosted Mini-Wheats vir ontbyt geëet het, tot amper 20 persent meer waaksaam sou wees in die klas, waarna die onderneming in beter grade vertaal het. kinders ... Jy kon amper sien hoe ouers probeer om die wiskunde te doen: 'Wel, jy weet, Johnny het 'n C+ op die toets gekry, en as ons dit met 20 persent styg, is hy in 'n A-minus-kategorie.' Die veldtog het 'n rukkie aangegaan totdat die FTC ingespring het en gesê het: 'Hey, wag 'n rukkie, ons kyk na u studie en dit wys eintlik niks naby die soort wins nie,' en nie net dit nie, maar hulle het nie eens na ander ontbyt gekyk om met die Frosted Mini-Wheats te vergelyk nie. "

Binne Coke het hulle na hul beste kliënte verwys, nie soos u sou dink nie - 'verbruikers' of 'getroue aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'.

Oor Coke se bemarkingstrategie

"Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'getroue aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'. En Coke het 'n formule wat basies gesê het: '20 persent van die mense sal 80 persent van die produk gebruik.' En soos Coke dit gesien het, was dit die moeite werd om meer te fokus op die 20 persent wat 80 persent van die produk gebruik, as om meer verbruik deur die ander 80 persent te probeer genereer. soveel as 1 000 blikkies koeldrank per jaar, soms selfs meer. ”

Om tieners vas te trek aan handelsmerklojaliteit

'Die kliënte was kinders - tieners - wat vir die eerste keer op hul eie uitgegaan het met 'n bietjie verandering in 'n omgewing waar hulle die besluit kon neem oor wat hulle sou koop, en vir $ 1 of $ 2 kon hulle daar ingaan en kies 'n koeldrank of 'n peuselhappie en besluit tussen handelsmerke. En dit was van kritieke belang vir Coke, net soos vir ander maatskappye, want hierdie besluite vroeg, veral in die tienerjare, sal handelsmerklojaliteit ontwikkel. Dus 'n kind wat Pepsi kies by 13 of 14 jaar sal die handelsmerklojaliteit waarskynlik die res van hul lewe behou. ”

Oor die vooruitskouing van Philip Morris, eienaar van Kraft, met betrekking tot verwerkte voedsel

"Toe Philip Morris onder druk verkeer het vir nikotien en sigarette, het dit uiteindelik na die voedselafdelings begin kyk in die lig van die opkomende vetsugkrisis. En daar was oomblikke in hierdie interne dokumente waar amptenare van Philip Morris vir die voedselafdeling gesê het: 'Julle gaan 'n probleem ondervind met sout, suiker, vet in terme van vetsug van dieselfde omvang, indien nie meer as [wat] ons nou met nikotien ondervind nie. En u moet begin nadink oor hierdie kwessie en hoe jy gaan dit hanteer. ' "

By 'n besoek aan Kellogg

"Hulle het vir my spesiale weergawes van sommige van hul mees ikoniese produkte gemaak. Sonder sout daarin om my te wys hoekom hulle sukkel om terug te sny. En ek moet sê, dit was 'n goddelose ervaring ... begin met Cheez -Die, wat ek normaalweg die hele dag kon eet. Die Cheez-Its sonder sout het op my mond vasgesteek en ek kon skaars sluk. Toe beweeg ons na bevrore wafels, wat na strooi geproe het. graan - ek dink dit was Corn Flakes - wat baie, metaalagtig gesmaak het.


Hoe die voedselbedryf smaakknoppies met 'sout suiker vet' manipuleer

Die hantering van Coke aan kliënte word 'swaar gebruikers' genoem. Verkoop aan tieners in 'n poging om hulle lewenslank te haak. Wetenskaplik aanpassingsverhoudings van sout, suiker en vet om die geluk van die verbruiker te optimaliseer.

