Brown and his colleagues felt that the company had a strong product line and value proposition, but they needed to get Beyond Meat into the regular diets of US consumers. So much depended on customer perceptions and behaviours. They needed to know what mattered most to their target market. It was clear that US consumers still wanted meat on their plates, but Beyond Meat wanted that meat to be plant-based. The future of Beyond Meat was bright, but key decisions needed to be made: Should the company stick with products like chicken nuggets, or would it be better to invest in R&D criteria like taste and texture? Should the company pursue a substitute product that would be indistinguishable from real meat from a taste, look, and feel perspective, or should it accept that consumers may not mistake a plant-based product for the real thing and aim to make Beyond Meat a component of complete meals? Would it be better to develop a marketing strategy limited to the products nutritional and health benefits? Or should the marketing strategy include ecological advantages related to climate change, following the guidelines of the Double Pyramid research? Finally, which markets should Beyond Meat target? Would it be better for the company to target vegetarians looking for better plant-based alternatives, or should it target meat eaters who might be convinced to try a different kind of meat? How might changing demographic demands factor into this?