I guess it must be healthy then

I love how at least once in every article discussing trans fat, the phrase “trans fat” is immediately preceded by the phrase “artery-clogging.” From the linked article:

About 400 locations nationwide that took part in a four-month test already have made the switch to a new blend of palm, soybean and cottonseed oils. That includes all restaurants in New York City and Philadelphia, which are forcing restaurants to phase out their use of artery-clogging trans fat.

As if all trans fats do is “clog arteries,” like that’s their sole purpose as an ingredient. Also, to what Tyler said, by framing trans fats as being “artery-clogging,” it makes it seem like the other fats being used must not be artery-clogging, and therefore healthy to consume.

If the trans fat bans and voluntary removals are so upsetting, why aren’t you calling for a return of the artificial colors that the FDA has banned?

If we can rely on the market and rationally self-interested participants to decide whether or cheaper and more enjoyable food is worth the health hazard, in the case of trans fats — then why not bring back FD&C Red No. 3?

spencer, food isn’t the only target of the health Nazis. See tobacco, asbestos, DDT, etc.

As you can see trans fat becomes more and more a big issue. One can observe steadily increasing health awareness in the society. A critical level is reached, where companies are forced to respond to this “new† health awareness. It is now so crucial that even food chains like Dunkin’ Donuts, with products known as the total opposite of healthy food, had to react on that.

Thanks to their strategic early warning system they are ahead of, not all but, some of their key competitors like Krispy Kreme Doughnuts Inc. Obviously the managers took efforts on gaining strategic information about changes in society and the relevant market.

So with reference to Ansoff and his concept of the weak signals the managers of Dunkin’ Donut evidently did a well job on constantly monitoring the market and preparing for possible changes, which could affect their business and quickly responding to consequences, at least faster than other competitors.
Spending four years in research for alternative oils reveals that. They understood that scanning the market for weak signals of any issue, here the changed awareness for healthy food, and react to them in a proper way can be important for their business in the future. Those signals can become strong ones and the issues which occur mostly in the macro world tend to have a bearing on the micro world as they attract more supporters. Thus they become more and more important. Consequently, Dunkin’ Donut was able to use it as a competitive advantage and communicated that to the market without loosing credibility. Particularly, they did not claim to produce healthy food. Since, the tightrope walk between credibility and satisfying changed customer needs is a very big challenge, especially in their industry.

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