Vitamin historian Rima Apple notes that commercial companies and nutrition scientists have had a mutual understanding for decades. Scientific researchers, unsurprisingly, were not oblivious to the concerns of manufacturers. Quaker's petition was submitted to the FDA less than 1 y later, on March 22, , citing support from 37 studies from to The agency thoroughly critiqued the studies Quaker submitted, evaluating each study according to how well it fulfilled agency goals for accuracy and scope in data collection, statistical analysis, and proper methodology.
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Some studies simply did not show a conclusive anticholesterol benefit. Others suffered from poor design and could not be generalized. The ruling had limitations, however. However, the FDA was not inclined to return to the oat bran sensationalism of the late s.
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The significance of the health claim approval was certainly not lost on the media. Nutrition and health were already popular topics in most general interest publications, but the Quaker story combined health with a significant legal landmark and multibillion dollar business opportunities.
The possibilities of approved claims opened a multitude of options for product promotion. Both before and after the claim approval, the FDA found itself under heavy criticism. Regulators spent all of processing comments that flowed in response to the agency's proposal. The more serious reservations, however, had to do with the possibilities for consumers to be misled even if Quaker made a legitimate case for its claim.
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Representatives of the consumer health group CSPI came out strongly against the health claim. Certainly, no one argued that the claim was without market value. In the aftermath of Quaker's successful petition, its executives aggressively sought to leverage oatmeal's new certification.
Quaker's claim added specificity to make oatmeal seem uniquely healthy. For over y, it had one of the longest lived and strongest brands in consumer products. Skeptics wondered why Quaker expended the time and resources it did for a health claim, while others would simply take advantage. One year later, the January 22, advertisement in the New York Times again featured the familiar Quaker, looking rather pleased with himself:. Quaker Oatmeal.
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Oh, what those oats can do. Quaker had been the first to capitalize on major transition in regulatory priorities for the FDA. As the agency's outlook changed toward a positive promotional agenda, so too did the attitude of industry. The savviest marketers would shift from developing the most ambitious claims the FDA would not ban, to working with the agency to craft unique, certified product statements and reach consumers. Approval could be a major boost to credibility and a market advantage. The NLEA changed the regulatory environment, making claims more difficult but also imbuing them with greater significance.
To be scientifically defensible, food had to be broken into constituents, tested, quantified.
A natural product had to be fit into the reductionist nutritional paradigm. Oats were certified with the specificity to make the product seem uniquely healthy, a new and differentiated claim concerning a major health risk. In response, the food industry developed an appreciation for the market value of FDA approval.
A shift in perspective occurred, from working around regulation to make effective marketing pitches, to working with or even through the FDA to differentiate a product. Certification meant market share, millions of dollars, even a revitalized corporate identity. Quaker's experience, if it proved successful, would be at the vanguard of a new way to sell products.
The implications of using such certified scientific knowledge as a promotional tool were profound. The food industry certainly saw the commercial possibilities, but on a larger level the FDA's labeling decisions meant that science now entered every consumer's life on an unprecedented level. Previously obscure science had been inextricably linked with a basic, universal experience—the purchase and consumption of food. Throughout these controversies, however, no party lost faith in the explanatory or rhetorical power of science.
Sound, scientific nutrition was the universal good, common rhetoric without a consensus conclusion. When a notion like the biomedical certainty of clinical studies is so unquestioningly accepted yet utilized at the center of so much debate, one wonders how many different motives are served by the concept. The ability to reach compromise and achieve the interests of government, industry, and the consumer speak to that multiplicity. As with any historic opportunity, however, company executives found themselves under pressure to take advantage of the new market opportunities.
Quaker integrated nutrition into traditional consumer appeals such as taste, convenience, and its strong brand image.
When vice president Polly Kawalek assumed executive control of Quaker's oatmeal division in , she envisioned a new direction for Quaker products that brought its health appeal to as many consumers as possible. With increasing competition both within the hot cereal industry and from other breakfast options, the company needed new appeal. Through its health claim publicity, Quaker sought to justify higher prices for what was essentially commodity grain. This new identity would most effectively leverage the Quaker brand and separate it from the commodity competition management feared.
The Quaker group's actions from to would not prevent a takeover by the massive multinational PepsiCo in However, they would create an archetypal approach for integrating America's increased nutrition consciousness into effective marketing and product design. Nutrition reinvented Quaker oatmeal in the 21st century, reimagining a simple grain to reflect how modern consumers understood their food. The health claim cemented Quaker's brand power,. Characterized by the distinctive nature of its brand personality, by the appeal and relevance of its image, by the consistency of its communication, by the integrity of its identity, by the fact that it has stood the test of time [and its ability to] convey subtly different messages to different consumer groups within the same market.
Even before Quaker effectively leveraged its claim, other manufacturers were hard at work developing cases for health messages of their own.arnoudtest.gitlab.host/le-comte-de-monte-cristo-tome-iii-french-edition.php
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In the 4 y before Pepsi acquired Quaker, major manufacturers had 10 claims approved by FDA review, 8 of which attempted to leverage a heart health appeal like oats. When its claim petition was submitted in , Quaker Oats faced an uncertain future in a highly competitive marketplace. However, the rapid changes following the institution of the NLEA in offered a novel opportunity to reshape the new regulatory and retail environment.
Quaker's oatmeal division was severely challenged: it was fighting a loss of pricing power due to new competition, the industry's highest promotional costs, and serious questions about its brand's relevance to modern consumers. With a claim, the company hoped to differentiate its products, reach out more effectively to a segmented market, and revitalize its brand image through a breakthrough health claim. Quaker was particularly well suited to develop just such an advantage.
Quaker Oats was in rapid transition during the FDA's deliberations. Gatorade became phenomenally successful and took control of the sports drink category, which was growing exponentially as part of the same interest in functional food that had fueled the oat bran craze. Although hot cereal products were not the segment in Quaker's portfolio with cachet in the s, many analysts like those at Bernstein Group, a leading market research firm, still considered its historical business key to future success.
Although Gatorade's meteoric rise had captivated management and media attention,. The company's market position varied widely across categories. Despite its dominance, Quaker had reason to worry about the hot cereal segment. First and foremost, hot cereal was not a growth area. Following the peak of the oat bran craze, hot cereal sales declined or held even every year thereafter.
Quaker's frustrations with private label competition stemmed from the fact that the branded product was sold at a markup greater than half over generic one of the highest in consumer products , though there were very few ways that their product was differentiated from cheaper alternatives.
The emergence of competitive, quality private label products also challenged the Quaker ethos of extensive promotional spending to propel their products to market success.
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Yet, the overwhelming focus on price promotions was not proving terribly effective. In light of these challenges, many at Quaker thought a paradigm shift was in order. This smarter allocation of promotional energies would work synergistically to drive demand for Quaker products, unrelated to their price. Effective advertising and marketing would be critical to creating and reinforcing perceptions of Quaker quality through nutrition. Although the health claim as eventually approved would apply to all qualifying oat products, regardless of brand, Quaker stood to gain most from the resultant product differentiation.