2015 Workplace Food Insights

1BREAKFAST
pg. 3
4MENU PRICING
pg. 33
7CORPORATE SOCIAL
RESPONSIBILITY
pg. 57
2HOT BEVERAGES
pg. 11
5HEALTH & WELLNESS
pg. 39
8PROMOTION &
BRAND INSIGHTS
pg. 63
3LUNCH
pg. 19
6SNACKING
pg. 49
9MEETING
MANAGEMENT
pg. 69
Contents
Copyright © 2015 by Sodexo I All rights reserved. No part of this publication may be used or reproduced in any manner whatsoever without written permission.

WORKPLACE FOOD INSIGHTS 2© Sodexo 2015
At Sodexo, our focus is providing you with innovative foodservice solutions that meet
your organization’s needs by resonating with consumers. Delivering on-trend café
experiences, engaging people in healthier behaviors or providing them with the ultimate
in convenience and product ranging are just a few examples of what we do based on
consumer understanding.
To deliver the best, we’re doing things differently than anyone else. We developed
Personix, our exclusive behavioral psychology tool, more than 20 years ago and
continue to expand its application. In 2012, we embarked on a new phase of
our consumer insights development with the formation of an internal team of
professionals experienced in leading organizations across a wide range of industries.
Our insights team is constantly engaged in new research with consumers.
The studies we conduct each year include concept and product testing, test markets,
consumer satisfaction, mystery shopping, diary panels, focus groups, purchase
structure, pricing studies, and ethnographic research among others.
In the following pages we present a little of what we’ve learned across our research in
the area of workplace food insights. The Sodexo insights strategy means our proposals
and retail solutions deliver incremental sales and enhanced consumer satisfaction.
Rick Ortman
Sr. Director, Consumer Insights
Sodexo

Known by many as the “most important meal of the day”,
breakfast fills a variety of need states for consumers. While
some consumers look forward to a traditional sit-down
breakfast at home, others are faced with a variety of tasks
that must be completed before they begin their workday,
and thus forego breakfast until they are at their workplace. In
order to better understand the adults at work breakfast need
state, Sodexo has conducted research to gain insights into
the breakfast workplace market structure as well as identify
consumer favored breakfast limited time offers.
WORKPLACE
FOOD INSIGHTS
Breakfast
1

In August 2013, Sodexo conducted a study to identify workplace café market structures among
adults at work. The ultimate purpose of this study was to better understand this segment’s
choice patterns in order to optimize Sodexo’s offerings and identify areas for growth.
Methodology
During the course of the study, respondents created simulated breakfast meals based on 17
of Sodexo’s most popular breakfast items. From these simulated meals, a breakfast market
structure emerged that provided Sodexo with a graphical representation of the dynamics that
are at play when consumers make their breakfast selections.
Breakfast
Market
Structure

1BREAKFAST

16 oz. Drip Coffee
Starbucks®
INDULGENT
16 oz. Drip Coffee
16 oz. Cappuccino
Starbucks®
COFFEE
Breakfast
Sandwich
Bagel & Cream
Cheese
MAINS
Sweet
Pastry
Juice
Premium
SWEETS
Menu Item Substitutions
In addition to identifying consumer breakfast categories, the market structure also provided Sodexo
greater insight into menu item substitution. For example, if a consumer was looking to purchase a
breakfast sandwich, but one was not available, their most likely item for substitution would be a bagel and
cream cheese. However, if neither of these items were available, they would most likely choose an item
that falls closest to the “Breakfast Mains” category on the market structure (such as a sweet pastry or a
cappuccino), than choose an item that falls further away (such as fresh fruit or yogurt).
Market Structure
Across channels, consumers view breakfast options in a similar manner with the first order of
differentiation driven by preference for “Indulgent” versus “Light” options. Within the “Indulgent” branch
of the market structure, consumers created three distinct groups of items they select from:
COFFEE
Drip coffee and espresso based drinks
BREAKFAST MAINS
Breakfast sandwiches and bagels & cream cheese
SWEETS
Pastries and juices
Knowledge of this differentiation allows
foodservice providers to ensure that they
have the correct mix of breakfast offerings
to satisfy a majority of consumer needs.
!
! !

LIGHT
Iced Tea
Premium
None
NON-STANDARD
BREAKFAST
BEVERAGES
Bottled
Carbonated
Beverage
Fountain
Beverage
Dannon®
/ Yoplait®
Light Yogurt
Fresh Fruit
Chobani®
Greek Yogurt
FRUIT &
YOGURT
GRAINS &
WATER
Water Oatmeal /
Cold Cereal
Kellogg’s®
Special K™
Cereal Bar
Enhanced
Water
Within the “Light” branch of
the structure, differentiation
is made between:
GRAB AND GO
• Grains and Water - Regular and
enhanced water, oatmeal, cold
cereal and cereal bars
• Fruit and Yogurt - Fresh fruit,
yogurt and Greek yogurt
----------------------------------
NON-STANDARD
BREAKFAST BEVERAGES
• Iced teas and soft drinks
GRAB
& GO
!
!
! !
!
!
!

Inclusive of all segments, the top two breakfast items chosen
by consumers fell into the “Indulgent” branch of the market
structure: breakfast sandwiches and bagels & cream cheese.
Filling out the top five breakfast items:
• Corporate employees chose coffee, fresh fruit
and espresso based beverages
• Healthcare employees opted for juice, fresh fruit,
and sweet pastries
• Government employees selected juice, fresh fruit
and sweet pastries
While consumers may alter their breakfast selections from day
to day, it is interesting to note that the top five items chosen
across segments are all items that can be consumed
on the go. This suggests that workplace employees routinely
need breakfast offerings that allow them to continue with their
daily tasks while satisfying their morning hunger.
Consumer Favored
Breakfast Items
Limited Time Offers - Breakfast
Further evidence to support these findings was also realized through research regarding Sodexo promotional menu items. Upon analysis
of the data, limited time offers that fell on the “Indulgent” branch of the market structure resulted in higher purchase likelihood scores.
• “New York Deli Breakfast Sandwich” - 76% purchase likelihood
• “Strawberry Pancake Rollup” - 74% purchase likelihood
• “Sausage and Eggs in a Blanket” - 68% purchase likelihood
• “West Coast Breakfast Wrap” - 64% purchase likelihood
Menu items that did not resonate as well among consumers included items with non-traditional breakfast ingredients including a “Pulled
Pork and Potato Breakfast Bowl” and “Strawberry Rhubarb Whole Wheat Pancakes.”
BREAKFAST SPECIFIC SEGMENTS
CORPORATE
Breakfast Sandwich Bagel & Cream Cheese
16 oz.
Drip Coffee Starbucks™
Fresh Fruit
16 oz.
Cappuccino Starbucks™
HEALTHCARE
Breakfast Sandwich Bagel & Cream Cheese Juice Premium
16 oz.
Cappuccino Starbucks™
Sweet Pastry
GOVERNMENT
Breakfast Sandwich Bagel & Cream Cheese Juice Premium Fresh Fruit Sweet Pastry

1BREAKFAST

A steaming cup of quality coffee is so much more than simply
a beverage or even a jolt of caffeine. Its rich scent, warmth, and
deep, full flavor have the power to make or break both human
emotions and the workday experience.
Many coffee drinkers view their morning cups as small but
meaningful escapes from reality that serve contrasting,
yet equally important, needs: to wake up and calm down.
Sometimes consumed with food, but typically enjoyed on its
own, coffee invigorates the body and recalibrates the mind.
Prior to drinking that craved cup, most people feel fatigued
and stressed. As they begin to sip their coffees, these negative
emotions tend to melt away, replaced by feelings of relaxation,
tranquility, and indulgence. When the last drop has been downed
and the day has officially begun, coffee drinkers are satisfied,
energized, and ready to tackle their responsibilities. The act of
drinking coffee, therefore, is a ritual – even a meditation – that
catalyzes confidence, clarity, and productivity.
Recognizing the significance of coffee in daily life gives
employers a unique opportunity to cater to employee well-being
with premium and consistent products. Coffee shops are popular
choices and formidable competitors. However, leveraging proven
statistics and listening to the voice of the consumer is the
perfect way to put the café back in cafeteria.
2 WORKPLACE
FOOD INSIGHTS
Hot
Beverages

Sodexo’s comprehensive research studies show that, at the present
time, the typical workplace does not provide coffee experiences on
par with consumer expectations. Just over one in three sees the
cafeteria as the ideal place to purchase coffee and approximately
one in five actually buys coffee from their workplace.
As frequent guests of fine coffee houses, consumers are
accustomed to a variety of beverage options, exceptional customer
service, and convenience. In addition to traditional coffee, they
expect to find high-quality espressos, a choice selection of teas,
and other hot and iced specialty beverages. Every cup must be
made with care, as a single disappointing coffee experience can
derail the day and stop them from ever returning.
Delve Deeper to
Understand Your
Employees
A Well-Crafted Drink
A well-crafted drink menu is just the beginning of what
is desired. The magic is in the details, as everything
from quality cups/mugs, drive-thrus, the availability of
gift cards, tasty snacks, and attentive baristas keeps
them coming back. Coffee houses give their customers
more for their money, as well as the highly coveted
personal touch that almost everyone appreciates.
COFFEE SHOP
62%
WHERE IS COFFEE
PURCHASED?
*FSR = Food Service Restaurant
CAFETERIA
19%
SOMEWHERE ELSE
6%
FSR*
13%
Coffee Habit
Habit is another substantial factor behind loyalty to
certain shops. Once they have discovered a place that
offers first-rate hot beverages and is conveniently
located on their way to work, coffee drinkers grow
comfortable and unmotivated to search elsewhere.
Workplace Coffee
The workplace, however, has one clear
advantage over coffee shops: location.
Despite this, coffee is purchased
from the latter much more often. The
reasons many people snub workplace
options include inconsistent or poor
quality of coffee, as well as prices they
deem unreasonable. They also take
issue with the less-than-appetizing
food items found in many cafeterias.
Even though only one in five people
purchase food with their coffee, simply
knowing wholesome and delicious
snacks are available impacts their
perception of an establishment.