In sy nuwe boek, Sout suiker vet: hoe die voedselreuse ons vasgekeer het, Bekroon met die Pulitzer-pryswenner, joernalis Michael Moss, die wêreld van verwerkte en verpakte voedsel.

Moss begin sy verhaal in 1999, toe 'n vise -president van Kraft 'n vergadering van topbestuurders van die grootste voedselondernemings in Amerika toegespreek het. Sy onderwerp: die groeiende kommer oor openbare gesondheid oor die vetsug -epidemie en die rol wat verpakte en verwerkte voedsel daarin speel. Michael Mudd het sy saak uitgespreek en by sy kollegas gesmeek om aandag te skenk aan die gesondheidskrisis en te oorweeg wat ondernemings kan doen om hulself aanspreeklik te hou.

Volgens Moss kom die eerste reaksie van die uitvoerende hoof van General Mills.

"[Hy] het opgestaan ​​en 'n paar baie kragtige punte uit sy perspektief gemaak," vertel Moss Vars lug Dave Davies, "en sy punte het dit ingesluit: ons by General Mills was nie net verantwoordelik vir verbruikers nie, maar ook vir aandeelhouers. eet daardie produkte.

"Uiteindelik is dit egter dat ons moet verseker dat ons produkte lekker smaak, want ons is ook verantwoordelik vir ons aandeelhouers. En daar is geen manier dat ons die gebruik van sout, suiker, vet kan begin formuleer as die eindresultaat is nie. Dit sal iets wees wat mense nie wil eet nie. ”

In Sout suiker vet, Moss verduidelik hoe hierdie drie bestanddele die sleutel geword het tot die sukses van verwerkte en verpakte voedsel - en hoe dit die landwye vetsugepidemie aanwakker.

Wetenskaplikes het wetenskaplikes aangewend om verbruikerselemente op dieselfde manier as die sigarettebedryf aan nikotien vas te trek.

Sedert die vergadering in 1999, toe bestuurders geweier het om 'n industriële standaard vir meer gesonde produkte op te stel, het sommige ondernemings, soos Kraft, die probleem eensydig aangepak en resepte verander om sout, suiker en vet te verminder. Moss se navorsing dui egter aan dat regeringsregulering nodig kan wees om industriële standaarde in die belang van openbare gesondheid te implementeer.

Michael Moss is 'n verslaggewer wat die Pulitzer-prys gewen het Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times.

Tony Cenicola/The New York Times

'Ek was verbaas om te hoor van die voormalige uitvoerende hoof van Philip Morris, wat geen regeringsvriend is nie, geen vriend van die regering nie,' sê Moss, 'om dit vir my te sê:' Kyk, Michael, in die geval van die verwerkte voedselbedryf , waarna u kyk, is 'n totale onvermoë van hulle kant om gesamentlik te besluit om die regte ding deur verbruikers te doen op die gesondheidsprofiel van hul produkte. anders [as] om die maatskappye dekking te gee van die druk van Wall Street. ' "

Onderhoud Hoogtepunte

Oor die bemarkingsveldtog vir Frosted Mini-Wheats wat die graan "breinkos" genoem het

'Hulle het 'n paar wetenskaplike kennis gekry wat volgens hulle getoon het dat kinders wat Frosted Mini-Wheats vir ontbyt geëet het, tot amper 20 persent meer waaksaam sou wees in die klas, waarna die onderneming in beter grade vertaal het. kinders ... Jy kon amper sien hoe ouers probeer om die wiskunde te doen: 'Wel, jy weet, Johnny het 'n C+ op die toets gekry, en as ons dit met 20 persent styg, is hy in 'n A-minus-kategorie.' Die veldtog het 'n rukkie aangegaan totdat die FTC ingespring het en gesê het: 'Hey, wag 'n rukkie, ons kyk na u studie en dit wys eintlik niks naby die soort wins nie,' en nie net dit nie, maar hulle het nie eens na ander ontbyt gekyk om met die Frosted Mini-Wheats te vergelyk nie. "

Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'lojale aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'.

