Wednesday, September 2, 2015

Edenworks Is Building The Future Of Food On Urban Rooftops

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Instagram Direct’s 85M Users Can Now Reply With Photos In Snapchat-Style Visual Convos

Avocados from Mexico. Apples from Chile. Broccoli from China. If you take a look at the stickers on the produce you’re buying at the grocery store, chances are they’ll read something like this.
Fast-forward twenty years. Instead of driving to Whole Foods to pay top dollar for produce that was picked two weeks ago and artificially kept alive with preservatives and refrigeration, you’re now harvesting lettuce, picking tomatoes, and catching fish on your rooftop.
This is the vision of Edenworks, a startup launched by bioengineer Jason Green, architect Ben Silverman and fabricator Matt La Rosa in late 2013. Running the business out of a rooftop workshop that the team constructed by hand, Edenworks has been operating an aquaponic greenhouse on the roof of a Brooklyn metalworking shop for the past year.
“We’re seeing distributed power happening through solar and wind, and the next thing that really needs to become distributed is food production,” says Green. “There’s a huge amount of energy that goes into the distribution of food, and things are grown for transportability, not for quality, or flavor, or nutrition.”Screen Shot 2015-09-01 at 7.46.45 AM
The Edenworks ecosystem builds on the concept of vertical farming, where plants are stacked on inclined surfaces in order to grow more in limited space.
In five stacked tiers of growing beds, which contain trays of soilless growing medium, Edenworks is cultivating a variety of leafy greens and herbs. Different than traditional farming or hydroponics, however, these plants are being fed fish manure.
Behind the rows of plants are massive 250-gallon water tanks that contain seafood (Tilapia and freshwater prawns for now). The wastewater from the fish is digested by beneficial bacteria and converted into high-quality plant food for the crops, which absorb the fertilizer and filter the water before it’s returned to the fish tanks.
Screen Shot 2015-09-01 at 7.47.23 AM“There’s nothing synthetic or artificial, everything that enters the system is a plant or animal,” says Green.
Except for the technology. Edenworks is using sensors to capture environmental conditions and water chemistry data in real-time. The data is uploaded into the company’s Farm Management System, accessible via mobile or desktop, which presents the farmer with a daily task list.
If you’re growing basil, for instance, the app will tell you how many basil seedlings to transplant in one day from precisely where in the growing bed, how much fertilizer to input, and when to harvest. If the algorithm is off, and suggests that you harvest before the basil is ready, you can pause the task and the system will learn that basil takes longer given that specific set of conditions.
The more farmers that use the app, then, the more accurately the algorithm will be able to predict and suggest best growing practices. The system has data on over 200 crops, 50 of which Edenworks has experimented with in its own greenhouse and calibrated to aquaponics.Screen Shot 2015-09-01 at 3.40.26 PM
Currently, Edenworks is selling top-notch produce and herbs to two restaurants in New York while it continues building the second generation of its farming infrastructure. Since the farm is not a sterile system like most hydroponic operations, Green says, the produce they’re able to grow is substantially higher in quality.
And you can very clearly taste the difference. For what it’s worth, the tomatoes, arugula, basil, and whatever radish-in-leaf-form that I tasted were by far more flavorful than anything comparable that I’ve ever eaten. It’d be like drinking Coors Light for years until someone hands you an IPA: technically they’re both beers, but after tasting the latter, the Coors tastes flavorless and watered down in comparison.
Many tech-enabled, hyper-local urban farming operations are growing special varieties of lettuce for five star restaurants or selling high-end basil to Whole Foods in order to turn a profit. The real impact, though, lies in the potential for Edenworks to become an everyday food source for the general population.
Green estimates that with a 75,000 square-foot greenhouse, Edenworks would be able to provide enough food to sustain a population of 5,000 people. Take into account the fact that Edenworks uses 90 percent less water and energy than traditional farming, according to Green, and the potential for increased efficiency and positive environmental impact is huge.
“Agriculture consumes 30 percent of global carbon energy, and 92 percent of global freshwater,” says Green. “So you’ve got these intertwined problems around transportation, building infrastructure, and agriculture, and ultimately the solution is that agriculture becomes part of urban design.”
Screen Shot 2015-09-01 at 7.35.24 AMEdenworks will be deploying a full-scale commercial growing system in Long Island City early next year, but Green says they’re already in talks with a handful of institutional clients around the world who want to install their own greenhouses. Since Edenworks’ infrastructure is prefabricated, flat packed, and shipped to site, the end user is able to assemble a greenhouse like a giant Ikea system.
“We can deploy in New York and we can deploy in Saudi Arabia,” says Green. “The cooling system would have to be tweaked a little bit, or maybe we would change the angle of the roof, but those are small potatoes relative to the global problem of figuring out better infrastructure for food production.”
In places where access to fresh food is limited or threatened, Edenworks is a solution — albeit a very pricey one. As the cost of the technology decreases, however, and real estate owners begin incorporating greenhouses into their development plans, you can imagine these systems being an incredibly productive investment for apartment buildings or schools.
Down the line, Edenworks plans to incorporate rainwater collection and filtration systems into its greenhouses so that ideally, growers wouldn’t need to tap into municipal water sources at all.
“For all these buildings going up in the mega-cities of the world, everyone’s looking for the edge, and productive green spaces are the next level,” says Green. “If you could grow baby greens, herbs, seafood and mushrooms on top of a residential building, it would offer a better payback period than the rest of the building.”