2HOTBEVERAGES
I want my experience to be:
Pampering, comforting,
relaxing, satisfying, luxurious,
clean, professional and
comfortable. I am looking
for smooth, luxurious, tasty
beverages and maybe some
unique options.

Dissatisfaction with cafeterias creates a prime opportunity for companies
to revise their approach to this service, as well as to fill in coffee shop
gaps. Overhauling the menu, emphasizing atmosphere, and minding the
details are the keys to attracting satisfied and loyal employees.
The first step employers must take is to amplify the quality of their
beverages and snacks while maintaining competitive prices. Coffee and
all other products should be fresh, delectable, and consistently available.
Paper cups should be chosen over those made of Styrofoam, as they make
a better impression. A coffee prep station stocked with napkins, stirrers,
and premium condiments also steps it up. This should include a variety of
powdered flavoring (vanilla, nutmeg, cinnamon, and cocoa), sweeteners
(honey, sugar, raw sugar, and artificial sweeteners), and milk products
(cream, skim milk, half and half, and flavored creamer).
Deliver What
Consumers
Want

More than Just Beverages
A small number of people actually purchase food with their beverages, but,
nonetheless, the importance of food remains. Provide healthy choices with access to
nutritional information, as well as smaller, snack-sized items. Inspire spontaneous
purchases with suggestions of mouthwatering food and beverage pairings. Offer
daily or weekly “combo” specials with a coffee drink and snack at a reduced price.
Hello, How are You Today?
The occasion to impress does not end there, as delivery is just as important as taste
and selection. Ensure that friendly and engaging baristas make drinks by hand and
that lines are short and move quickly and efficiently. This is an integral component
of the “escape” that coffee drinkers crave. Employers must enhance the daily coffee
ritual with supreme service in order to be seen as an invaluable resource.
It’s the Little Things
Offering perks like loyalty programs, gift cards, and merchandise for sale is a big
draw. People appreciate being treated to free drinks and / or food items every once
in a while as thanks for their business. Workplaces can even save their employers
an extra trip by offering gift cards and gift items (mugs, thermoses, hot chocolate
mixes) as great go-to presents for family and friends.
Ethical Coffee
A small, but increasingly vocal, group is passionate about purchasing ethical
coffee. This is a niche market found mostly in upscale cities and facilities of higher
education. Coffee categorized as ethical tends to be expensive, and most people
are more concerned with taste and price. If serving such a product is not an option,
satiate the consumer need to be socially responsible by allowing small-scale
donations to be made through purchases.
Technology
High-tech handling of payments also goes a long way. Guarantee that your
guests can use credit cards, smartphones, and prepaid cards when making their
purchases. This simple but impactful amenity lends to the sophisticated feel of an
establishment, as well as to an atmosphere of convenience.
Environment
Ambience is another means to outshine competitors. Set the stage for employees
to congregate by creating an environment that is beautiful, relaxed, spacious, and
uncluttered. Fill it with tangible niceties like earth-tone colors, plush seating, hardwood
or tile flooring, and interesting reading materials. Focus on the intangible as well, with
unobstructed views of food, soothing background music, free Wi-Fi, and natural lighting.

Mornings are the veritable coffee rush hour. Most hurriedly swing by their
coffee shops, pick up their drinks (most often a regular coffee, either black or
with cream and / or sugar), and immediately leave. In fact, 79% spend less
than ten minutes at their place of purchase.
Buying coffee at the office instead of during a commute saves precious time.
Just over half of consumers purchase a cup on their way to work. For those
who don’t make a pit stop while en route to the office, mornings are still
prime time, since nearly one in five buys coffee during the early hours.
Time It Right

Make It Happen
The journey to crafting the ultimate coffee experience is multifaceted. Its layers are comprised
of an in-depth comprehension of consumer needs, statistically proven methods for meeting
those needs, and doing so at the most strategic times. Leverage this knowledge to infuse
both your workplace cafeteria and employees’ day-to-day routines with energy. Be the choice
location for a daily coffee getaway. Utilize the ritual to elevate your business.
2HOTBEVERAGES
As mornings are the chief “rev me up” coffee occasions, cafeterias with early hours will entice
more employees to stop by and maybe even sit down, unwind, and read a newspaper. Most will
choose to enjoy their coffee in solitude to de-stress and prepare for the day. Some, however, will
use the extra time the cafeteria provides to catch up with friends. These are luxuries they cannot
afford when frequenting outside coffee shops and ones that transform cafeterias from blasé to
booming.
Midday and evening are less popular times to purchase coffee with only one in four purchasing
after lunch. These afternoon and evening buyers often view coffee as a way to reward themselves
with a revitalizing treat while coping with the stresses of the workday. Though small in numbers,
these guests should still be catered to through later cafeteria hours.
WHEN IS COFFEE
PURCHASED?
ON THE WAY
TO WORK
56%
DURING THE
MORNING
19%
IN THE
AFTERNOON
15% AT LUNCH
4%
ON THE WAY
HOME
6%

While lunch does not garner the distinction
of the “most important meal of the day”,
insights have shown this daypart is one
where consumers crave a wide variety of
choices, from sit-down indulgent menu items,
to on-the-go functional consumption. The
workplace café has the unique ability to not
only provide a lunchtime meal to satisfy
hunger, but also to assist consumers in
getting a quick bite to relax and recharge
during the workday, and be a familiar place to
try new flavors and ingredients.
To gain understanding of the consumer
needs during lunch, Sodexo has conducted
studies exploring the workplace lunch market
structure, promotional menu items and
customer satisfaction drivers.
3 WORKPLACE
FOOD INSIGHTS
Lunch

Top Level Market Structure
In the highest level of the market structure, a consumer’s first order of
differentiation is between “packaged snack goods” and all other items.
Thereafter, “healthy meal options” distinguish a second level of differentiation
as consumers perceive these items as a distinct category of options.
Lunch Market Structure
Methodology
In August 2013, Sodexo conducted research to identify the lunchtime market structure for the workplace café. During the
study, each participant was presented with high resolution images, an item description, and an item price for lunch menu items.
Participants were then asked to create a lunchtime meal (from ten on-screen menu items) that they would purchase. This exercise
was repeated 16 times for each participant, with a different combination of items for each round. The product selection shown to
consumers consisted of presently offered menu items from the following categories: Grill, Pizza, Salad Bar, Snacks, Packaged Goods,
Cold Beverage, Hot Beverage, Soup, Take Away, Action, Entrée, and Deli.
Market Structure Value
The choices that a consumer makes through the market structure tree can change on a daily basis due to internal and external
factors; however, the assembly of the market structure will remain constant regardless of the consumer’s daily decision. Therefore,
the lunch market structure provides a strategic blueprint for consumer choices in the cafeteria by identifying the
categories that compete with one another, as well as menu items that are highly substitutable or interchangeable.
LUNCH
!
MEAL
OPTIONS
PACKAGED
HEALTHY
/ LIGHTER INDULGENT

3LUNCH

PACKAGED SNACKS BRANCH
Consumers make a choice between
a salty or sweet snack including
mainstream and specialty bagged salty
snacks. Sweet snacks include pastries,
cereal bars, cookies and candy.
Analysis of the lower branches of the market structure reveals the following findings:
Secondary Market Structure
PACKAGED
SNACKS
Specialty
Bagged
Salty Snack
Main Stream
Bagged
Salty Snack
SALTY
SNACKS
!
!
!
! !
Impulse
Chocolate
Bar /
Chewy
Candy
Oreo™
Pack of 6 /
Chips Ahoy™
CookieKellogg’s®
Special K™
Cereal Bar
Sweet
Pastry
SWEET
SNACKS

HEALTHY BRANCH
Differentiation between “Grab and Go”
options and “Sit Down” alternatives exist
within this structure. “Grab and Go”
includes premade salads and sandwiches,
while within the “Sit Down” branch of the
tree consumers make a further distinction
between cold and primarily vegetable
menu items or hot menu items that
include protein.
HEALTHY /
LIGHTER BRANCH
GRAB
& GO
!
Grilled Chicken
Sandwich
Premade
Wrap
Premade
Salad
!
! !
!
Healthy
Entrée
Soup
Fish
Entrée
Made-To -Order
Salad
Fruit
Pot
Salad
Bar
SIT
DOWN
COLD /
VEGGIE
HOT WITH
MEAT
!
3LUNCH