Oor Coke se bemarkingstrategie

"Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'getroue aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'. En Coke het 'n formule wat basies gesê het: '20 persent van die mense sal 80 persent van die produk gebruik.' En soos Coke dit gesien het, was dit die moeite werd om meer te konsentreer op die 20 persent wat 80 persent van die produk gebruik as om meer verbruik deur die ander 80 persent te probeer genereer. soveel as 1 000 blikkies koeldrank per jaar, soms selfs meer. ”

Om tieners vas te trek aan handelsmerklojaliteit

'Die kliënte was kinders - tieners - wat vir die eerste keer op hul eie uitgegaan het met 'n bietjie verandering in 'n omgewing waar hulle die besluit kon neem oor wat hulle sou koop, en vir $ 1 of $ 2 kon hulle daar ingaan en kies 'n koeldrank of 'n peuselhappie en besluit tussen handelsmerke. En dit was van kritieke belang vir Coke, net soos vir ander maatskappye, want hierdie besluite vroeg, veral in die tienerjare, sal handelsmerklojaliteit ontwikkel. Dus 'n kind wat Pepsi kies by 13 of 14 jaar sal die handelsmerklojaliteit waarskynlik die res van hul lewe behou. ”

Oor die versiendheid van Philip Morris, eienaar van Kraft, met betrekking tot verwerkte voedsel

"Terwyl Philip Morris onder druk verkeer het vir nikotien en sigarette, het dit uiteindelik begin kyk na die voedselafdelings in die lig van die opkomende vetsugkrisis. En daar was oomblikke in hierdie interne dokumente waar amptenare van Philip Morris vir die voedselafdeling gesê het: 'Julle gaan 'n probleem ondervind met sout, suiker, vet in terme van vetsug van dieselfde omvang, indien nie meer as wat ons nou met nikotien ondervind nie. En u moet begin nadink oor hierdie kwessie en hoe jy gaan dit hanteer. ' "

By 'n besoek aan Kellogg

"Hulle het vir my spesiale weergawes van sommige van hul mees ikoniese produkte gemaak. Sonder sout daarin om my te wys hoekom hulle sukkel om terug te sny. En ek moet sê, dit was 'n goddelose ervaring ... begin met Cheez -Die, wat ek normaalweg die hele dag kon eet. Die Cheez-Its sonder sout het op my mond vasgesteek en ek kon skaars sluk. Toe beweeg ons na bevrore wafels wat na strooi geproe het. graan - ek dink dit was Corn Flakes - wat baie, metaalagtig gesmaak het.


Hoe die voedselbedryf smaakknoppies met 'sout suiker vet' manipuleer

Die hantering van Coke aan kliënte word 'swaar gebruikers' genoem. Verkoop aan tieners in 'n poging om hulle lewenslank te haak. Wetenskaplik aanpassingsverhoudings van sout, suiker en vet om die geluk van die verbruiker te optimaliseer.

In sy nuwe boek, Sout suiker vet: hoe die voedselreuse ons vasgekeer het, Bekroon met die Pulitzer-pryswenner, joernalis Michael Moss, die wêreld van verwerkte en verpakte voedsel.

Moss begin sy verhaal in 1999, toe 'n vise -president van Kraft 'n vergadering van topbestuurders van die grootste voedselondernemings in Amerika toegespreek het. Sy onderwerp: die groeiende kommer oor openbare gesondheid oor die vetsug -epidemie en die rol wat verpakte en verwerkte voedsel daarin speel. Michael Mudd het sy saak uitgespreek en by sy kollegas gesmeek om aandag te skenk aan die gesondheidskrisis en te oorweeg wat ondernemings kan doen om hulself aanspreeklik te hou.

Volgens Moss kom die eerste reaksie van die uitvoerende hoof van General Mills.

