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Open innovation in the food and beverage industryEdited by M Garcia Martinez, Kent Business School, UK
Woodhead Publishing Series in Food Science, Technology and Nutrition No. 243
- 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
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.
ISBN 0 85709 595 1
ISBN-13: 978 0 85709 595 4
January 2013
448 pages 234 x 156mm hardback
£165.00 / US$280.00 / €200.00
Usually dispatched within 24 hours
About the editor
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.
Titles which may also be of interest:
Consumer-driven innovation in food and personal care products
Delivering performance in food supply chains
Case studies in food product development
Food product development
Contents
PART 1 THE CHANGING NATURE OF INNOVATION IN THE FOOD AND DRINK INDUSTRY
PART 2 PARTNERS AND NETWORKS FOR OPEN INNOVATION
PART 3 ESTABLISHING AND MANAGING OPEN INNOVATION PARTNERSHIPS AND NETWORKS
PART 4 OPEN INNOVATION TOOLS, PROCESS AND MANAGERIAL FRAMEWORKS
PART 1 THE CHANGING NATURE OF INNOVATION IN THE FOOD AND DRINK INDUSTRY
Trends in the acquisition of external knowledge for innovation in the food industry
M Acosta, D Coronado and E Ferrándiz, University of Cadiz, Spain
- Introduction
- Reasons for open innovation in the food industry
- Measuring the open innovation process in the food industry
- Sources and types of data
- Results of the open innovation study
- Conclusions
- Acknowledgements
- References
The tension between traditional innovation strategies and openness: Lindt’s controlled open innovation approach
V Lazzarotti and R Manzini, Cattaneo University – LIUC, Italy
- Introduction
- Literature review
- Research method for Lindt case study
- Open and closed innovation at Lindt
- Lindt open innovation approach in practice: the innovation project Noccior
- Results of controlled open innovation in the Lindt case
- Conclusions
- References
The role of open innovation in the industry convergence between foods and pharmaceuticals
S Bröring, University of Applied Sciences Osnabrück, Germany and Wageningen University and Research Centre, The Netherlands
- Introduction
- A brief literature review on industry convergence
- Convergence-related challenges and the role of open innovation
- Evidence for industry convergence between foods and pharmaceuticals
- Open innovation in order to cope with convergence in the neutraceuticals and functional foods (NFF) sector
- Conclusion
- Future trends
- References
Accelerating the innovation cycle through intermediation: the case of Kraft’s melt-proof chocolate bars
R Wielens, NineSigma, Belgium
- Introduction
- From research to search in company innovation
- Key capabilities in open innovation
- From idea driven innovation to need driven innovation
- Case study: melt proof chocolate bars from Kraft
- Conclusions
- Future trends
- References
The impact of open innovation on innovation performance: the case of Spanish agri-food firms
C Bayona-Saez, T García-Marco and M Sanchez, Universidad Pública de Navarra Departamento de Gestión de Empresas, Spain and C Cruz-Cázares, University of Barcelona, Spain
- Introduction: the agri-food sector and innovation
- How innovative are the Spanish Agri-food firms?
- Measuring open innovation in Spanish Agri-Food firms
- The effect of openness on the innovative performance of firms
- Conclusions
- References
PART 2 PARTNERS AND NETWORKS FOR OPEN INNOVATION
Partnering with public research centres and private technical and scientific service providers for innovation: the case of Italian rice company Riso Scotti
V Lazzarotti and R Manzini, Cattaneo University – LIUC, Italy
- Introduction
- The role of private technical and scientific service (TSS) Providers: advantages and limitation
- The role of universities and public research centres: advantages and limitations
- Riso Scotti case study
- Conclusions and managerial implications
- References
Consumers as part of food and beverage industry innovation
S E Kemp, Consultant, UK
- Introduction
- Understanding food and beverage consumers and their world
- Consumer-centric company culture for innovation
- Consumer-driven innovation process
- Consumers as co-creators
- Conclusion
- Future trends
- Sources of further information and advice
- References
Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Coors’ ‘talking can’
M Garcia Martinez, University of Kent, UK
- Introduction
- Co-creation of value with consumers
- Research design
- Molson Coors Brewing Company UK (MCBC-UK): the need for consumer-driven innovation
- The discover style of open innovation
- The talking can: co-creating value with consumers
- Discussion
- Conclusion
- References
Collaborative product innovation in the food service industry: Do too many chefs really spoil the broth?