!
!!
!!
Substitutions
Upon further analysis of the menu items within the lunch market structure, areas can also be
observed where foodservice operators may consider items to be substitutable, but consumers
do not, indicating a more refined consumer need state.
• While consumers feel that a pizza slice and a personal pan pizza are substitutable
items, a pizza slice and a flatbread pizza are not items that a consumer sees as highly
substitutable.
• Likewise, consumers see specialty sandwiches as substitutable with hot grill items such
as a premium cheeseburger. However, other items at the deli station, such as a signature
or core sandwich, are not seen as highly substitutable.
INDULGENT
Traditional
Light Yogurt
Greek Yogurt
QUICK
REFUEL
HEARTY
COMFORT
Personal
Pan Pizza
Specialty
Sandwich
Chicken
Tenders
Angus
Premium
Burger
Pizza SliceCheeseburger
!
Analysis of the lower branches of the market structure reveals the following findings:
Secondary Market Structure
INDULGENT BRANCH
The largest of all of the branches in the adults at work
lunch market structure tree is the “Indulgent Branch.”
Within this branch, we observe how consumers
differentiate their lunch options into “Quick Refuel”,
“Hearty Comfort”, and “Traditional Staples.”

!
!
!
!
!
!
!
SandwichFrench
Fries
Signature
Sandwich
Core
Sandwich
Flatbread
Pizza
Cheese
Quesadilla
Dessert
Pot
Pasta
Entrée
Meatloaf
Entrée
!
The “Quick Refuel” branch identified that consumers
felt that yogurt is a viable menu offering for a quick
lunch or a fulfilling side selection.
Within “Hearty Comfort”, we see that the menu items
in this category consist of hot offerings.
“Traditional Staples” contains a mixture of menu items
from today’s grill, deli, pizza, and action stations.
TRADITIONAL
STAPLES
3LUNCH

Beverages Branch
In addition to food offerings, common lunch beverage options
were also tested. The first level of distinction a consumer
makes when choosing a lunch beverage is the choice between
a hot or cold beverage.
• In the “Hot Beverage” category, consumers choose from
two Starbucks™
branded beverage options as well as a
generic drip coffee.
• In the “Cold Beverage” branch of the beverage tree,
consumers make a differentiation between “Carbonated”
and “Non-Carbonated” beverage choices.
While consumers willingly substitute bottle and fountain
carbonated beverages, it is interesting to note that within
“Non-Carbonated” beverages consumers are more apt to
substitute a premium juice product, such as a Snapple™
beverage, for an enhanced water option than they are to
substitute a basic bottled water if an enhanced water option
is not available to them.
BEVERAGE
TREE STRUCTURE
!
16 oz.
Cappuccino
Starbucks®
16 oz. Drip
Starbucks®
16 oz. Drip
Coffee
!
!
HOT
BEVERAGE
Bottled
Carbonated
Beverage
Fountain
Beverage
!
!
!
!
Enhanced /
Flavored
Water
Premium
Juice
Water
Premium
Iced Tea
COLD
BEVERAGE
CARBONATED
NON-
CARBONATED

Promotions and Limited Time Offers
In a July 2013 survey of adults at work regarding workplace menu item
barriers, 63% of consumers stated they are willing to try new
menu items in the workplace cafeteria due to it being a familiar
and low-cost option to explore new tastes and ingredients. In addition,
various Sodexo studies have found that consumers have increased
purchase likelihood for menu items that follow today’s food
trends including ethnic, spicy, and elevated comfort foods.
To encourage consumers to try a new menu item, operators
should do as much as possible to lower the risk of trial including
offering an introductory low price or providing samples. In addition,
operators can display point-of-sale advertising focused on the
new menu items as well as pairing menu items with a familiar side.
Above all else, in order to entice consumers, the menu item must be
appealing to all senses in advertising and presentation.
LUNCH
1 2 3 4 5
CORPORATE
Personal Pan Pizza Grilled Chicken Sandwich Salad Bar Wrap Salad
HEALTHCARE
Salad Bar Grilled Chicken Sandwich Fountain Beverage Fruit Cup
Bottled Carbonated
Beverage
GOVERNMENT
Pizza Slice Personal Pizza Wrap 16 oz. Drip Starbucks™
16 oz. Drip Coffee
57%
61%59%
Consumer Top Menu Choices
Within Corporate, Health Care, and Government divisions, consumers show different preferences for their top menu items.
Corporate and Health Care employees mostly chose a variety of items from the “Healthy” branch of the market structure,
including the salad bar, a grilled chicken sandwich, and a fruit pot; while Government employees see lunch as a more functional
need state with four of the top five menu items consisting of pizza and coffee. Notably, a majority of top menu choices can
be consumed “on the go” indicating a greater need for quick options, including quick energy choices.
For the Fall 2013 promotional series, “Close to Home,” menu items
such as a “Grilled Chipotle Chicken Fajita Wrap,” “Four Cheese Creamy
Mac and Cheese” and a “Spicy Chicken Po Boy” received high consumer
purchase likelihood ratings prior to deployment as well as above
average sales once available for purchase.

During 2014, Sodexo collected responses from 142,101 adults
at work consumers across Corporate, Health Care, Government
and Education. Predictive analysis was performed to identify key
attributes consumers place importance on when determining their
satisfaction and, if changed, which variables would have the largest
predicted impact on an outcome of interest, and how much change
it would produce.
Consumer
Satisfaction
DRIVERS: Adult Food
0.00 0.05 0.10 0.015 0.20 0.25 0.30 0.35
0.10
0.11
0.13
0.14
0.14
0.14
0.14
0.15
0.16
0.16
0.19
0.21
0.23
0.23
0.25
0.25
0.34
0.34
Breakfast
Deli
Portions
Salad Bar
Pizza-Italian
Soup
To-Go
Temperature
Grill
Healthy Options
Food Promotions
Balanced Meal
Value
Quality of Ingredients
Appearance
Quality of Hot Entrées
Daily Variety
Taste
Food Satisfaction
Upon examination of the drivers of food satisfaction, it was found that
improvement of “Food Taste” and “Daily Variety” would provide the
most positive impact for overall food satisfaction scores.
Experience Satisfaction
While the taste and variety of food is of high importance, consumers are
also are looking for a quality environment and experience when visiting
their workplace café. In order to increase experience satisfaction,
improvement within the areas of “Means to Report Feedback” and
“Special Events Menus” would provide the most positive impact.

QUALITY OF
HOT ENTREES
QUALITY
OF
INGREDIENTS
PORTIONS
BREAK-
FAST
TO - GO
SOUP
SALAD
BAR
GRILL
DELI
VALUE
TASTE
TEMPERATURE
OVERALL
SATISFACTION
DAILY VARIETY
BALANCED
MEAL
HEALTHY
OPTIONS
FOOD
PROMOTIONS
PIZZA -
ITALIAN
APPEARANCE
Relationship Map
From review of the Bayes Net Structural
Relationships Map, we can easily view conditional
dependencies and relationships of various
satisfaction attributes.
Food Relationships
• In order to achieve high scores on “Food Taste”,
the attributes of “Quality of Hot Entrées”,
“Quality of Ingredients” and “Appearance” all
must be rated high as well.
• Likewise, “Daily Variety” is impacted by
consumer satisfaction with “Food Promotions”,
“Healthy Options” and “Balanced Meal.”

DRIVERS: Adult Experience
Means to Report Feedback 0.35
0.400.00 0.05 0.10 0.015 0.20 0.25 0.30 0.35
0.32
0.27
0.25
0.24
0.22
0.21
0.19
0.19
0.18
0.18
0.16
0.15
Special Event Menus
Atmosphere
Speed of Service
Availability of Information
Clear Signage
Knowledge of Staff
Environmental Initiatives
Friendliness of Service
Cleanliness
Hours
Speed of Checkout
Friendliness of Staff

HOURS
FRIENDLINESS
OF STAFF
FRIENDLINESS
OF SERVICE
KNOWLEDGE
OF STAFF
SPEED OF
SERVICE
SPEED OF
CHECKOUT
CLEANLINESS
ENVIRONMENTAL
INITIATIVES
MEANS
TO REPORT
FEEDBACK
AVAILABILITY
OF
INFORMATION
CLEAR
SIGNAGE
ATMOSPHERE
SPECIAL EVENT
MENUS
OVERALL
SATISFACTION
Relationship Map (continued)
Experience Relationships
• “Means to Report Feedback” is impacted by
the attributes “Availability of Information” and
“Environmental Initiatives”, and shares a direct
relationship with “Special Events Menus”.
• Special Events Menus”, is driven by the attributes
“Atmosphere” and “Availability of Information”.

