So. Scotland has ambitions to become one of the top countries for food and drink in 10 years. New public/private marketing body Scotland Food & Drink has been tasked with propelling the £7bn-industry towards a £10bn target by 2017. But when there are already a glut of levy bodies and trade associations, can it make a difference?

Scotland Food & Drink was set up in June. It evolved from the entirely government-funded Scottish Food & Drink, a predominantly web-based association between food processors, Scottish Enterprise and Highlands & Islands Enterprise. The association will now seek to involve the entire industry, however, and will be more industry-led. Former Diageo Scotland executive director Allan Burns has been named chairman, and is appointing an executive board.

For the leadership body to succeed, it needs funding. The Scottish Government has provided £180,000, SE and H&I are expected to invest, while about £145,000 is needed from members.

Scot Trout and Salmon, Quality Meat Scotland, the Scottish FDF and RHAS have already signed up. But there is scepticism. Some think the different interest groups will never agree while others feel its survival could be an issue if members are slow to join. It is thought membership is £600-£1,800, and credits will be given to seminars and buyers' events. "We have asked to see more details in the business plan and how it will be funded," says one industry player. He is doubtful the new body will succeed, saying: "To achieve £10bn sales many consecutive year-on-year targets must be hit. The industry has failed to reach targets in the past, so Scotland Food & Drink will have to do something radically different."

The need to gain widespread support is not lost on Burns. "We are aware each sector has its own agency and know we will have to provide a very different service to get everyone's support," he says.

Some players are upbeat, however. Stanley Bernard, chairman of Sco-Fro Group, has indicated he will join and believes Scotland Food & Drink needs to be given a chance. " As industry evolves we need the bodies that represent us to evolve as well." However he suggests retaining members could be a problem if rewards are not quick to appear. "Previous initiatives such as Scotland the Brand have fallen down when the money dried up," says Bernard. "People want to see the benefits of their investment quickly and in the second year it is often hard to retain members because of that. Its success will boil down to whether we get enough benefits."

Burns intends using a "predatory approach" , with early ideas to generate more business including more consistent branding and promoting premium products and family companies. He says similar aggressive tactics have been successful for Scottish whisky and even more so for Meat New Zealand and Ireland's food industry. "We also need to take advantage of consumer trends, create them and make this industry a sexier place ."

Burns promises an executive focusing on a collaborative supply chain, establishing Scottish lines as a benchmark for quality, driving an "innovation evolution", including intelligent ways to launch products. "I'm not talking about building a Scotland brand. Scotland Food & Drink is more about building Scotland's reputation. We will promote pan-industry excellence. Scotland knows it is good at food and drink. But it doesn't tell people just how good."