Youbrand was especially important with rising inflation prompting more consumers to trade from premium brands. (See Exhibits 16 and 17 for more on allergen-free and animal-welfare issues.)As competitors raised their product standards, how should Applegate respond? Was it placing its bets in the right areas? In what new categories could it potentially carve leading positions? For example, should it introduce fresh poultry products and become a player in unprocessed meats? Should it aim to increase the organic share of its portfolio? U.S. sales of natural and organic food fall categories) increased 10% in 2020, but the growth rate had declined to 7.7% in 2021, an expected 6% in 2022, and a projected 4% in 2023. Should Applegate focus more on affordability in light of inflationary concerns or take a longer view towards future growth in natural, organic, and regeneratively produced meat? Should it consider acquisition opportunities to jump-start its next phase of growth？As they considered growth options, O'Connor arid his team referenced Hormel Foods's six strategic priorities: expand leadership in foodservice, protect ana grow core brands, aggressively develop global presence, amplify scale in snacking and entertainment, enhance growth: of ethnic and "food forward" portfolios, and continue the company's transformation. For Applegate, international expansion could open new sales opportunities and diversify its geographic risk, "but our products tend to have a shorter shelf life because we choose not to use preservatives, so that may ca a challenge," noted O Connor. He was more bullish about foodservice. We haven't had the resources historically to focus on this, but there's a huge opportunity in colleges and universities aria especially hospital networks because they love the cleaner product," he said. Just recently, Applegate hired its first foodservice brand manager.Yet, each discussion about growth returned to the problem of supply chain capacity, most of all in co-manufacturing, and especially tor organic products. "Building the farm network is difficult, but Stefan [Oellinger] can do it, said O'Connor. "The issue is that we need someone to make the product." One cause of the capacity shortage was a tight labor market and shifting preferences of workers. Some facilities that once tan long hours for six or seven days a week had reduced their operating time in order to retain employees who were no longer interested in extra hours, even for overtime pay. Should Applegate invest to build its own manufacturing capacity? What were the risks of such a significant change to its business model? If it went ahead, should Applegate own and operate the facility or work with a partner? How else might Applegate lock up manufacturing capacity?Finally, how could Applegate leverage its relationship with Hormel Foods to develop and capitalize on its future growth opportunities? Maintaining significant independence was a core tenet of Applegate's model and culture to date, and O'Connor was very wary of taking steps to violate that principle. On the other hand. Hormel Foods's capacity, expertise, and resources could make a huge difference in allowing Applagate to pursue new opportunities taster and at a greater scale. Should Connor propose deeper integration between the two? How would employees respond? Consumers? What growth strategy would best position Applegate to "change the meat we eat"?根据以上所有的内容对applegate进行SWOT analysis