Open Innovation in the Food and Beverage Industry.
Title:
Open Innovation in the Food and Beverage Industry.
Author:
Garcia Martinez, Marian.
ISBN:
9780857097248
Personal Author:
Physical Description:
1 online resource (438 pages)
Series:
Woodhead Publishing Series in Food Science, Technology and Nutrition ; v.243
Woodhead Publishing Series in Food Science, Technology and Nutrition
Contents:
Cover -- Open innovation in the food and beverage industry -- Copyright -- 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 -- 1 Trends in the acquisition of external knowledge for innovation in the food industry -- 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 -- 1.8 References -- 1.9 Appendix: concordance between agri-food technological sectors and International Patent Classification (IPC) -- 2 The tension between traditional innovation strategies and openness: Lindt's controlled open innovation approach -- 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 -- 2.8 References -- 3 The role of open innovation in the industry convergence between foods and pharmaceuticals -- 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 -- 3.8 References -- 4 Accelerating the innovation cycle through intermediation: the case of Kraft's melt-proof chocolate bars -- 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 -- 4.8 References -- 5 The impact of open innovation on innovation performance: the case of Spanish agri-food firms -- 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 -- 5.6 References -- 6 Partnering with public research centres and private technical and scientific service providers for innovation: the case of Italian rice company, Riso Scotti -- 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 -- 6.6 References -- 7 Consumers as part of food and beverage industry innovation -- 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 -- 7.9 References -- 8 Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Coors' 'talking can' -- 8.1 Introduction -- 8.2 Co-creation of value with consumers -- 8.3 Research design -- 8.4 Molson-Coors Brewing Company UK (MCBC-UK): the need for consumer-driven innovation -- 8.5 The discover style of open innovation -- 8.6 The 'talking can': co-creating value with consumers -- 8.7 Discussion -- 8.8 Conclusion -- 8.9 References.
9 Collaborative product innovation in the food service industry. Do too many cooks really spoil the broth? -- 9.1 Introduction -- 9.2 A review of open-innovation practices in the food industry -- 9.3 Collaborative product innovation (CPI) in the food-service industry: the path of diffusion of sous vide cooking in the US -- 9.4 Conclusions and future trends -- 9.5 References -- 10 Effectiveness of cluster organizations in facilitating open innovation in regional innovation systems: the case of Food Valley in the Netherlands -- 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 -- 10.7 References -- 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 -- 11 The importance of networks for knowledge exchange and innovation in the food industry -- 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 -- 11.6 References -- 12 Managing open-innovation communities: the development of an open-innovation community scorecard -- 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 -- 12.6 References.
12.7 Appendix 1: data sources of success measures -- 12.8 Appendix 2: member survey -- 13 The evolution of partnering in open innovation: from transactions to communities -- 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 -- 13.9 References -- 14 Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliers -- 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 -- 14.6 Future trends -- 14.7 References -- 15 Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEs -- 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 -- 15.9 References -- 16 Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovation -- 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 -- 16.8 References -- 17 The 'want find get manage' (WFGM) framework for open-innovation management and its use by Mars, Incorporated -- 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 -- 17.6 References -- 18 Crowdsourcing: the potential of online communities as a tool for data analysis -- 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 -- 18.6 References -- 19 The role of information systems in innovative food and beverage organizations -- 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 -- 19.9 References -- 20 Effective organizational and managerial company frameworks to support open innovation: overview and the case of Heinz -- 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 -- 20.5 References -- 21 Innovating with brains: the psychology of open innovation -- 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 -- 21.10 References -- Index.
Abstract:
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. 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.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Genre:
Electronic Access:
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