Selected outcomes are illustrated in Figure 5-1, including institutional outcomes (e.g., increased company sales and profits for low-calorie and nutrient-dense or noncalorie beverages) and environmental outcomes (e.g., the increased availability and affordability of beverage products in smaller containers in retail outlets, restaurants, and schools). A variety of behavioral outcomes could be assessed, including whether a company’s use of its branded icon or logo to highlight the healthier choices for consumers has increased and whether company-specific market research demonstrates an increase in consumer purchases and consumer consumption of low-calorie and nutrient-dense beverages. It will also be important to assess changes in calorie intake attributed to sugar-sweetened beverages and the impact on young peoples’ diets and body mass index (BMI) levels. These changes can contribute to desirable health outcomes: reduced mean population BMI levels, a reduced prevalence of obesity among children and youth, and reduced rates of obesity-related morbidity.
Evidence of leadership and sustained commitment to childhood obesity prevention by multiple corporations in the various relevant sectors of industry is vital to achieving progress in obesity prevention. It is also important that the relationship between industry and the public health community be collaborative and not adversarial. Bringing the skill sets, the strengths, and the resources of both the public health sector and industry, as well as other stakeholders, together to build and sustain collaborative childhood obesity prevention efforts will require leadership and commitment from all sectors. Progress is being made in achieving increased numbers of healthful product options and providing responsible marketing and media messages for children and youth. The transition to social norms that support healthy choices may take years or may occur more rapidly. Corporations can also show leadership in the organizational modeling of physical activity and fitness and nutrition practices and policies.
As corporations continue to develop initiatives and make changes aimed at improving the dietary quality of foods and beverages or increasing physical activity, independent evaluations of these efforts are needed. An important component of the evaluation is the tracking of key performance indicators to assess industry progress. Examples of indicators that could be used to evaluate all industry sectors include the number of new health promotion