Role of Technology in Today’s Food Safety Efforts

Technology has transformed food safety efforts significantly in recent years. Today, we not only rely on specialized equipment to plant and farm, but we have very specific pieces of equipment that provide food safety reassurance. For example, the online international journal Microsystems & Nanoengineering recently published an article spotlighting engineers at the University of California-Berkeley who have developed a "3D smart-cap". The engineers demonstrated that the device can wirelessly monitor the freshness of milk. What a tremendous impact this cap could have!
Francine L. ShawWith the Food Safety Modernization Act (FSMA) looming, food safety technologies continue to hit the market at a record pace. Foodservice directors utilize modern technology for ordering, inventory control, portion control and waste management — even scheduling their staff. These innovations enable the foodservice industry to run much more efficiently and effectively, decreasing labor costs and increasing profit margins.
Moving forward, technology will be fundamental in gathering information to meet menu labeling guidelines. Currently, the Food and Drug Administration wants better nutrient analysis to support its labeling authority — achieved through advanced technology. Productivity levels in commercial kitchens are up due to the reporting tools and production technologies now available. The use of ventless cooking equipment represents a trend that eliminates the need for cooktops, ovens and fryers to be attached to a conventional exhaust system.
Information that was once burdensome to obtain is now available at your fingertips. Development and utilization of computerized gadgets will support validation practices and processes for safe production, harvesting and processing of fresh fruits and vegetables, providing reassurance that the products you purchase and serve are safe. Advanced state-of-the-art technology will be a necessity from farm to fork — including regulatory agencies. Health inspections in many areas have already moved away from paper and are completed on tablets. Inspections are then uploaded to a website hosted by the state and can immediately be viewed by consumers. Computerization is no longer feared as it once was; automation must continue to evolve and meet society's demands.
The basis of FSMA is risk-based preventative control and Hazard Analysis. Within these processes, preventative measures must be put in place to be successful. The measure of success is minimizing future food safety issues. Operators must implement controls to identify hazards and continually monitor the performance of such controls, including record keeping, corrective action plans and tracking suppliers' compliance. All of this requires groundbreaking technology. It's likely that this new emphasis on prevention will lead to an increased presence of these requirements in the foodservice industry, as well as food production and processing.
Every year in the United States, 48 million cases of foodborne illnesses occur. That's 1 in 6 Americans; yet, it's 100 percent preventable. The foodservice industry is incredibly competitive. The organizations that will succeed, prosper and meet the new compliance standards are the ones that possess the most innovative technologies and methods to attain regulatory compliance without compromising efficiency or standards.

7-Eleven Adds Home Delivery in NYC, LA & Chicago

DoorDash partnership will also extend to D.C., Boston.

DALLAS — 7-Eleven Inc. on Tuesday launched a partnership with DoorDash, a Silicon Valley technology company, to provide on-demand delivery services from participating 7-Eleven stores in five major metropolitan markets across the United States.
Customers in New York, Los Angeles and Chicago can now order products from their local 7-Eleven stores for a limited-time DoorDash delivery service fee of $2.99.
Delivery service in Washington, D.C. and Boston will follow in the coming months.
“By working with DoorDash, we can bring on-demand delivery to more people and more places,” said Raja Doddala, 7-Eleven’s vice president of innovation and omni-channel strategy. “This partnership between the world’s largest convenience store chain and a leading on-demand delivery startup can redefine convenience. DoorDash’s technology, data analytics and commitment to the customer experience impresses us and makes them a great match for 7-Eleven’s omni-channel initiatives.”
The strategic relationship between the two companies will include in-store marketing, local promotions and the availability of “convenience packs,” groups of products that make purchasing common items from 7-Eleven stores more convenient. 
The partnership with 7-Eleven is DoorDash’s first outside of restaurant delivery and brings it one step closer toward reaching its goal of providing on-demand delivery across all types of local businesses, according to the company.
“We’re proud to launch our first expansion beyond restaurants with 7-Eleven,” said Tony Xu, CEO and co-founder of DoorDash. “7-Eleven has shown a true commitment to learning the ins and outs of delivery and even went dashing with our team to see DoorDash in action. We’ve worked closely throughout the testing process to ensure that their products — from convenience goods to fresh and prepared foods — are well-suited for delivery.”
Customers interested in 7-Eleven delivery can download the DoorDash app for iOS or Android users, or visit www.doordash.com.
This new relationship with DoorDash builds on 7-Eleven's existing on-demand delivery services. Last month, the convenience store chain began a partnership with Postmates, a San Francisco-based tech and logistics company that operates a network of couriers. The Postmates delivery partnership currently covers select stores in San Francisco and Oakland, Calif., and Austin, Texas.
Dallas-based 7-Eleven operates, franchises or licenses nearly 10,500 convenience stores in North America.