"[Hy] het opgestaan ​​en 'n paar baie kragtige punte uit sy perspektief gemaak," vertel Moss Vars lug Dave Davies, "en sy punte het dit ingesluit: ons by General Mills was nie net verantwoordelik vir verbruikers nie, maar ook vir aandeelhouers. eet daardie produkte.

"Uiteindelik is dit egter dat ons moet verseker dat ons produkte lekker smaak, want ons is ook verantwoordelik vir ons aandeelhouers. En daar is geen manier dat ons die gebruik van sout, suiker, vet kan begin formuleer as die eindresultaat is nie. Dit sal iets wees wat mense nie wil eet nie. ”

In Sout suiker vet, Moss verduidelik hoe hierdie drie bestanddele die sleutel geword het tot die sukses van verwerkte en verpakte voedsel - en hoe dit die landwye vetsugepidemie aanwakker.

Wetenskaplikes het wetenskaplikes aangewend om verbruikerselemente te ontleed en verhoudings van sout, suiker en vet aan te pas om die smaak te optimaliseer, en verbruikers het hul produkte op dieselfde manier as hul rokers aan nikotien gehaak.

Sedert die vergadering in 1999, toe bestuurders geweier het om 'n industriële standaard vir meer gesonde produkte op te stel, het sommige ondernemings, soos Kraft, die probleem eensydig aangepak en resepte verander om sout, suiker en vet te verminder. Moss se navorsing dui egter aan dat staatsregulering nodig is om industriële standaarde in die belang van openbare gesondheid te implementeer.

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is 'n verslaggewer wat die Pulitzerprys gewen het Die New York Times.

Tony Cenicola/The New York Times

'Ek was verbaas om te hoor van die voormalige uitvoerende hoof van Philip Morris, wat geen regeringsvriend is nie, geen vriend van die regering nie,' sê Moss, 'om dit vir my te sê:' Kyk, Michael, in die geval van die verwerkte voedselbedryf , waarna u kyk, is 'n totale onvermoë van hulle kant om gesamentlik te besluit om die regte ding deur verbruikers te doen op die gesondheidsprofiel van hul produkte. anders [as] om die maatskappye dekking te gee van die druk van Wall Street. ' "

Onderhoud Hoogtepunte

Oor die bemarkingsveldtog vir Frosted Mini-Wheats wat die graan "breinkos" genoem het

'Hulle het 'n paar wetenskaplike kennis gekry wat volgens hulle getoon het dat kinders wat Frosted Mini-Wheats vir ontbyt geëet het, tot amper 20 persent meer waaksaam sou wees in die klas, waarna die onderneming in beter grade vertaal het. kinders ... Jy kan amper sien hoe ouers probeer om die wiskunde te doen: 'Wel, jy weet, Johnny het 'n C+ op die toets gekry, en as ons dit met 20 persent verhoog het, is hy in 'n A-minus-kategorie.' Die veldtog het 'n rukkie aangegaan totdat die FTC ingespring het en gesê het: 'Hey, wag 'n rukkie, ons kyk na u studie en dit toon nie regtig iets aan die soort wins nie,' en nie net dit nie, maar hulle het nie eens na ander ontbyt gekyk om met die Frosted Mini-Wheats te vergelyk nie. "

Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'lojale aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'.

Oor Coke se bemarkingstrategie

"Binne Coke het hulle na hul beste kliënte verwys, nie soos u dink nie - 'verbruikers' of 'getroue aanhangers' of iets dergeliks. Hulle het bekend geword as 'swaar gebruikers'. En Coke het 'n formule wat basies gesê het: '20 persent van die mense sal 80 persent van die produk gebruik.' En soos Coke dit gesien het, was dit die moeite werd om meer te konsentreer op die 20 persent wat 80 persent van die produk gebruik as om meer verbruik deur die ander 80 persent te probeer genereer. soveel as 1 000 blikkies koeldrank per jaar, soms selfs meer. ”