Through analysis of Sodexo’s annual customer
satisfaction survey, Sodexo has affirmed
that overall satisfaction within the
workplace cafeteria is driven by a multitude
of attributes for adults at work consumers,
one of which being value. With value top of
mind, Sodexo instituted an internal team to
assess pricing throughout Sodexo units in order
to execute a consumer driven systematic
approach to price adjustments. As part of
this assessment process, Sodexo conducted a
variety of focused pricing studies to gain a better
understanding of consumer price sensitivity
including a discrete choice study and multiple
Van Westerndorp pricing studies.
4 WORKPLACE
FOOD INSIGHTS
Menu
Pricing

Methodology
In August 2013, Sodexo partnered with an industry leading
marketing technology company to conduct primary pricing research
regarding price sensitivity of adults at work in a workplace café.
• The research sample consisted of 1,138 adults at work who had
access to a full-service workplace cafeteria and worked outside
of the home three or more days a week within a corporate,
healthcare, or government building.
• During the course of the study, respondents were presented with
six to ten various on-screen menu items and asked to select
what they would purchase to make up a single meal if these
options were available to them in their café.
• Menu items included 17 of Sodexo’s most popular breakfast
items and 44 lunch items including main dishes, beverages,
sides, and snack offerings.
In order to simulate real-world market realities, healthcare employees
saw different price points for menu items included in the choice sets
than corporate and government employees were exposed to.
Discrete
Choice Pricing
Research
Key Findings
The result of this study yielded that demand at both lunch and breakfast is relatively inelastic to consumers indicating
that Sodexo could potentially increase current prices with minimal impact on volume and positive impact on revenue. In addition
to this overall finding, the pricing studies also allowed for the creation of a simulation tool that allows Sodexo to input possible
price adjustments and determine the overall impact. Using this simulation tool, Sodexo was able to derive the following findings:
• With the exception of grill item pricing increases, raising prices on individual items and overall key
categories (e.g., beverages, snacks) did not decrease café visits. In the grill category, price increases of
cheeseburger, grilled chicken and french fries represent the greatest loss of relative volume share.
• Relatively low pricing sensitivity exists among corporate employees. In simulation, price increases did
result in unit volume decreases; however, these changes in volume were offset by increased revenue.
• Increasing prices on take away items had little impact on total café sales or revenue.
• Harmonizing the price points of key center plate has a minimal impact on overall main units sold.
• Raising the price of all cold beverages has the potential to substantially increase beverage revenue in
total with lower price increases only resulting in slight tamping of drinks sold.

4MENUPRICING
With Sodexo’s commitment to identifying the correct menu
item pricing to both satisfy consumers and foodservice
operators, Van Westerndorp pricing studies have been
performed for promotional menu items as well as Sodexo
signature brand limited time menu offerings. These studies
were conducted through Sodexo’s proprietary online consumer
panel of adults at work to determine a range of price points
which consumers in a workplace café would find acceptable.
Van Westerndorp
Pricing Research
Methodology
During the administration of the Van Westerndorp pricing
studies, survey participants were presented with a
number of menu items and were asked four key questions
regarding each item individually to derive an optimal price
point that would garner the greatest number of purchasers
as well as a range of acceptable prices.
$8.09
$6.43
$7.00
$2.91
$5.00
$4.83
$4.00
RANGE OF
ACCEPTABLE
PRICES
$4 - $7
Signature Brands
Findings from the Van Westerndorp pricing study for Sodexo’s signature
brands limited time offers indicated that consumers find a range of
$3.07 to $7.93 acceptable for items within snacks, sandwiches, salads,
grill items, and entrées, with optimal prices ranging from $4.26 to
$5.54. Basic offerings such as “Queso and Chips” from Salsa Rico
or a “Chef Salad” from Simply To Go commanded the lowest prices
overall. However, menu items that aligned with consumer food trends
or seasonality commanded the highest optimal prices including “Steak
Tacos with an Avocado Corn Salsa” from Salsa Rico, and “Buffalo Chicken
Personal Pizza” from Pandini’s.
Further analysis of the results also found that, psychologically, it is
difficult for consumers to separate like offerings in a marketplace,
and will often price these similar items according to pricing
they have been exposed to. The greatest example of this was found
when consumers were asked to price 12-inch sub sandwiches from
SubConnection®
. All subs priced in a range of $4 to $7 with an optimal
price of $5, reminiscent of the Subway™
Corporations sandwich pricing
which has been heavily marketed to consumers over the past decade.
Key Findings
Basic
Results of the Van Westerndorp pricing study for promotional
items found that consumers find a range from $2.25 to $6.99
acceptable for basic offerings including grill, sandwiches, salads
and entrees, with optimal prices ranging from $2.99 to $5.03. As
expected, consumers are willing to pay the most for entrée items
followed by grill, salad, and then wraps and sandwiches.
Premium
When testing premium offerings, consumers gave an acceptable
range that was a bit higher than basic offerings in the same
categories, from $2.52 to $7.00, with optimal prices ranging
from $3.01 to $5.04. Like basic offerings, entrée items
commanded the highest optimal price, followed by salads and
sandwiches.
Healthy
Interestingly, when polled regarding healthy items, consumers’
top price point was lower than that of premium offerings falling
from $2.68 to $6.19 with optimal prices ranging from $3.25 to
a low $4.19, indicating that while consumers state they are
looking to eat healthier, they may not be willing to pay a
premium for healthy offerings. As in other categories, entrées
priced the highest, followed by salads, grill and sandwiches.
$ TOO CHEAP
At what price would you consider this menu item to be so
inexpensive that you would doubt its quality?
$$ GOOD VALUE
At what price would you consider this menu item to be a good
value for the money?
$$$ EXPENSIVE
At what price would you consider this menu item to be getting
expensive but you would still consider purchasing it?
$$$$ TOO EXPENSIVE
At what price would you consider this menu item to be so
expensive you would not consider buying it?
$$$$ TOO EXPENSIVE
$ TOO CHEAP
$$ GOOD VALUE
$$$ EXPENSIVE
OPTIMAL PRICE
Bavarian Pretzel Melt - 12” ham, Swiss cheese,
mustard and pickles on a Pretzel Sub Roll

The insights that have been gained through these various pricing studies have
been implemented within Sodexo North America through a pricing calculator
that is available to Sodexo general and unit managers. This calculator
identifies the optimal pricing for each identified offering needing a price
adjustment, taking into consideration the particular details of the location
(including current pricing). This strategy ensures any updates are reflective
of the present levels, and Sodexo continues to offer value to our consumers.
Some of the insights implemented within the pricing calculator include:
Deployment of
Pricing Studies

4MENUPRICING
• PRICE LADDERING - With the new product lines, we offer premium products at a higher price point,
while still providing value-oriented options. This approach provides a true choice to Sodexo consumers.
• PRICE HARMONIZATION - Where sensible, we have harmonized price points within the same category
to offer a limited number of different price points. This is proven to make it easier for consumers to
make purchasing decisions.
• PRICE ROUNDING - Following pricing best practices, we are rounding all retail prices to the 9’s.
This also supports simplification for the consumer as prices are more easily comparable.

Health and wellness continues to be
important for consumers as they make
mindful decisions about how to eat, drink
and live. During April and May 2014,
Sodexo conducted a study with over
100 consumers who are regular users
of a workplace cafeteria to ascertain
the importance of healthy eating, what
consumers perceive to be healthy eating,
and how labelling, menu items and other
messaging communicates “healthy.”
5 WORKPLACE
FOOD INSIGHTS
Health &
Wellness

Health is important to consumers; with nearly 80% stating
that eating healthy is “extremely” or “very important” to
them. Most consumers want to eat healthy because it’s
simply the right thing to do for one’s body to live a longer,
higher quality of life. Younger consumers (18-35) tend to rate
the importance higher indicating a mindset shift that is likely
only the beginning of a long trend toward healthier eating.
Top health concerns that adults at work would like to address
with healthy eating options during the workday include:
• Energy for increased alertness and
performance during the day to
maximize effectiveness
• Proactive health support for overall
health and longer lifespan
• Options to avoid toxins, pesticides
and allergens that negatively impact
overall feelings of wellness
• Weight management for physical and
mental wellness
• Mental acuity for sharpness and
thoughtful contributions at work
Healthy Eating in
the Workplace

5Health&Wellness
Healthy Eating Cues
Health Claims
Label claims, packaging design, taglines, menu boards and other product cues all help to communicate the overall healthful position of
a food or beverage, and often are communicated to represent a solution for a specific health problem or disease state. Most consumers
understand what benefits the claims will provide: fiber is good for digestion, vitamins help support immune health and protein is an
energy source. However, the health benefits of some ingredients or claims are not as clear. These claims (all natural, organic,
free-range eggs, etc.) tend to be accepted by consumers as healthy without full appreciation for the impact on the body.
Simplicity
Consumers respond most strongly to the simple nutrition of whole foods, specifically recognizing vegetables and fruits as being
most pertinent to a healthy diet. The uncomplicated truth of the benefits provided by vegetables and fruits can serve as a backdrop
to the kind of transparency of benefits and information consumers are looking for in a healthy workplace menu. Also,
consumers want to know what is included in the food through nutrition labels and ingredient lists including any claims such as no
chemicals or pesticides, whole foods (100% juice, whole grain), natural or all natural offerings, lean meats and contains no trans-fat.

