Classic flavours continue to see steady demand due to their versatility – a strategy that now shapes how Singapore’s Oishi Manufacturing partners brands to maximise flavour potential.
In 2022, the firm pivoted towards a more streamlined OEM-focused business model, helping it secure larger accounts such as Shake Shack.
“There’s more versatility with plain flavours like vanilla, chocolate, or strawberry. You can make many things from vanilla, such as chocolate chip vanilla, strawberries and cream, or cookies and cream,” said Oishi co-owner Shamsa van Keulen.
The company said this preference for versatile base flavours is reflected consistently across its sales data, which suggest that the demand for classic flavours remain largely the same across Singapore and Asia.
Oishi produces around 10,000 litres of ice cream or liquid soft serve per day, yielding up to 20,000 litres of ready to eat ice cream depending on grade. It also churns out up to 2,000 kg per day of waffle, cone, pancake or soft serve powdered premixes.
“From our perspective, emerging flavour trends are generally less relevant because volume is still driven by core flavours rather than short-term fads,” said co-owner Erik van Keulen.
“For example, when bubble tea became extremely popular, we did not create entirely new bubble tea-inspired ice cream ranges. Instead, we focused on supplying traditional ice cream flavours such as vanilla or chocolate that operators could incorporate into limited-time offers or bubble tea-based menu items.”
This approach allows restaurant chains to introduce unique menu items while balancing creativity with operational efficiency and cost.
Cost is ultimately a key driver of purchase decisions, which is why health-focused formulations or seasonal trending flavours don’t always see stable demand compared to classics.
Trend-led and health-focused desserts carry rejection risk
Unconventional offerings tend to carry a higher risk of consumer rejection and food waste.
“Consumers might not be willing to pay more for something unfamiliar. That risk of rejection translates into higher food costs and potential losses. So a lot of restaurants prefer to play it safe,” said co-owner Erik van Keulen.
“You can use different types of vanilla beans or vary the chocolate content, but at the end of the day, it’s still recognisably chocolate or vanilla. Customers are less likely to hesitate when they see familiar flavours on the menu, especially if they’re paying a premium price. I think that’s fairly universal around the world.
“Certain markets may lean more heavily towards specific flavours, particularly in Europe, but overall, the trend is similar. Even with products like lava cakes, the traditional chocolate version remains more popular than flavours like matcha or pistachio. Consumers still gravitate towards familiar classics.”
The firm noted there has also been a push towards healthier or better-for-you alternatives – such as non-dairy, vegan, or lower sugar formulations – but these have not yet gained enough traction to drive significant sales.
“There is demand from a certain group of consumers looking for healthier options and we do offer them. But one challenge is that vegan ice cream, for example, often requires alternative bases such as coconut or cashew, which increases production costs and makes the products more expensive,” said Erik.
“In many cases, consumers are not willing to pay the higher prices. A local vegan brand may end up priced similarly to premium brands like Häagen-Dazs, and consumers may perceive that as too expensive. So while the trend exists, it is not yet large enough to drive substantial volumes.”
Desserts ultimately rely on familiarity and enjoyment
The firm emphasises that the business is ultimately about ensuring consumers enjoy what is delivered to them.
“Variety is the spice of life and people always want to have choices. But when you go into that shop and you want to guarantee your experience, you will always go for something that you know,” said Shamsa.
“Consumer choice is fuelled by very basic things and you need to understand the psyche behind that. Let’s say I know this ice cream has got around x number of calories and I know I’ll get the most satisfaction out of this flavour and also it doesn’t hurt my pocket.”
She added that the firm aims to stay agile and flexible so that it responds well to market demand. Ultimately, the key is how much demand there is for a product because that determines the cost effectiveness of the production process.
While localised flavours such as Thai milk tea and matcha remain consistently popular, they typically rank below core flavours like chocolate and vanilla in overall sales volumes, said Shamsa.
The firm has shifted away from offering an extensive catalogue of flavours – which used to number in the hundreds – to just around 20 core flavours in the catalogue.
“We are no longer trying to be all things to all people. Instead of ‘you want this flavour, we make it’, the conversation has shifted towards understanding what customers are trying to achieve and helping them get from A to B,” said Shamsa.
“That level of handholding and partnership has also led to a transition towards serving larger clients, particularly chain operations.”
The firm said it currently exports to regional markets including Malaysia, Thailand, Brunei, and previously Indonesia.
By next year, it hopes to focus more on products that are less temperature-sensitive for export, which include ambient products such as waffle and baking premixes.
The firm also noted that there is continued value in the “Made in Singapore” label, which is associated with quality assurance and regulatory compliance, helping to reinforce consumer and business confidence in exported products.