Om tieners vas te trek aan handelsmerklojaliteit

'Die kliënte was kinders - tieners - wat vir die eerste keer op hul eie uitgegaan het met 'n bietjie verandering in 'n omgewing waar hulle die besluit kon neem oor wat hulle sou koop, en vir $ 1 of $ 2 kon hulle daar ingaan en kies 'n koeldrank of 'n peuselhappie en besluit tussen handelsmerke. En dit was van kritieke belang vir Coke, net soos vir ander maatskappye, want hierdie besluite vroeg, veral in die tienerjare, sal handelsmerklojaliteit ontwikkel. Dus 'n kind wat Pepsi kies by 13 of 14 jaar sal die handelsmerklojaliteit waarskynlik die res van hul lewe behou. ”

Oor die vooruitskouing van Philip Morris, eienaar van Kraft, met betrekking tot verwerkte voedsel

"Terwyl Philip Morris onder druk verkeer het vir nikotien en sigarette, het dit uiteindelik begin kyk na die voedselafdelings in die lig van die opkomende vetsugkrisis. En daar was oomblikke in hierdie interne dokumente waar amptenare van Philip Morris vir die voedselafdeling gesê het: 'Julle gaan 'n probleem ondervind met sout, suiker, vet in terme van vetsug van dieselfde omvang, indien nie meer as [wat] ons nou met nikotien ondervind nie. En u moet begin nadink oor hierdie kwessie en hoe jy gaan dit hanteer. ' "

By 'n besoek aan Kellogg

"Hulle het vir my spesiale weergawes van sommige van hul mees ikoniese produkte gemaak. Sonder sout daarin om my te wys hoekom hulle sukkel om terug te sny. En ek moet sê, dit was 'n goddelose ervaring ... begin met Cheez -Die, wat ek normaalweg die hele dag kon eet. Die Cheez-Its sonder sout het op my mond vasgesteek en ek kon skaars sluk. Toe beweeg ons na bevrore wafels wat na strooi geproe het. graan - ek dink dit was Corn Flakes - wat baie, metaalagtig geproe het. Dit was amper asof daar 'n vulsel uit my mond gekom het en dit het rondgesak. "


Hoe die voedselbedryf smaakknoppies met 'sout suiker vet' manipuleer

Die hantering van Coke aan kliënte word 'swaar gebruikers' genoem. Verkoop aan tieners in 'n poging om hulle lewenslank te haak. Wetenskaplik aanpassingsverhoudings van sout, suiker en vet om die geluk van die verbruiker te optimaliseer.

In sy nuwe boek, Sout suiker vet: hoe die voedselreuse ons vasgekeer het, Bekroon met die Pulitzer-pryswenner, joernalis Michael Moss, die wêreld van verwerkte en verpakte voedsel.

Moss begin sy verhaal in 1999, toe 'n vise -president van Kraft 'n vergadering van topbestuurders van die grootste voedselondernemings in Amerika toegespreek het. Sy onderwerp: die groeiende kommer oor openbare gesondheid oor die vetsug -epidemie en die rol wat verpakte en verwerkte voedsel daarin speel. Michael Mudd het sy saak uitgespreek en by sy kollegas gesmeek om aandag te skenk aan die gesondheidskrisis en te oorweeg wat ondernemings kan doen om hulself aanspreeklik te hou.

Volgens Moss kom die eerste reaksie van die uitvoerende hoof van General Mills.

"[Hy] het opgestaan ​​en 'n paar baie kragtige punte uit sy perspektief gemaak," vertel Moss Vars lug Dave Davies, "en sy punte het dit ingesluit: ons by General Mills was nie net verantwoordelik vir verbruikers nie, maar ook vir aandeelhouers. Ons bied produkte met 'n lae vet- en suikervlakproduk, vol korrels, aan mense wat bekommerd is eet daardie produkte.