A factor analysis was conducted regarding healthy eating cues to identify how they are mathematically
related. This analysis revealed five categories shown in conjunction with the top priority cues below. By
leveraging these elements through education, messaging, menu items and packaging, Sodexo could
increase purchase likelihood from consumers looking for a meal to satisfy health and wellness needs.
1
2
3
4
5
PROACTIVE HEALTH MANAGEMENT
FOOD AND LABEL CONTENT
HEART / WEIGHT HEALTH
GENERAL PRINCIPLES
RESPONSIBLE EATING
Contains vegetables
and fruits
100% Juice
Vitamins / minerals
Antioxidants
Omega-3
Nutrition label / ingredient
information
No chemicals or pesticides
Natural / all natural
No artificial
ingredients
No additives
No trans-fat
Whole grain
Heart health
High fiber
Lean meats
Low fat
Protein
Low calorie
Part of a healthy diet
Balanced diet
Niche Impact Cues
Free range eggs
Vegan / vegetarian

Ease of Healthy Eating
Eating healthy is not always easy for consumers to do during the work day,
with a little over half (51%) finding it only “somewhat” to “not at all” easy.
Most attempt to eat healthy, and find they gravitate toward healthy options,
but encounter challenges along the way.
In the Workplace
Consumers identified the workplace cafeteria as a good source of healthy
options, second only to brown-bagging. Therefore, consumers look for
a wide variety of good tasting and affordable options in their cafés,
which should be clearly defined as healthy via menu boards, packaging and
claims. Offering samples and tasting opportunities with the introduction
of new menu items can help overcome concerns about the taste of
healthy offerings. In addition, to generate confidence and trust, information
throughout the workplace cafeteria should be transparent about ingredients
and food preparation, and enhanced with educational messaging around the
specific benefits of foods.
Through the Day
45% of consumers indicate breakfast is the meal where they most often make
healthy food choices, compared to 22% for lunch and 25% for dinner, making
morning the time when consumers are most consistent with eating healthy.
• Offering healthy breakfast options starts the day off right for consumers,
and cafeteria diners are often consciously looking for lighter options at
this time of day to help satiate and fuel without weighing them down.
• Consumers are less mindful of healthy choices later in the day. They
believe that high-fat, fried, processed or artificial foods are not healthy
options, but some still see these foods as comforting and good tasting.
• Dinner and evening snacks are the occasions when consumers are most
likely to indulge. After a long day, consumers feel they have earned a
flavorful and satisfying meal and evening treats are often a reward.
Some are Cyclists
Backslide the rest of the day and continue to indulge and eat less healthy as a part
of a more emotional cycle of guilt and reward.
Many C’est La Vie
Do their best but allow themselves small, indulgent rewards
and don’t view them as negative.
Predominant Reactions
Toward Indulgent Eating
Most Balance Out the Indulgence and
Get Back on Track
Overcompensates through the rest of the day by eating less, better, or exercising.
5Health&Wellness
Lack of planning and a
stronger urge to indulge
are frequent struggles as
the day progresses, which
creates an opportunity for
Sodexo to offer meals to-go
for dinnertime and evening
treats to help consumers
stay on track with healthful
eating after hours.

Work-Life Balance
In addition to eating healthy, other components such as work-life balance contributes to overall
wellness. In a September 2013 Sodexo survey regarding consumer work life balance, a majority of
consumers (76%) responded that they have “some” or a “good” amount of control over their work-life
balance, although many would like to find more time for themselves and more non-work activities.
• 41% of consumers feel that their work and life is balanced currently
• 29% spend more time on work and their non-work life is suffering
• 20% feel they are self-sacrificing to meet all of their work and non-work obligations
When probed regarding goals to achieve a better work-life balance, not surprisingly, more consumers
cited personal goals as opposed to work related activities.
• 60% would like to find more time for themselves
• 46% look towards devoting more time to non-work activities
Many consumers try to leave work at a specific time and / or work a flexible schedule in order to
achieve a work-life balance. However, one in three still battle obstacles such as excessive
workloads, being overcommitted at home / work, feeling responsible to do the work
themselves, and long work hours.
Support Systems
In order to overcome these hurdles, consumers feel they need a support system to assist them.
However, when asked about their current support system, only 38% of consumers stated that they
have some type of support system in place, and 48% responded they do not have one, but
desire to. While some consumers are looking for support regarding work commitments, other helpful
services aimed at reducing their personal duties (such as dry cleaning, auto maintenance, homework
assistance and meal preparation) are also of interest, as these services will allow consumers to make
better use of their personal time and aid in achieving a more desirable work-life balance.
Wellness

“I would like to have more
time to spend alone. Just
more time to do nothing
but relax and unwind. The
only way I get more me
time is if I leave work early
or take a sick day.”
“I feel OK, but I feel that it can
be improved. I want to spend
less time at work and more time
outside of work…I don’t want
work to be my life, but that’s
what it feels like right now.”
5Health&Wellness

“My work schedule gets in the way;
it is just too busy to get to the gym
sometimes.”
“Time is the big thing that is
getting in my way. I work long
hours so it is hard to do anything
to get to goals like I would like to.”

Goals
In addition to work-life balance, fitness and exercise are key components to a
consumer’s overall health and wellness. In a 2013 survey regarding fitness, the
following goals were identified by consumers:
• 74% have a general fitness goal of “getting into better shape”
• 57% are looking to improve their health
• 55% are looking to lose weight
• 52% want to tone muscles
In order to achieve these goals, 4 out of 5 are trying to eat a healthier diet and
50% “passively” work out (parking their car further away or taking the stairs).
However, while 64% of consumers actively work out, 3 out of 4 only devote 4
hours or less of their week to fitness and exercise.
Struggles and Solutions
Much like struggles with work-life balance, consumers feel as if they don’t have
the time or are too tired after completing their work duties to devote time to
fitness. Because of this struggle between wanting to get in better shape and not
feeling as if they have the time or the energy to do so, over half of consumers
would welcome a fitness and exercise support system to help keep them
on track and encourage them to work toward their fitness goals. In addition to a
support system, consumers also showed interest in employer-sponsored fitness
activities during work hours which would allow them to complete their fitness
needs for the day before feeling too fatigued to do so.
Fitness and
Exercise
5Health&Wellness

Workplace snacking occasions have been increasing over
time. IRI research has shown that the percentage of
consumers snacking three to four times a day increased
from 24% in 2009 to 43% in 2012. According to the
NPD Group, two out of three peak snacking times occur
during the workday:
• Peak morning snacking occurs around 9am
• Peak mid-afternoon snacking occurs around 2pm.
However, while a majority of snacking occurs during
working hours, sourcing snacks from non-workplace
locations continues to rise. When probed, many
consumers respond that their workplace cafeteria
is not satisfying their snacking need.
6 WORKPLACE
FOOD INSIGHTS
Snacking

Through exploratory research, it was found that
daytime snacking is performed by consumers to
satisfy one of three possible need states:
• RE-ENERGIZE – By the mid-afternoon,
many adults indicated that they feel tired
and consume a snack to re-energize, often
times selecting a healthy snack such as
fresh fruit or vegetables.
• TAKE A BREAK – Consumers often
need to step away from their workplace
environment and use a snack to achieve the
needed break. Many prefer to go outside
for “fresh air.” When returning to their work,
they feel refreshed and ready to return to
their next task.
• REDUCE STRESS – During stressful times
in the workplace, employees may rely on
a snack to help relieve stress and decrease
tension. Often times, employees will
consume more indulgent type snacks such
as chips or cookies.
Snacking Need
States
DAILY SNACK FREQUENCY - 2009 v 2012
SNACKING
2009
SEVEN +
0%
THREE - FOUR
24%
ONE - TWO
69%
NONE
3%
FIVE - SIX
3%
SNACKING
2012
THREE - FOUR
43%
ONE - TWO
49%
SEVEN+
2%FIVE - SIX
6%
NONE
0%

Sometimes I just
need to get out of
the workplace for
15 minutes and get
some fresh air.
6SNACKING

While the workplace cafeteria provides the most convenient location
to source midday snacks, consumers are more likely to bring snacks
from home or leave the workplace to purchase their desired snack.
Snack Sourcing
From Home Snacking
Pros
In a study regarding from home snack sourcing, it was found that consumers
“brown bag” snacks for two main reasons:
1. Consumers that are health conscious or have dietary restrictions will bring
a snack that fits their requirements and; therefore, eliminate the risk of
not finding an appropriate snack within their café.
2. At home sourcing is the most efficient option in regard to time and cost.
At home sourcing allows consumers to take advantage of bulk purchasing
which not only reduces snacking costs, but also allows consumers to plan
several days of snacks at once. In addition, consumers gain efficiencies
by having their snack accessible within their workspace.
Cons
While snacking from home has numerous benefits, consumers also noted some
downfalls. Consumers that snack from home often consume their snack at their
desk, and while this may provide them the extra energy needed to make it through
their daily tasks, it does not provide a true break. In addition, pre-planned
snacks can become inflexible for the consumer if they crave a different item not
prepare for. Other challenges include storage and / or preparation at the workplace
as well as the need to transport the snack from home.
“It is less expensive to bring snacks to work and it is
good to know that they are healthier snacks and drinks.”
“It costs less than buying at work which saves me
money & I get exactly the type of foods I want.”

