Open Innovation in the Food and Beverage Industry

Open Innovation in the Food and Beverage Industry

1st Edition - January 22, 2013

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  • Editor: Marian Garcia Martinez
  • eBook ISBN: 9780857097248
  • Hardcover ISBN: 9780857095954

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Description

Food and beverage companies are increasingly choosing to enhance internal idea development by pursuing an ‘open innovation’ approach, allowing the additional exploitation of external ideas and paths to market. Drawing on a range of important case studies, Open innovation in the food and beverage industry investigates the challenges and opportunities afforded by the incorporation of open innovation into the food industry.Part one provides a comprehensive overview of the changing nature of innovation in the food and drink industry, acknowledging trends and considering the implications and impact of open innovation. Part two then reviews the role of partners and networks in open innovation, with collaboration, co-creation of value with consumers, the effectiveness of cluster organizations and the importance of network knowledge all discussed, before part three goes on to explore the establishment and varied management aspects of open innovation partnerships and networks. Finally, open-innovation tools, processes and managerial frameworks are the focus of part four, with discussion of the development, application and psychology of a range of initiatives.With its distinguished editor and international team of expert contributors, Open innovation in the food and beverage industry is a unique guide to the implementation and management of open innovation for all food industry professionals involved in management, research and product development, as well as academics with an interest in open innovation across all industries.

Key Features

  • Investigates the challenges and opportunities afforded by the incorporation of open innovation into the food industry
  • Provides a comprehensive overview of the changing nature of innovation in the food and drink industry and reviews the role of partners and networks in open innovation
  • Explores the establishment and varied management aspects of open innovation partnerships and networks and discusses the development, application and psychology of a range of initiatives

Readership

Professionals involved in the management of R&D development in food and beverage companies; post-graduate business school or food science students and researchers in academia with an interest in open innovation

Table of Contents

  • Contributor contact details

    Woodhead Publishing Series in Food Science, Technology and Nutrition

    Foreword by J. Hyman

    Foreword by W. H. Noordman and E. M. Meijer

    Part I: The changing nature of innovation in the food and drink industry

    Chapter 1: Trends in the acquisition of external knowledge for innovation in the food industry

    Abstract:

    1.1 Introduction

    1.2 Reasons for open innovation in the food industry

    1.3 Measuring open innovation in the food industry

    1.4 Sources and types of data

    1.5 Results of the open-innovation study

    1.6 Conclusions

    1.7 Acknowledgements

    1.9 Appendix: concordance between agri-food technological sectors and International Patent Classification (IPC)

    Chapter 2: The tension between traditional innovation strategies and openness: Lindt’s controlled open innovation approach

    Abstract:

    2.1 Introduction

    2.2 Literature review

    2.3 Research method for Lindt case study

    2.4 Open and closed innovation at Lindt

    2.5 Lindt’s open-innovation approach in practice: the innovation project Noccior

    2.6 Results of controlled open innovation in the Lindt case

    2.7 Conclusions

    Chapter 3: The role of open innovation in the industry convergence between foods and pharmaceuticals

    Abstract:

    3.1 Introduction

    3.2 A brief literature review on industry convergence

    3.3 Convergence-related challenges and the role of open innovation

    3.4 Evidence for industry convergence between foods and pharmaceuticals

    3.5 Open innovation in order to cope with convergence in the neutraceuticals and functional foods (NFF) sector

    3.6 Conclusion

    3.7 Future trends

    Chapter 4: Accelerating the innovation cycle through intermediation: the case of Kraft’s meltproof chocolate bars

    Abstract:

    4.1 Introduction

    4.2 From research to search in company innovation

    4.3 Key capabilities in open innovation

    4.4 From idea-driven innovation to need-driven innovation

    4.5 Case study: melt-proof chocolate bars from Kraft

    4.6 Conclusions

    4.7 Future trends

    Chapter 5: The impact of open innovation on innovation performance: the case of Spanish agri-food firms

    Abstract:

    5.1 Introduction: the agri-food sector and innovation

    5.2 How innovative are Spanish agri-food firms?

    5.3 Measuring open innovation in Spanish agri-food firms

    5.4 The effect of openness on the innovative performance of firms

    5.5 Conclusions

    Part II: Partners and networks for open innovation

    Chapter 6: Partnering with public research centres and private technical and scientific service providers for innovation: the case of Italian rice company, Riso Scotti

    Abstract:

    6.1 Introduction

    6.2 The role of private technical and scientific service (TSS) providers: advantages and limitations

    6.3 The role of universities and public research centres: advantages and limitations

    6.4 Riso Scotti case study

    6.5 Conclusions and managerial implications

    Chapter 7: Consumers as part of food and beverage industry innovation

    Abstract:

    7.1 Introduction

    7.2 Understanding food and beverage consumers and their world

    7.3 Consumer-centric company culture for innovation

    7.4 Consumer-driven innovation process

    7.5 Consumers as co-creators

    7.6 Conclusion

    7.7 Future trends

    7.8 Sources of further information and advice

    Chapter 8: Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Coors’ ‘talking can’

    Abstract:

    8.8 Conclusion

    Chapter 9: Collaborative product innovation in the food service industry. Do too many cooks really spoil the broth?

