Farmers rely on credible information to make decisions every day. The dairy checkoff follows the same approach so we can fulfill our mission of driving sales and building trust.
Your use of strategic intelligence may include watching milk prices, tracking production per cow, monitoring feed costs and keeping an eye on weather. You take that information and use it to decide what to do today and how to plan for tomorrow.
What we do at Dairy Management Inc. (DMI) is not very different.
Our team looks at what has happened in the past, what is happening right now and what is likely to happen in the future. And we do that across three areas: the market, the consumer and the broader world around us.
When you put those together, you start to get a clearer picture of where dairy fits today and where the biggest opportunities are going forward.
Strategic intelligence has not always been a centralized DMI function. For years, pieces of this work existed across the organization and were often used on an as-needed basis. But a few years ago, we brought it together into one dedicated team whose job is to gather, analyze and translate insights into action that can benefit the dairy value chain.
The decisions we help inform ultimately drive demand for your milk.
One of the biggest advantages of strategic intelligence is that it allows the industry to be proactive instead of reactive. Rather than waiting for trends to impact us, we can see them coming and adjust.
The biggest finding to share is there is a lot to be optimistic about. Dairy is in nearly every household in the U.S. and remains one of the most trusted food categories. More than half of consumers say dairy is relevant to them, meaning they see it as a product that fits their lives and one they want to keep buying.
That said, relevance is something you never should take for granted. Consumer preferences shift. New competitors enter the market. Eating habits evolve.
Strategic intelligence helps us stay connected to these changes so we can continue to earn our place in the shopping cart.
We generally organize our work into three key areas:
- Market and channel intelligence: This is the nuts and bolts of what is happening in the marketplace. What products are selling and where? What is happening at retail versus food service? This data helps us understand how dairy is performing and where there may be opportunities to grow.
- Trends and foresight: This is where we look beyond dairy. What is trending in health, lifestyle or technology? How might the way people eat change over the next three, five or 10 years? These insights help us anticipate where demand could go, not just where it is today.
- Consumer intelligence: This gets very specific about how people think and behave. What are they buying? How often are they shopping? What benefits are they looking for in their food? This helps ensure that when we talk about dairy or develop products, we speak directly to what consumers care about.
Of course, gathering information is only valuable if you use it.
That is where the real impact comes in. These insights are shared across the industry, from state and regional checkoff teams to cooperatives, processors and global food service partners. They help shape everything from marketing messages to research priorities.
For example, our research shows strong interest in protein, especially among younger consumers and active families. That insight helps guide how we talk about dairy’s nutritional benefits in campaigns, ensuring those messages align with what people are seeking in their diets.
In another case, we analyzed how and when consumers shop for dairy, including the growing role of quick trips and online ordering. That information helps retail partners and processors think differently about product placement, packaging and promotion so dairy stays visible and convenient.
We also use global intelligence to unlock new opportunities. When we study consumer preferences in international markets, such as how different cultures use cheese in meals, that insight helps partners tailor products to fit local tastes. Those decisions can lead to increased demand for U.S. dairy.
If there is one thing I hope you take away, it is this: Strategic intelligence is about discovering ways to build demand for your milk today and for the long term.
While you continue to focus on running your operation, we are working to help ensure there is a strong, growing market for the milk you produce.
Every decision we help inform is made with that goal in mind because the stronger we are at anticipating what is next, the better positioned dairy will be to grow.
This column was written by Gail Legaspi-Gaull, who is group executive vice president and head of strategic intelligence and planning for DMI. For information on how the checkoff is driving sales and building trust of dairy, visit the dairy checkoff website or reach us directly with an email.
Insights that grow dairy
Checkoff dollars support strategic intelligence work that helps Dairy Management Inc. strengthen dairy demand and build consumer trust.
The dairy checkoff tracks:
- Consumer trends
- Shopping habits
- Nutrition interests
- Retail and food service sales
- Emerging market opportunities
Those insights:
- Shape dairy marketing
- Guide product innovation
- Strengthen nutrition messaging
- Support retail and food service partnerships
- Identify growth opportunities in the U.S. and globally
The goal is to:
- Keep dairy relevant
- Build consumer trust
- Grow dairy sales
- Support a stronger market for farmers’ milk
Bottom line:
- Strategic intelligence helps the dairy checkoff make smarter decisions that benefit the entire dairy category and the farmers and importers who fund it.