Non-Workplace Snacking
A survey of consumers that leave the workplace to purchase afternoon snacks at least semi-
weekly found that the motivation to leave the workplace to snack is less about the
snack itself, and more about the chance to take a break. During workday stresses, many
consumers need a change of scenery and “a dose of fresh air.” Exiting the workplace to source a
snack provides the employee a change of pace and the ability to mentally re-energize.
However, a dichotomy exists when consumers explore leaving work to purchase a snack: while the
employee desires a temporary exodus from the workplace, they are also faced with restrictions
including time, costs and snacking options. Sourcing snacks outside of the workplace often
requires the employee to go off-site, losing valuable working time. In addition, going
off-site introduces external factors that need to be overcome including traffic and the weather.
When faced with these challenges, many consumers may find that they do not have the time
available, or the desire to go off-site, leaving them with the option of sourcing their snack from
the workplace or foregoing their snacking occasion.
6SNACKING
Typically in the afternoon
I will go to purchase an
afternoon snack, as this
is more relaxing. You will
see less tension and a
more relaxed person. This
is good for clearing my
head from the business
of the work place.

While sourcing snacks from the workplace provides
employees with the most convenient option, there are a
number of barriers that need to be overcome before the
workplace will be their desired snacking source.
Barriers to At
Work Snacking
Purchases

Variety
The largest barrier to workplace snack purchasing is lack of variety. Consumers feel their workplace café does not offer the items they desired
including healthy snacks and a variety of beverages. Consumers today are looking for more than the traditional vending machine offerings of
unhealthy snacks with little to no nutritional value. When polled about their desired snacking choices, a majority of consumers listed healthy
items (including fresh fruits, protein bars, nuts, cheese, and yogurt) as well as a full-service coffee bar and wide beverage selection.
Quality
When snack items are available for purchase in the workplace café, many consumers feel that the options available are a lower quality product
for a higher price. Whole fruits and vegetables available for purchase are often perceived to be less fresh than when purchased from an outside
vendor, and other prepared snacks appeared to consumers to be stale, over processed, or near spoilage. Even when the product is in peak
condition, consumers sometimes see portion sizes provided in relation to the cost not reasonable.
Availability
One of the more difficult barriers to overcome, from a foodservice provider’s standpoint, is the lack of available snacks due to the workplace
café’s operating hours. While operators may not be able to extend their hours, they can often overcome this challenge in unique ways,
including offering snack items during regular business hours and utilizing POS materials to encourage consumers to purchase for upcoming
snacking occasions. In addition, operators can work with vending suppliers to ensure that vending machines are available to purchase from at all
times, and optimize snacking options to satisfy on-site employee snacking preferences.
Escape
The final barrier that consumers identified was that on-site purchasing and consumption did not provide the escape that many crave during
their workday. Workplace cafés can be uninviting locations, providing uncomfortable seating areas and leaving employees to battle crowds and
noise. To attract consumers who may be seeking a break from the workplace, operators should consider creating an atmosphere that allows
employees to feel like they have exited the workplace, such as creating a comfortable seating area away from the crowds and noise of daily
workplace activities, ideally including an outdoor seating option for employees to enjoy their purchases.
6SNACKING
BARRIERS TO
PURCHASE A SNACK IN
AN ON-SITE CAFETERIA
1. Higher Prices for Lower Value
2. Lack of Healthy Options
3. Limited Accessibility
4. Poor Quality
5. Lack of Variety & Poor Selection
6. Lack of “Escape” & Relaxing Ambience

Today’s consumers show a growing interest in
understanding how the companies they do business
with positively influence their community. They also
have ever increasing access to corporate information,
and a greater awareness of issues being faced locally
and globally. In a December 2014 survey of 146 adults
at work, 69% indicated that it is “very” or “extremely”
important that a workplace cafeteria have a strong sense
of corporate social responsibility. When asked to define
CSR, responses included:
• COMPANIES CONDUCTING THEIR BUSINESS
ETHICALLY
• GIVING BACK TO THE LOCAL COMMUNITY
• BEING ENVIRONMENTALLY CONSCIOUS THROUGH
RECYCLING AND OTHER “GREEN” ACTIVITIES
• TAKING CARE OF OTHERS THAT THE BUSINESS
WORKS WITH DIRECTLY INCLUDING EMPLOYEES
AND CUSTOMERS
7 WORKPLACE
FOOD INSIGHTS
Corporate
Social
Responsibility

Corporate Social Responsibility
Be Honest
It is important that corporations are socially
responsible in a genuine manner. When a
company states they actively engage in corporate
social responsibility, but do not provide any evidence of
such activities, consumer perception can be negatively
impacted. This can be seen in negative social media
and can directly impact sales.
TAKING CARE OF THOSE THE
BUSINESS WORKS WITH
DIRECTLY - EMPLOYEES &
CUSTOMERS
“Genuine care for the
employees and patrons.”
GIVING BACK TO THE
COMMUNITY
“To give back to the community, by
donating time, money or both. And
sometimes building something for
the community, like a playground
or a swimming pool.”
CONDUCTING BUSINESS
ETHICALLY
“Doing what is right and taking
actions for your mistakes.”
BEING ENVIRONMENTALLY
CONSCIOUS THROUGH
RECYCLING AND OTHER
“GREEN” ACTIVITIES
“Enthusiastic about the cause of
environmental protection.”

7CORPORATESOCIAL
RESPONSIBILITY
In a 2014 Sodexo survey, 23% of consumers expect their workplace café to
participate in some sort of community involvement. In addition, one in five
states this involvement has the power to drive their purchases.
• 51% of consumers, who feel corporate social responsibility is “especially
important”, cited volunteering as the most impactful community activity.
• Other impactful community activities include monetary contribution
to various causes, making a commitment to a particular cause, and
sponsoring a local event.
Community
Involvement
To Be Expected
While a majority of consumers identify positively with large
corporate social programs, such as Target’s 5% local community
giveback program, consumers expect companies of all
sizes to participate in CSR. In community giveback research
conducted by Sodexo in July 2013, consumers stated that they
expect local, regional, and national companies to all be involved
in the community, as each level can bring something unique
(local companies can be more “hands on” whereas regional
and national companies can provide more funding / give larger
monetary donations).
How would you like to see
a local business involved
in your community?
Total
CSR
Very / Extremely Important
(n = 101)
Employees volunteering (e.g., soup kitchens) 43% 51%
Contributing to many different causes 40% 47%
Ongoing commitment to a particular cause 38% 46%
Sponsoring a local event (e.g., a race) 38% 45%
Giving non-cash gifts (e.g., playground equipment) 38% 42%
Sponsoring a local building / park / etc.
which has the business name attached to it
33% 36%
Giving cash (e.g., to charities, schools) 29% 34%
Anonymous donations / sponsorships 25% 31%
Other 0% 0%
None of the above 2% 0%
Consumers
expect companies
of all sizes to
participate in CSR.

One way that foodservice providers can show corporate
social responsibility is through their sourcing of
products. In particular, consumers show a keen interest
in sourcing of local and sustainable products.
Foodservice &
Corporate Social
Responsibility
Local Products
In a September 2013 consumer survey regarding local and sustainable
products, 71% felt they had a good understanding of what “local” meant,
with 65% indicating they had purchased local in the recent past. While most
consumers defined “local” as products that are grown, raised or produced in
close proximity, the proximity that qualifies as “local” varies.
What Proximity Qualifies as Local?
27% - REGIONAL
32% - STATE-WIDE
41% - COMMUNITY
This ambiguity makes incorporating local products as part of a foodservice
providers’ CSR program complicated with a product meeting the qualifications
as “local” for one consumer, but not another.
Purchasing Factors
While 78% of consumers see local as an important factor to consider
when making a purchasing decision (and one in three consumers
believes that purchasing local is better for the environment, economy, local
community, and the consumer’s health), selection, price and quality remain
top of mind. Consumers expect to pay a premium for local products, and are
willing to accept this premium when the quality of the item is superior or the
purchase benefits the local community. However, consumers still feel that
local items need to remain competitive against like products within
the marketplace, and will often purchase non-local when they feel the price
is not reasonable or the quality does not justify the premium.