Nielsen Ranks 10 Most-Trusted CPG Brands Among Women, Men

BAND-AID brand places near top of both lists.

NEW YORK — In today's changing U.S. consumer landscape, men and women see different brands as trustworthy, according to Nielsen's 27th annual Harris Poll EquiTrend study, which showcases the top 10 most-trusted consumer packaged goods (CPG) brands.
Both genders place trust in well-established brands with a long history of consistently delivering on their brand promise, concluded the study.
The top 10 most-trusted brands among men are:
1. BAND-AID Adhesive Bandages
​2. Heinz Ketchup
3. Neosporin Antiseptic
4. Reynolds Aluminum Foil
5. Duracell Batteries
6. Ticonderoga Pencils
7. Glenlivet Single Malt Scotch Whiskey
​8. Energizer Batteries
9. Ghirardelli
​10. Scotch Tape
The top 10 most-trusted brands among women are:
1. Ziploc Food Storage Bags
2. BAND-AID Adhesive Bandages
3. Reynolds Aluminum Foil
4. Neosporin Antiseptic
5. Dawn Dish Soap
6. Kleenex Facial Tissues
7. Sharpie Markers
​8. Q-Tips
​9. Clorox Bleach
​10. Tide Laundry Detergent
Women's trusted brands are related to convenience or health in their households, and make their lives easier in some way. The CPG brands women trust most are brands that are key to everyday life that they trust to get the job done right, allowing them to focus on more important aspects of their busy lifestyles.
Men's brand trust is more diversified and includes a variety of health, tech and indulgent items, reflecting a mixture of trusted practicality and reliable pleasures.
Globally, sales of both healthy and indulgent categories grew over a two-year period, but growth in healthy categories (5 percent) outpaced indulgent categories (2 percent), according to Nielsen.
"Brand choice for both men and women is emotional and rational. Advertisers need to understand what is motivating brand choice," stated Mike de Vere, managing director of consumer insights at Nielsen. "They need to capture attention and engage consumers to drive them to take action. Even in a world where loyalty is declining, brands with higher equity do tend to get considered more often, and typically represent a greater share of consumers' purchase requirement. It is more important than ever to understand how strong brand health can help you win consumers' hearts and minds."
Placing near the top of both lists, BAND-AID stands out for being able to compete with many private-label products in its category, showing that in many categories, strong, healthy, high-equity brands are able to command a price premium.
Measuring brand health is critical to sustaining and growing brands, according to the report. As the introduction of new items gives consumers greater product choices, manufacturers must understand the value, benefits and drivers of brand equity. Brand trust is one of many important factors that influence equity, sales and market share, Nielsen said.

Tuesday, September 1, 2015

World Health Organization study proves need to regulate fast food industry

The convenience of fast food might not make up for the greater risk of obesity.


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  • run, according to the World Health Organization. Researchers found that simplyliving near a fast food restaurantis linked to a 5.2 percent greater risk of obesity. Fast food has become so common-place thatmost children in North Americaare able to recognize McDonald’s before they even learn to speak, according toPartners for Your Health. In addition, 42 million children under age 5 were overweight or obese in 2013. WHO released a cross-nationalstudyin 2014 revealing the influence of market deregulation on fast food consumption and body mass index.After conducting multivariate panel data analyses of 25 high income countries between the years 1999 and 2008, the WHO found that high-income countries with market-liberal welfare regimes had higher rates of obesity and easier access to fast food. The biggest increases in the average number of annual fast food transactions per capita were observed in the United States, Canada, Australia, Ireland, and New Zealand - countries with less restrictive agricultural regulations. These results further enhance previous studies showing the connection between reduced rates of obesity and better protection of agricultural producers, more frequent price controls, and stricter government regulations.
According to Francesco Branca, director of the WHO’s Department of Nutrition for Health and Development, thestudysupports the implementation of policies that increase regulation of fast food companies. Such policies could include menu labeling, economic incentives for producers of fresh foods, taxes on ultra-processed foods and soft drinks, and more stringent rules for advertisements targeting children.
As a positive step forward,menu labelingof calories became law in the U.S. in 2010 as part of the Affordable Care Act. This law covered food in vending machines, amusement parks, certain prepared supermarket foods, and food establishments with 20 or more outlets.