A I A Costa, The Catholic University of Portugal, Portugal
- Introduction
- A review of open innovation practices in the food industry
- Collaborative product innovation (CPI) in the food-service industry: the path of diffusion of sous vide cooking in the US
- Conclusions and future trends
- References
Effectiveness of cluster organisations in facilitating open innovation in regional innovation systems: the case of Food Valley in the Netherlands
S W F Omta, Wageningen University and Research Centre, The Netherlands and F T J M Fortuin, Food Valley Organization, The Netherlands and Wageningen University and Research Centre, The Netherlands
- Introduction
- Knowledge exchange and innovation and the importance of networks
- Network methodology: a case study approach
- Results of three Flemish case studies
- Conclusions and future trends
- References
The importance of networks for knowledge exchange and innovation in the food industry
B Kühne, V Lefebvre, C Cochez and X Gellynck, Ghent University, Belgium
- Introduction
- Introduction to open innovation communities and their management
- Network methodology: a case-study approach
- Results of three Flemish case studies
- Conclusions and future trends
- References
PART 3 ESTABLISHING AND MANAGING OPEN INNOVATION PARTNERSHIPS AND NETWORKS
Managing open innovation communities: the development of an open innovation community scorecard
I Blohm, University of St Gallen, Switzerland, JM Leimeister, Kassel University, Germany, and H Krcmar, Technische Universität München, Germany
- Introduction
- Introduction to open innovation communities and their management
- Development of an open-innovation community scorecard
- Implementation of the open innovation scorecard
- Conclusion and future trends
- References
The evolution of partnering in open innovation: from transactions to communities
K G McFarthing, Innovation Fixer Ltd, UK
- Introduction
- Identifying and securing partners
- Building and structuring relationships
- Ecosystems
- Human factors
- Building a community
- Conclusion
- Acknowledgements
- References
Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliers
M Tepic, Wageningen University and Research Centre, The Netherlands, SWF Omta, Wageningen University and Research Centre, The Netherlands, F T J M Fortuin, Food Valley Organization, The Netherlands and Wageningen University and Research Centre, The Netherlands, and A Saris, Wageningen University and Research Centre, The Netherlands
- Introduction
- Co-innovation
- The co-innovation partnership between Unilever and flavour suppliers
- Implementation and development of the flavour operating framework partnership
- Conclusion
- Future trends
- References
Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEs
D Oughton, University of Cambridge, UK, and L Mortara and T Minshall, IfM Centre for Technology Management, UK
- Introduction: the importance of large and small company partnerships in the food industry
- The difficulties of open innovation
- Culture, complexity and communication problems
- The importance for companies of focusing on risk, reward and balance
- Overcoming obstacles to achieve successful company partnerships
- Collaborations between companies: case studies
- Conclusion
- Acknowledgements
- References
Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovation
J Brown and L Tolhurst, Oakland Innovation Ltd, UK
- Introduction
- Strategic external networks for open innovation
- Research methodology
- Findings
- Discussion
- Future trends
- Conclusions and recommendations
- References
PART 4 OPEN INNOVATION TOOLS, PROCESS AND MANAGERIAL FRAMEWORKS
The ‘Want Find Get Manage’ (WFGM) framework for open innovation management and its use by Mars, Incorporated
M Garcia Martinez, University of Kent, UK
- Introduction
- History of open innovation at Mars, Incorporated
- Mars' open innovation model
- The open innovation framework – “want, find, get and manage”
- Conclusions
- References
Crowdsourcing: the potential of online communities as a tool for data analysis
M Garcia Martinez and B Walton, University of Kent, UK
- Introduction
- Predictive modelling competitions
- Design and management of predictive modelling competitions
- Case study: Kaggle
- Conclusions
- References
The role of information systems in innovative food and beverage organizations
J G Caudill, University of Tennessee, USA
- Introduction
- The role of technology in innovation
- Innovative technologies in agriculture and food production
- Technology’s support of innovation
- Free tools for innovation
- Future trends
- Conclusion
- Sources of further information and advice
- References
Effective organizational and managerial company frameworks to support open innovation: overview and the case of Heinz
V Lazzarotti and R Manzini, Cattaneo University – LIUC, Italy
- Introduction
- The need for organizational and management tools to support open innovation
- Case study: Heinz’s strategy, business and organisation
- Conclusions and managerial implications
- References
Innovating with brains: the psychology of open innovation
B A Sabel, University of Magdeburg Medical School, Germany and Chinese Academy of Science, China, K Sabel, University of Magdeburg Medical School, Germany, and J T Preston, TEM Capital and Continuum Energy Technologies, USA
- Introduction
- Innovation is all about psychology
- Phases of innovation
- The influence of soft factors on the success of innovation
- The psychology of the innovation team
- The innovative environment of academia
- Start-ups and small to medium-sized enterprises (SMEs): open innovation by default
- Predicting innovation success: The “Preston” equation
- Future trends
- References