.jpeg)
The merger of Marfrig and Brasil Foods (BRF), completed in 2025, became one of the biggest transformations in Brazil’s meat industry in recent years. Marfrig’s strong position in the beef sector was combined with BRF’s expertise in pork and poultry production, creating a new global player — MBRF.
Today, the combined company’s products are present in 117 countries, and its goal is not simply to increase international sales, but to adapt products as precisely as possible to the needs of individual markets.
For this reason, MBRF is placing increasing emphasis on the concept of “glocal” — global + local, combining global scale with a deep understanding of local consumers.
From an Idea to 100 kg of Test Product
One of the centres of this work is MBRF’s innovation complex in Jundiaí, São Paulo state.
At its core is a small-scale production line where marketing, innovation and R&D teams can manufacture limited test batches of future products — around 100 kg at a time.
This makes it possible to check at an early stage whether a concept works in practice: whether the product has the desired texture, flavour and technological characteristics, and whether it is worth developing further.
At the initial stage, specialists primarily assess basic parameters such as pH, texture, protein content and other technological characteristics. Microbiological testing is carried out at later stages of development.
At the same time, only a small share of concepts make it all the way from an idea to the retail shelf. According to specialists at the centre, around 14 out of 15 attempts are discontinued at an early stage if the result fails to meet expectations or requires changes that are too extensive.
Innovation Centre Adds Beef as a New Focus
The innovation centre in Jundiaí has been operating since 2013. Its construction cost around BRL 58 million — more than $11 million.
The 12,000 m² complex includes pilot production facilities, laboratories, sensory evaluation areas, consumer behaviour research tools and other R&D capabilities.
Initially, most of the work focused on new poultry and pork products, reflecting BRF’s specialisation.
Following the merger with Marfrig, the team gained a new area of focus — developing snacks, ready meals and other products using beef.
The practical integration of the two companies is still ongoing. In 2026, MBRF also introduced a new corporate identity in different shades of blue, which is gradually appearing across its production and innovation facilities.
117 Markets — 117 Different Sets of Expectations
In previous years, both Marfrig and BRF actively expanded their international presence through acquisitions and partnerships in promising markets.
These included the United States, China, Türkiye and Saudi Arabia.
However, the wider the company’s sales geography became, the more important it was to understand local consumer habits. A product that succeeds in one country will not necessarily perform equally well in another.
That is why MBRF aims, in the words of consumer research manager Patrícia Niizu, to be a “glocal company”: large enough to compete globally, but flexible enough to capture local trends.
Saudi Arabia: From “Snackification” to Jalapeño
One example of this approach is the Saudi Arabian market.
Over the past decade, the trend known as “snackification” has strengthened there, with consumers increasingly choosing small ready-to-eat or quick-to-prepare products instead of traditional full meals.
In response, MBRF created the Sadia Bites range — products that can be prepared in just a few minutes.
The team also analysed flavour trends in local restaurants. Popular directions included “Italian” flavours, while “Mexican” profiles were gaining popularity.
Based on these observations, the company developed a range of air-fryer products, Sadia Broasted Chicken Chunks, with flavours including “garlic and parmesan” and “jalapeño”.
Even Nuggets Need to Be Different for Different Countries
Adapting to local preferences is not limited to flavours or spices.
During sensory tests, MBRF specialists may compare several versions of products such as chicken nuggets at the same time, differing in:
- meat texture;
- crispiness of the coating;
- level of spiciness;
- coating composition;
- use of tapioca instead of wheat.
Each of these changes can be critically important for a particular market.
For this reason, MBRF’s global product strategy does not assume that a single recipe should work equally well in every country.
MBRF Also Works with International Fast-Food Chains
The company also cooperates with major international fast-food chains operating in Brazil, including McDonald’s.
In such projects, the MBRF team may contribute to the development of new products and recipe adaptation.
One example was a range of burgers created for the Brazilian market around the FIFA World Cup. Each burger represented one of the participating countries: for example, the version dedicated to Germany included sauerkraut.
“Glocality” Is About More Than Recipes
For MBRF, however, the local approach goes beyond adapting flavours.
Company CEO Miguel Gularte, speaking at the SIAVS exhibition in São Paulo on 4–6 August, stressed the importance of having a physical presence in key international markets and developing locally integrated production chains.
According to him, this model makes the business more resilient during geopolitical crises and disruptions to international logistics.
As an example, he cited the situation in the Middle East and the closure of the Strait of Hormuz. Despite logistical challenges, companies with Brazilian roots that had local production and supply capabilities were able to continue supplying food to the region.
Next Innovation Centre to Open in Saudi Arabia
Jundiaí remains MBRF’s main innovation hub, but the company is gradually expanding its R&D presence outside Brazil.
Local innovation teams are already operating in several strategic countries, while another specialised centre is planned for Jeddah, Saudi Arabia.
This approach is expected to allow the company to work even more closely with consumers, identify new trends more quickly and test products directly for specific regions.
Following the Marfrig-BRF merger, MBRF has therefore become significantly larger, but local adaptation is expected to remain one of the key tools for future growth. For a company whose products are sold in 117 markets, competition increasingly depends not only on production volumes and price, but also on the ability to understand exactly what consumers want in each individual country — from the texture of a nugget to the format of a ready meal.
foodagribusiness.world