The leader of the WHO study,
Roberto De Vogliof the University of California, Davis, says, “Unless governments take steps to regulate their economies, the invisible hand of the market will continue to promote obesity worldwide with disastrous consequences for future public health and economic productivity.”However, the implementation deadline of these labeling requirements has been extended to December 1, 2016, because of the industry, trade, and other associations lobbying against the requirements, according to researcher, author, and James Beard Award-winner, Marion Nestle.

Survey: Mainstream retailers don't stock enough local products

Consumers say chain retailers leave much to be desired when it comes to local products, according to a survey by Precima, that data analytics division of LoyaltyOne.
Sixty percent of respondents said large retailers don’t stock enough local products, while 42% said chains don’t do a good job of highlighting local selections. Only 15% rated large retail chains as excellent at stocking and promoting local products.
In comparison, local farmers’ markets earned an excellent rating from 71% of consumers, while 23% rated natural food stores as excellent when it comes to local.
"Local products represent a significant opportunity for chain retailers to attract new customers and capture additional share of wallet from existing customers. Retailers need to draw upon the shopper insight data they collect to understand what is driving this behavior and then structure their pricing, merchandising and promotions to align with the value consumers place on local products," Graeme McVie, general manager and VP of business development for Precima, said in a press release.

Many respondents said they would pay a premium for locally produced products. Nearly half would pay at least a 15% premium for local meat and seafood. Sizeable minorities would pay more for bread and bakery (40%), dairy (40%), produce (37%) and beer and wine (32%).
At the same time, local produce was the biggest priority for consumers, with 59% ranking local fruits and vegetables as “very important.” Only 29% said the same of local meat and seafood.

Natural, organic retail experiments with group purchasing models

As the organic and natural foods industries grow, the number and types of retail opportunities are growing with them. Customers have long sought out specialty markets — from local, independent stores to national chains like Whole Foods. More recently, they've had a growing selection at most mainstream supermarkets; and farmers markets and community-supported agriculture (CSA) systems are booming around the country.
But also sprouting up are entirely new models for buying natural foods: Some call themselves buying clubs, others co-ops. Most of these groups seem to be some combination of the two, with a little bit of CSA mixed in.
Lily's Organic Market, for example, is a buying club in Florida where members put in their individual orders by a specified weekly deadline. The market aggregates those to make one large purchase weekly, and then divides the purchases into individual boxes for members to pick up at a designated location. Lily's has no physical store, or even paid employees (they work for food, says the owner), which keeps prices low — about 30% lower than conventional stores. And because the produce is picked up by the consumer the same day it's delivered, it's super-fresh.
Farm to City, meanwhile, which operates in Pennsylvania, New York and New Jersey, offers a typical CSA membership but also the opportunity to special-order groceries at the prices that the buying club has access to.
Others around the country have created similar-but-different models that work for them, with unique tweaks to various logistics, and that's precisely the trend that seems to be emerging: Communities are turning to the power of group purchasing, but creating new models for that power to manifest in.
"We're realizing that there's probably as many models as there are cities and communities that want to put them together, and they'll put whatever resources into them that they can," said Jay Jacobowitz, president of the consultancy Retail Insights. These models are opening up opportunities for communities, one at a time, to buy more and more of their groceries through a CSA-meets-Costco model. Instead of being pre-committed to a head of lettuce they may not want in a given week's CSA delivery, these new models offer more choice — either through allowing customers to pick they want in advance, or allowing them to refuse or exchange an item once it's delivered. And because of the bulk buying power, prices inch toward the kinds of deals that Costco can offer, but for the natural foods sector — and for more than just produce, which is conventionally (along with animal products, in some cases) what CSAs are limited to.


A lot of these newer models don't have physical stores, which are costly to open and run. But Jacobowitz thinks that could change — just as co-ops traditionally would often start as small, floating groups before they would have a physical space, it gets easier to open a store once membership is large enough to have the funding to support it. And having a store — or a retail shop at a working farm, an existing model for some farms — can provide a little more flexibility. "They can allow more flexibility to members of the CSA. Because if you don't want those sweet potatoes, the next person to walk through the door will," Jacobowitz said.
Co-ops are the one model that he sees growing fastest, although they're moving in a direction similar to conventional retail — fewer and bigger operations, while still catering to the natural foods consumer. He said, "Coops are growing, but it's going to be a gradual incline, and it's not necessarily going to upset the apple cart. It already is a segment or portion of the food business, and it's increasing its share but I don't think for-profit stores are going away."