    Abstract:

    9.1 Introduction

    9.2 A review of open-innovation practices in the food industry

    9.3 Collaborative product innovation (CPI) in the foodservice industry: the path of diffusion of sous vide cooking in the US

    9.4 Conclusions and future trends

    Chapter 10: Effectiveness of cluster organizations in facilitating open innovation in regional innovation systems: the case of Food Valley in the Netherlands

    Abstract:

    10.1 Introduction

    10.2 Theoretical background

    10.3 The Dutch agri-food sector and Food Valley Organization

    10.4 Conclusions

    10.5 Future trends

    10.6 Sources of further information and advice

    10.8 Appendix 1: the four main functions of Food Valley, including fifteen services, activities and information sources

    10.9 Appendix 2: assessment of small to medium-sized enterprises and large companies of the importance of Food Valley functions.

    10.10 Appendix 3: member company assessment of the importance of Food Valley functions by company type

    Chapter 11: The importance of networks for knowledge exchange and innovation in the food industry

    Abstract:

    11.1 Introduction

    11.2 Knowledge exchange and innovation and the importance of networks

    11.3 Network methodology: a case study approach

    11.4 Results of the three Flemish case studies

    11.5 Conclusions and future trends

    Part III: Establishing and managing open-innovation partnerships and networks

    Chapter 12: Managing open-innovation communities: the development of an open-innovation community scorecard

    Abstract:

    12.1 Introduction

    12.2 Introduction to open-innovation communities and their management

    12.3 Development of an open-innovation community scorecard

    12.4 Implementation of the open-innovation scorecard

    12.5 Conclusion and future trends

    12.7 Appendix 1: data sources of success measures

    12.8 Appendix 2: member survey

    Chapter 13: The evolution of partnering in open innovation: from transactions to communities

    Abstract:

    13.1 Introduction

    13.2 Identifying and securing partners

    13.3 Building and structuring relationships

    13.4 Ecosystems

    13.5 Human factors

    13.6 Building a community

    13.7 Conclusion

    13.8 Acknowledgements

    Chapter 14: Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliers

    Abstract:

    14.1 Introduction

    14.2 Co-innovation

    14.3 The co-innovation partnership between Unilever and flavour suppliers

    14.4 Implementation and development of the Flavour Operating Framework partnership

    14.5 Conclusion

    Future trends

    Chapter 15: Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEs

    Abstract:

    15.1 Introduction: the importance of large and small company partnerships in the food industry

    15.2 The difficulties of open innovation

    15.3 Culture, complexity and communication problems

    15.4 The importance for companies of focusing on risk, reward and balance

    15.5 Overcoming obstacles to achieve successful company partnerships

    15.6 Collaborations between companies: case studies

    15.7 Conclusion

    15.8 Acknowledgements

    Chapter 16: Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovation

    Abstract:

    16.1 Introduction

    16.2 Strategic external networks for open innovation

    16.3 Research methodology

    16.4 Findings

    16.5 Discussion

    16.6 Future trends

    16.7 Conclusions and recommendations

    Part IV: Open innovation tools, process and managerial frameworks

    Chapter 17: The ‘want find get manage’ (WFGM) framework for open-innovation management and its use by Mars, Incorporated

    Abstract:

    17.1 Introduction

    17.2 History of open innovation at Mars, Incorporated

    17.3 Mars’ open-innovation model

    17.4 The open-innovation framework: ‘want find get manage’

    17.5 Conclusions

    Chapter 18: Crowdsourcing: the potential of online communities as a tool for data analysis

    Abstract:

    18.1 Introduction

    18.2 Predictive modelling competitions

    18.3 Design and management of predictive modelling competitions

    18.4 Case study: Kaggle

    18.5 Conclusions

    Chapter 19: The role of information systems in innovative food and beverage organizations

    Abstract:

    19.1 Introduction

    19.2 The role of technology in innovation

    19.3 Innovative technologies in agriculture and food production

    19.4 Technology’s support of innovation

    19.5 Free tools for innovation

    19.6 Future trends

    19.7 Conclusion

    19.8 Sources of further information and advice

    Chapter 20: Effective organizational and managerial company frameworks to support open innovation: overview and the case of Heinz

    Abstract:

    20.1 Introduction

    20.2 The need for organizational and management tools to support open innovation

    20.3 Case study: Heinz’s strategy, business and organization

    20.4 Conclusions and managerial implications

    Chapter 21: Innovating with brains: the psychology of open innovation

    Abstract:

    21.1 Introduction

    21.2 Innovation is all about psychology

    21.3 Phases of innovation

    21.4 The influence of soft factors on the success of innovation

    21.5 The psychology of the innovation team

    21.6 The innovative environment of academia

    21.7 Start-ups and small to medium-sized enterprises (SMEs): open innovation by default

    21.8 Predicting innovation success: the ‘Preston’ equation

    21.9 Future trends

    Index

Product details

  • No. of pages: 448
  • Language: English
  • Copyright: © Woodhead Publishing 2013
  • Published: January 22, 2013
  • Imprint: Woodhead Publishing
  • eBook ISBN: 9780857097248
  • Hardcover ISBN: 9780857095954

About the Editor

Marian Garcia Martinez

Dr Marian Garcia Martinez is Director of the MSc in Value Chain Management and Senior Lecturer in Agri-Food Marketing at Kent Business School, UK. Her research focuses on NPD and innovation managements, in particular how SMEs use consumer insights to enhance their innovation performance. She has published numerous articles on the transition from closed to open innovation and the organisational and managerial challenges companies face to accommodate a more externally orientated mind-set.

Affiliations and Expertise

Kent Business School, UK

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