"Uiteindelik is dit egter dat ons moet verseker dat ons produkte lekker smaak, want ons is ook verantwoordelik vir ons aandeelhouers. En daar is geen manier dat ons die gebruik van sout, suiker, vet kan begin formuleer as die eindresultaat is nie. Dit sal iets wees wat mense nie wil eet nie. ”

In Sout suiker vet, Vertel Moss hoe die drie bestanddele die sleutel geword het tot die sukses van verwerkte en verpakte voedsel - en hoe dit die landwye vetsug -epidemie aanwakker.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


How The Food Industry Manipulates Taste Buds With 'Salt Sugar Fat'

Dealing Coke to customers called "heavy users." Selling to teens in an attempt to hook them for life. Scientifically tweaking ratios of salt, sugar and fat to optimize consumer bliss.

In his new book, Salt Sugar Fat: How the Food Giants Hooked Us, Pulitzer Prize-winning journalist Michael Moss goes inside the world of processed and packaged foods.

Moss begins his tale back in 1999, when a vice president at Kraft addressed a meeting of top executives of America's biggest food companies. His topic: the growing public health concerns over the obesity epidemic and the role packaged and processed foods were playing in it. Michael Mudd stated his case, pleading with his colleagues to pay attention to the health crisis and consider what companies could do to hold themselves accountable.

According to Moss, the first response came from the CEO of General Mills.

"[He] got up and made some very forceful points from his perspective," Moss tells Fresh Air's Dave Davies, "and his points included this: We at General Mills have been responsible not only to consumers but to shareholders. We offer products that are low-fat, low-sugar, have whole grains in them, to people who are concerned about eating those products.

"Bottom line being, though, that we need to ensure that our products taste good, because our accountability is also to our shareholders. And there's no way we could start down-formulating the usage of salt, sugar, fat if the end result is going to be something that people do not want to eat."

In Salt Sugar Fat, Moss details how those three ingredients became key to the success of processed and packaged foods — and how they are fueling the nationwide obesity epidemic.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


How The Food Industry Manipulates Taste Buds With 'Salt Sugar Fat'

Dealing Coke to customers called "heavy users." Selling to teens in an attempt to hook them for life. Scientifically tweaking ratios of salt, sugar and fat to optimize consumer bliss.

In his new book, Salt Sugar Fat: How the Food Giants Hooked Us, Pulitzer Prize-winning journalist Michael Moss goes inside the world of processed and packaged foods.

Moss begins his tale back in 1999, when a vice president at Kraft addressed a meeting of top executives of America's biggest food companies. His topic: the growing public health concerns over the obesity epidemic and the role packaged and processed foods were playing in it. Michael Mudd stated his case, pleading with his colleagues to pay attention to the health crisis and consider what companies could do to hold themselves accountable.

According to Moss, the first response came from the CEO of General Mills.

"[He] got up and made some very forceful points from his perspective," Moss tells Fresh Air's Dave Davies, "and his points included this: We at General Mills have been responsible not only to consumers but to shareholders. We offer products that are low-fat, low-sugar, have whole grains in them, to people who are concerned about eating those products.

"Bottom line being, though, that we need to ensure that our products taste good, because our accountability is also to our shareholders. And there's no way we could start down-formulating the usage of salt, sugar, fat if the end result is going to be something that people do not want to eat."

In Salt Sugar Fat, Moss details how those three ingredients became key to the success of processed and packaged foods — and how they are fueling the nationwide obesity epidemic.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


How The Food Industry Manipulates Taste Buds With 'Salt Sugar Fat'

Dealing Coke to customers called "heavy users." Selling to teens in an attempt to hook them for life. Scientifically tweaking ratios of salt, sugar and fat to optimize consumer bliss.

In his new book, Salt Sugar Fat: How the Food Giants Hooked Us, Pulitzer Prize-winning journalist Michael Moss goes inside the world of processed and packaged foods.