7CORPORATESOCIAL
RESPONSIBILITY
BELIEVE TO BE TRUE ABOUT
PURCHASING SUSTAINABLE PRODUCTS
Better for the environment 50%
Better for my health 39%
Reduced footprint 36%
Benefits local community’s health 28%
Items are fresher 28%
It is sometimes difficult to know if items are sustainable 26%
Benefits the local economy 26%
Better quality for the price 26%
Requires paying a premium 23%
Better value 18%
Sustainable Products
Sustainable products are most often defined by consumers as:
• Having minimal impact on the environment
• Not depleting natural resources
• Being reusable, recyclable or long lasting
• Being “natural”
In the weeks preceding a September 2013 survey regarding local
and sustainable products, 61% of consumers indicated they had
purchased a sustainable item including household goods, paper
products, cleaning supplies and food. Almost identical to “local”
items, 75% felt the sustainability of a product is very or
somewhat important when making a purchasing decision.
However, they are least likely to compromise on quality
or price when buying a product or service relative to other
considerations. Consumers are most willing to purchase
sustainable products when:
• The price is reasonable
• Quality is high
• The purchase of the product has environmental benefits
• The product positively impacts the consumers’ health
Education
While consumers are favorable to sustainable products,
they are often confused about what qualifies as sustainable.
Because of this confusion, educating the consumer
regarding a product’s sustainable status, as well as the
benefits the product offers, can positively impact the
consumer perception. This positive impact was seen through
a study, conducted in May 2014, regarding the use of white
non-sustainable napkins vs. brown sustainable napkins in a
workplace café. Prior to educating the consumer regarding the
sustainability of the product, 50% felt
the brown napkin was more sustainable
and only 27% had a more positive
perception of the café for the use of
brown napkins. However, after educating
the consumer regarding the benefits,
75% felt the brown napkins were the
more sustainable product and 57%
had a more positive perception of their
workplace café.

While there are a number of branding guidelines
publically available to marketers and foodservice
operators, many of these publications focus on
commercial establishments which consumers do not
visit on a daily basis, unlike their workplace café. From
March 2013 to September 2014, Sodexo conducted
numerous research activities regarding workplace
cafeteria promotions as well as point-of-sale marketing
and branding materials. Through these activities a
general theme evolved among adults at work in regards
to what appeals to them, and drives their purchase
likelihood, within a workplace café environment.
8 WORKPLACE
FOOD INSIGHTS
Promotion
& Brand
Insights

Promotions
Sodexo produces three promotional cycles a year for
deployment in Campus, Health Care, and Corporate accounts.
Each of the promotional series is developed through analysis
of consumer trends and includes a promotion name, theme
and imagery. An average of three promotional ideas per series
is tested among adults at work consumers to determine what
resonates best among Sodexo’s potential customer base.
Consumer Preferred
Consumers consistently rate workplace café promotional
themes that represent the season and food trends
positively. For the September – December 2013 promotion
cycle, the top two themes, rated at 77% and 75% appeal,
incorporated food trends (ethnic menu items and hybrid
bakery) as well as traditional seasonal activities (holiday
celebrations).
Research activities regarding various point-of-sale
materials routinely show that consumers prefer artwork
incorporating large images of food as well as clear, easy-
to-read text. For the Summer 2014 promotional cycle, three
different sample point-of-sale posters were tested among
members of Sodexo’s adults at work consumer panel.
Consumers rated option “C” highest in appeal (75%),
appropriateness (81%) and purchase influence (69%). When
asked for further details, consumers stated they chose option
“C” because of the clear, easy-to-read text and large images of
food. This preference was resonated throughout other imagery
research including the Spring 2013 “Taste Of” promotion with
the winning artwork prominently showcasing a selected menu
item, and the Fall 2014 “Enjoy” artwork featuring large, bold
food imagery and fonts.
Promotional
Themes and Point
of Sale Imagery
C
A
B

8PROMOTION&
BRANDINSIGHTS
“The Close to Home theme feels familiar
and warm. It symbolizes caring”
“It would be nice to have hot home-cooked
food at work that I wouldn’t have to make
and bring with me”

Brand Names and Logos
Creation of a brand includes the need to make decisions regarding naming, positioning, partnerships
and social media presence.
Brand Names
When a brand is to be deployed in a workplace café, Sodexo research has found that consumers prefer
the brand’s name to be outwardly representative of the position and offerings. One example
of this consumer sentiment was shown through the results of a study regarding the renaming of a
brand that offered sandwiches and salads in a bistro-like setting. Over the course of three surveys, ten
different names were tested against the brand’s position. The names that scored highest incorporated
the word “bistro” including “The Corner Bistro” at 76% and “Savory Bistro” at 49% appeal. Names that
scored lowest were non-descriptive regarding the brand’s position including neologisms. Consumers
expressed confusion in non-descriptive names as observed by the low ratings for tested names:
• “Naschen”- 6% appeal
• “Zistro” - 16% appeal
• “Züm” - 26% appeal
Brand Logos
Consumers show preference for subtle incorporation of the brand’s position within a logo. Even
unprompted, consumers make a distinct connection between a brand’s position and logo options, and
rate logos that align with the position higher. In Sodexo’s testing of logos for a healthy vending machine,
69% of consumers favored the logo that incorporated an apple into the letter “O” (found within the brand
name, “Opt Healthy”), representing the healthy position of the brand. Likewise, in selecting a logo for
Sodexo’s new micromarket, “Lounge 12”, 67% of consumers preferred the logo that incorporated a clock
design, making the connection that consumers could purchase items “around the clock.”
Brand Endorsements
To increase excitement about a brand, many companies will form advertising partnerships with
celebrities or athletes. In addition, some brands have ventured into creating brand role models from
average citizens that have gained success through the use of their product. While this has proven to be
successful for many national brands, Sodexo has found that adults at work feel celebrity chefs are a
much better fit to endorse non-commercial food stations and / or signature brand offerings
over athletes or other celebrities. Consumers feel that celebrity chefs are knowledgeable and
trustworthy about food offerings above and beyond other celebrities.
Branding
89%
58%
52%
31%
22%
12%
9%other
Social Media Presence
Social media has become a force that is ever present in the lives
of today’s consumers, and should be an area of focus to gain
and maintain a loyal customer base for an executed brand. In
May 2014, Sodexo performed a study regarding social media
participation and activity among adults at work. Study results
showed that 89% have a social media presence on Facebook,
followed by 58% on Twitter, and 52% on LinkedIn (Pinterest and
Instagram have fewer participants at 31% and 22% respectively).

8
Trust in Media
While a large number of consumers have an
account on one or more social media platforms,
many consumers also have inherent trust
issues with social media. In order to overcome
these trust issues, brands should become thought
leaders within their marketspace, and
communicate this leadership through posting
reputable information, including research-
based articles and fact-driven postings.
Channel Utilization
Facebook
• Sharing images
• Links to articles
• Longer posts
• Recipes
• Posts that inspire conversation and discussion
Twitter
• Sharing quick tips
• Funny / witty tweets
• Links to articles (more infrequently than Facebook)
• Images (also more infrequently than Facebook)
Pinterest
• Sharing recipes
• Sharing tips / routines (wellness)
• Inspirational quotes / images
Utilization
Brands should also be selective with the information they
communicate based on the social media platform.
While posts that inspire conversation and discussion are
appropriate for Facebook, platforms such as Twitter or
Pinterest do not lend themselves to these types of posts
and can confuse or frustrate readers. Consumers feel that
Facebook is the most versatile platform allowing a brand to
conduct a majority of their social media activities including
sharing images, linking to articles, longer posts, recipes, and
posts that inspire conversation and discussion.
PROMOTION&
BRANDINSIGHTS

Workplace catering services have traditionally focused on
providing functional menu items to accommodate a variety
of meeting types. This emphasis on functional food has often
resulted in satisfying basic hunger needs, but leaving attendees
overall dissatisfied.
In an August 2014 study of adults at work that frequently
have catering served to them at their place of work, over
30% indicated low satisfaction with cold and / or hot
catering selections. Likewise, there is increasing evidence that
workplace catering services do not meet consumer needs
in providing healthy, seasonal, allergen-free, or vegetarian meals.
In addition, many consumers cite their on-site catering poorly
executes distribution, set-up, and maintenance of food items,
leading decision makers to use outside catering vendors when
desiring a quality experience. Against the backdrop of these
comments, we will explore on-site catering options that meet the
demands of today’s workforce.
9 WORKPLACE
FOOD INSIGHTS
Meeting
Management

Sodexo research found that 53% of employees attend more than
one catered meeting a month. Of these catered events, executive
and client meetings have the highest rates of catering, and when
the meeting runs over lunch, 75% of catering decision makers rated
catering to be “very” or “extremely” important.
Executive and client meetings are more often catered to impress
external clients and provide meal service to highly ranked employees.
However, catering satisfaction rates run at a modest 64% by
meeting attendees, indicating improvements are needed for hot and
cold menu items, snacks and beverages.
• Hot menu items have a 61% satisfaction rating due to limited
offering range, high costs and inadequate delivery service.
• Cold menu items are rated at a higher 69% satisfaction, but
encounter the same limitations with options and quality verses price.
Premium Catering
Offerings

Type Of Event
Catering Is:
Extremely / Very Important
Catering
Provided
DECISION MAKER ATTENDEE ALL / MOST OF THE TIME
Client / Executive All-Day Meeting 75% 85% 70%
Client / Executive Lunch 75% 76% 54%
Client / Executive Meeting
(not over lunch)
59% 40% 33%
Vendor / Supplier Meeting 48% 42% 38%
Internal Holiday Party 65% 77% 68%
Event Celebration 57% 57% 40%
All-Day Training Event 72% 79% 58%
Internal Meeting Over Lunch 65% 63% 41%
Monthly / Quarterly
Internal Communication Meeting
57% 34% 32%
Longer, Internal Meeting
(not over lunch)
55% 35% 29%
Any Quick Internal Meeting 47% 20% 16%
Catering Decision Maker, n = 99 - 124 Meeting Attendee, n = 59 - 119
Premium Offering
When an executive or client meeting falls over a traditional mealtime, a variety of premium
hot and cold menu items should be provided. Premium menu offerings should showcase
the foodservice provider’s range of abilities including made-to-order and customizable options to
meet the needs of attendees with dietary preferences and restrictions. Within the product range,
operators should take consideration to include menu items that allow meeting attendees to
continue their flow of conversation during consumption.
Delivery and Set Up
In addition to providing a more premium menu assortment, operators must also ensure that the
delivery service is exceptional to meet consumer needs. Delivery service must be conducted
with minimal disruption to the meeting in progress and distribute items at the peak of
freshness. Hot and cold menu items should be delivered at optimal temperate, and remain so
during the duration of the meal. To complete the premium experience, the delivery service should
also provide the option of dinnerware, silverware, and cloth napkins to attendees.
Snacks and Beverages
When client or executive meetings do not occur over a mealtime, blue ribbon snacks and
beverages can assist in keeping attendees engaged as well as provide the premium overtone.
Snacks that will provide the greatest impact include a variety of in-season fresh fruit, freshly
baked pastries and desserts, gourmet cheeses and yogurt or parfaits. Beverage services
should include the traditional offerings of sodas and bottled water, but also provide the options of
fresh juices and high-end coffee offerings including made-to-order espresso beverages.
9MEETING
MANAGEMENT

48% of mid-sized internal meetings conducted over mealtimes are provided with
catering services. In addition, 40% of mid-sized internal meetings conducted outside
of lunch are routinely catered. While catering services for employee meetings do
not require the supremacy of offerings that a client or executive meeting craves,
satisfaction ratings remain lackluster.
• 56% of consumers are satisfied with beverage and snack services
• 64% of consumers satisfied with lunch menu items
Due to company budget constraints, many consumers cited not being provided with
complimentary food or beverage services during meetings; however, internal meetings
that run over mealtimes should include catering services out of courtesy and respect.
Basic Catering
Offerings

When longer internal meetings are conducted, but do not fall during a mealtime, basic snacks and beverages should be
provided to keep attendees alert and engaged. Basic snacks should include healthy options such as nuts, fresh fruits, and
granola bars. Basic beverages including bottled waters, juices and carbonated soft drinks should also be made available.
Healthy Meals & Services
Healthy meals that provide energy are the most sought after by consumers, with overindulgent meals leaving attendees
feeling overfull and fatigued. Offering menu items that allow mobility of attendees provides the additional benefit of continued
collaboration during the meal increasing meeting productivity. Much like premium catering services, delivery service should
ensure minimal disruption while still providing optimal meal freshness and temperature. Basic offerings need not include the
option of dinnerware / silverware to attendees.
9MEETING
MANAGEMENT

Event celebration catering rated at 62% satisfaction with research
finding that a majority of special events are likely to be
outsourced due to limited offerings from workplace catering.
In order to meet expectations, premium catering options should
include the following:
• Ability to provide services incorporating the season, holiday, or
theme of the celebration (i.e. Hawaiian foods for luau themed
retirement party).
• Provide on-site baking of dessert items including the ability to
create custom designed personalize cakes.
• Option to serve alcoholic beverages for celebrations.
Special Event
Catering
Additional Catering Services
In addition to traditional catering services, consumers show interest in a variety
of possible add-on services. Services that were rated as most desirable were ones
that would help speed up and simplify the ordering process and / or provide
easy access or customization.
A PRE-ORDER SYSTEM OF BULK OPTIONS,
SUCH AS DELI TRAYS OR LARGE SALADS
Decision Makers - 69%; Consumers - 59%
A PROGRAM THAT STORES YOUR PREVIOUS
ORDERS / PREFERENCES FOR FUTURE ORDERING
AN AUTOMATED COFFEE MACHINE WITH
CUSTOMIZABLE OPTIONS IN THE MEETING ROOM
A MINI BEVERAGE COOLER IN THE MEETING ROOM
Catering Menu
The ideal catering menu should consist of:
• Organized and easy-to-read text.
• Clear professionally photographed food images that are
true to the final product, as consumers use food images
to get an idea of what the offering looks like.
• Menu offerings grouped according to their daypart as
well as their offering type (beverage, snack, entrée, etc.).
• A legend with symbols to designate certain menu item
features and display these symbols at the menu item
level for offerings that meet the criteria.
If a specific category of dietary specific offerings is plentiful
enough, a separate menu showcasing all of the offerings could be
created, such as a healthy menu or a gluten-free menu.
Vending Machines
The option of vending machines in the meeting
room to dispense single or bulk snack items
was rated low by both decision makers and
attendees, indicating this should not be
considered as a catering option.
ABILITY FOR ATTENDEES TO PRE-ORDER THEIR
MEAL WITH CUSTOMIZATIONS WHILE THE
COMPANY PAID FOR THE CATERING PROVIDED

Type Of Event
Interest in Premium
Catering Options
Extremely / Very Important
DECISION MAKER ATTENDEE
Pre-order, select your meal when the company is paying
(customizable meals such as ordering from Jimmy John’s®
or Panera Bread®
)
72% 71%
Pre-order System
(bulk options such as deli trays, large salads, etc. that you order ahead of time)
69% 59%
Automated coffee machine with customizable
options in the meeting room
68% 56%
A program that stores your previous orders/preferences
for future ordering
(e.g., any allergies, your favorite sandwich)
67% 41%
Mini beverage cooler in the meeting room 64% 53%
Pre-order, select your meal, with small groups where individuals pay
(customizable meals such as ordering from Jimmy John’s®
or Panera Bread®
)
58% 57%
Vending machine in the meeting room that
dispenses single packaged items
38% 24%
Vending machine in the meeting room that
dispenses bulk snack options
36% 21%
Catering Decision Maker, n = 129 Meeting Attendee, n = 133
9MEETING
MANAGEMENT

Studies Cited in
this Publication:
BREAKFAST
• Adults at Work Discrete Choice, Sodexo, September 2014
• Promotional Menu Items - Quantitative Study, Sodexo, December 2014
HOT BEVERAGES
• Coffee Diary - Qualitative Study, Sodexo, June 2013
• Ethical / Socially Conscious Coffee - Quantitative Study, Sodexo, June 2013
• Ideal Coffee Experience - Quantitative Study, Sodexo, June 2013
• Signature Brand Usage Evaluation - Qualitative Study, Sodexo, June 2013
• Premium Coffee Experience - Quantitative Study, Sodexo, June 2013
• Understanding Workplace Coffee Occasions - Quantitative Study, Sodexo, July 2013
• Hot Beverage Ideation - Qualitative Study, Sodexo, March 2014
• Exploring Premium Coffee Experience - Qualitative Study, Sodexo, September 2013
LUNCH
• Adults at Work Discrete Choice, Sodexo, September 2014
• Promotional Menu Items - Quantitative Study, Sodexo, December 2014
• Barriers to Trying New Menu Items - Quantitative Study, Sodexo, July 2013
• Signature vs National Brands - Quantitative Study, Sodexo, May 2013
• Celebrity Chef Report - Quantitative Study, Sodexo, September 2014
• Limited Time Offers Insight - Quantitative Study, Sodexo, February 2014
MENU PRICING
• Adults at Work Discrete Choice - Quantitative Study, Sodexo, September 2014
• Pricing Overview, Sodexo, November 2014
• Fall Menu Items Van Westendorp, Sodexo, July 2013
• Signature Menu Items Van Westendorp, Sodexo, June 2014
HEALTH & WELLNESS
• Health and Wellness Quarterly Exploration - Quantitative Study, Sodexo, June 2014
• Mindful Point-Of-Sale - Quantitative Study, Sodexo, September 2014
• Mindful Exploration - Quantitative Study, Sodexo, September 2013
• Health and Wellness Consumer Preference - Quantitative Study, Sodexo, March 2014

SNACKING
• At Work Snacking Report - Quantitative Study, Sodexo, April 2013
CORPORATE SOCIAL RESPONSIBILITY
• Sustainability and Local Products - Quantitative Study, Sodexo, September 2013
• Workplace Sustainable Napkins - Quantitative Study, Sodexo, May 2014
• Understanding Community - Quantitative Study, Sodexo, July 2013
PROMOTION & BRAND INSIGHTS
• Zebi Naming - Quantitative Study, Sodexo, July 2013
• Understanding Community - Quantitative Study, Sodexo, July 2013
• Social Media Report - Quantitative Study, Sodexo, May 2014
• Micromarket Logo - Quantitative Study, Sodexo, January 2014
• Fall Promotional Themes - Quantitative Study, Sodexo, April 2013
• Close to Home Artwork - Quantitative Study, Sodexo, February 2014
• Americana Artwork - Quantitative Study, Sodexo, August 2013
• Taste Of Artwork - Quantitative Study, Sodexo, August 2013
• Corner Bistro Rename - Quantitative Study, Sodexo, February 2014
MEETING MANAGEMENT
• Catering in the Corporate Environment - Quantitative Study, Sodexo, August 2014

2015 Workplace Food Insights

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