Moss begins his tale back in 1999, when a vice president at Kraft addressed a meeting of top executives of America's biggest food companies. His topic: the growing public health concerns over the obesity epidemic and the role packaged and processed foods were playing in it. Michael Mudd stated his case, pleading with his colleagues to pay attention to the health crisis and consider what companies could do to hold themselves accountable.

According to Moss, the first response came from the CEO of General Mills.

"[He] got up and made some very forceful points from his perspective," Moss tells Fresh Air's Dave Davies, "and his points included this: We at General Mills have been responsible not only to consumers but to shareholders. We offer products that are low-fat, low-sugar, have whole grains in them, to people who are concerned about eating those products.

"Bottom line being, though, that we need to ensure that our products taste good, because our accountability is also to our shareholders. And there's no way we could start down-formulating the usage of salt, sugar, fat if the end result is going to be something that people do not want to eat."

In Salt Sugar Fat, Moss details how those three ingredients became key to the success of processed and packaged foods — and how they are fueling the nationwide obesity epidemic.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


How The Food Industry Manipulates Taste Buds With 'Salt Sugar Fat'

Dealing Coke to customers called "heavy users." Selling to teens in an attempt to hook them for life. Scientifically tweaking ratios of salt, sugar and fat to optimize consumer bliss.

In his new book, Salt Sugar Fat: How the Food Giants Hooked Us, Pulitzer Prize-winning journalist Michael Moss goes inside the world of processed and packaged foods.

Moss begins his tale back in 1999, when a vice president at Kraft addressed a meeting of top executives of America's biggest food companies. His topic: the growing public health concerns over the obesity epidemic and the role packaged and processed foods were playing in it. Michael Mudd stated his case, pleading with his colleagues to pay attention to the health crisis and consider what companies could do to hold themselves accountable.

According to Moss, the first response came from the CEO of General Mills.

"[He] got up and made some very forceful points from his perspective," Moss tells Fresh Air's Dave Davies, "and his points included this: We at General Mills have been responsible not only to consumers but to shareholders. We offer products that are low-fat, low-sugar, have whole grains in them, to people who are concerned about eating those products.

"Bottom line being, though, that we need to ensure that our products taste good, because our accountability is also to our shareholders. And there's no way we could start down-formulating the usage of salt, sugar, fat if the end result is going to be something that people do not want to eat."

In Salt Sugar Fat, Moss details how those three ingredients became key to the success of processed and packaged foods — and how they are fueling the nationwide obesity epidemic.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


How The Food Industry Manipulates Taste Buds With 'Salt Sugar Fat'

Dealing Coke to customers called "heavy users." Selling to teens in an attempt to hook them for life. Scientifically tweaking ratios of salt, sugar and fat to optimize consumer bliss.

In his new book, Salt Sugar Fat: How the Food Giants Hooked Us, Pulitzer Prize-winning journalist Michael Moss goes inside the world of processed and packaged foods.

Moss begins his tale back in 1999, when a vice president at Kraft addressed a meeting of top executives of America's biggest food companies. His topic: the growing public health concerns over the obesity epidemic and the role packaged and processed foods were playing in it. Michael Mudd stated his case, pleading with his colleagues to pay attention to the health crisis and consider what companies could do to hold themselves accountable.

According to Moss, the first response came from the CEO of General Mills.

"[He] got up and made some very forceful points from his perspective," Moss tells Fresh Air's Dave Davies, "and his points included this: We at General Mills have been responsible not only to consumers but to shareholders. We offer products that are low-fat, low-sugar, have whole grains in them, to people who are concerned about eating those products.

"Bottom line being, though, that we need to ensure that our products taste good, because our accountability is also to our shareholders. And there's no way we could start down-formulating the usage of salt, sugar, fat if the end result is going to be something that people do not want to eat."

In Salt Sugar Fat, Moss details how those three ingredients became key to the success of processed and packaged foods — and how they are fueling the nationwide obesity epidemic.

Employing scientists to dissect elements of the palate and tweak ratios of salt, sugar and fat to optimize taste, the processed food industry, Moss says, has hooked consumers on their products the same way the cigarette industry hooked smokers on nicotine.

Since that meeting in 1999, when executives declined to craft an industrywide standard for more healthful products, some companies, like Kraft, have tackled the issue unilaterally, altering recipes to cut down on salt, sugar and fat. Moss' research, however, indicates that government regulation may be necessary to implement industrywide standards in the interest of public health.

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times. Tony Cenicola/The New York Times steek onderskrif weg

Michael Moss is a Pulitzer Prize-winning reporter for Die New York Times.

Tony Cenicola/The New York Times

"I was surprised to hear from the former CEO of Philip Morris, who is no friend of government, no friend of government regulation," says Moss, "to tell me that, 'Look, Michael, in the case of the processed food industry, what you're looking at is a total inability on their part to collectively decide to do the right thing by consumers on the health profile of their products. In this case, I can see how you might need government regulation if [for] nothing else [than] to give the companies cover from the pressure of Wall Street.' "

Interview Highlights

On the marketing campaign for Frosted Mini-Wheats that called the cereal "brain food"

"What they came up with was some science that they had generated that they said showed that kids who ate Frosted Mini-Wheats for breakfast would be as much as or almost 20 percent more alert in the classroom, which the company translated into better grades for kids. . You could almost see parents trying to do the math: 'Well, you know, Johnny got a C+ on that test, and if we bumped it up by 20 percent, hey, he's in an A-minus category.' That campaign went on for a while until the FTC jumped in and said, 'Hey, wait a minute, we're looking at your study and it doesn't really show anything near that kind of gain,' and not only that, but they weren't even looking at other breakfasts to compare to the Frosted Mini-Wheats."

Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.'

On Coke's marketing strategy

"Within Coke they referred to their best customers not as you might think — 'consumers' or 'loyal fans' or something like that. They became known as 'heavy users.' And Coke had a formula . that basically said, '20 percent of the people will use 80 percent of the product.' And, as Coke saw it, it was worth their while more to focus on those 20 percent using 80 percent of the product than to try to generate more consumption by the other 80 percent. So the heavy users of soda became those people who were drinking as many as 1,000 cans of soda a year, sometimes even more."

On hooking teens on brand loyalty

"The clientele were kids — teenagers — who were going out on their own for the first time with a little bit of change into an environment where they could make the decision about what to buy and, for $1 or $2, they could go in there and choose a soda or a snack and decide between brands. And this was critical to Coke, as it is to other companies, because those decisions early on, especially in the teen years, will develop brand loyalties. So a child that chooses Pepsi at age 13 or 14 is likely to maintain that brand loyalty through the rest of their life."

On Kraft owner Philip Morris' foresight with regards to processed foods

"As Philip Morris came under pressure for nicotine and cigarettes, it eventually started looking at the food divisions in light of the emerging obesity crisis. And there were moments in these internal documents where Philip Morris officials were saying to the food division, 'You guys are going to face a problem with salt, sugar, fat in terms of obesity of the same magnitude, if not more than [what] we're facing with nicotine right now. And you've got to start thinking about this issue and how you're going to deal with that.' "

On visiting Kellogg

"They made for me special versions of some of their most iconic products . without any salt in it to show me why they were having trouble cutting back. And, I have to say, it was a god-awful experience. . starting with Cheez-Its, which normally I could eat all day long. The Cheez-Its without salt stuck to the roof of my mouth and I could barely swallow. Then we moved onto frozen waffles, which tasted like straw. The real moment came in tasting a cereal — I think it was Corn Flakes — which tasted hugely, awfully metallic. It was almost like a filling had come out of my mouth and it was sloshing around."


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