Food industry research & development : a new approach / Helmut Traitler, Birgit Coleman, Adam Burbidge.
Gespeichert in:
Elektronisch
E-Book
| Person(en) | , , |
|---|---|
| Ausgabe | 1st ed. |
| Ort, Verlag, Jahr |
Chichester, [England]
: Wiley Blackwell
, 2017
|
| Umfang | 1 online resource (xv, 285 pages) |
| ISBN | 1-119-08941-7 1-119-08942-5 |
| Sprache | Englisch |
| Zusatzinfo | Intro -- Title Page -- Copyright Page -- Contents -- About the Authors -- Foreword -- Preface -- Acknowledgment -- Part 1 What we have today and how we got here -- Chapter 1 A typical food R& -- D organization: Personal observations -- 1.1 Introduction -- 1.1.1 Business people always know better -- 1.2 A Look Back in Wonderment -- 1.2.1 Innovation is everyone's business -- 1.2.2 Let's go and have a drink -- 1.2.3 Never give up and continue to hope -- 1.3 A Look Back to the Beginnings of a Typical Food Industry R& -- D -- 1.3.1 It all starts with a great idea -- 1.3.2 People were frightened -- 1.3.3 Are we depleting our resources? -- 1.3.4 Focus, focus, focus -- 1.3.5 A historic perspective -- 1.3.6 Let's cut costs -- 1.3.7 Food industry has simple and tangible goals -- 1.4 From Single and Large to Multiple and Complex -- 1.4.1 Nutrition has growing pains -- 1.4.2 The new risk management approach: Many projects -- 1.4.3 Too many projects? No problem, reorganize -- 1.5 Why Does the Food Industry Need R& -- D After All? -- 1.5.1 Million dollar answers to the million dollar question -- 1.5.2 Here we go: Justifications -- 1.5.3 Because we can is a great reason! -- 1.5.4 New product development is everything, or is it not? -- 1.5.5 Consumer is king -- 1.5.6 It's all about long-term thinking, stupid -- 1.6 Summary and Major Learning -- REFERENCES -- Chapter 2 A typical food R& -- D organization: The world consists of projects -- 2.1 All R& -- D Work Is Project Based -- 2.1.1 Project has many meanings -- 2.1.2 Third-generation R& -- D -- 2.1.3 Strategic business units became popular -- 2.1.4 Organization is everything -- 2.1.5 Freeze the project design -- 2.1.6 How free can you be? -- 2.1.7 Small is beautiful -- 2.1.8 pipelines -- 2.1.9 Try it out first -- 2.2 Project Management -- 2.2.1 Manage or lead? Manage and lead. 2.2.2 Select the right project and deliver -- 2.2.3 Teamwork is not everything, it's the only thing! -- 2.3 All Projects Are Sponsored -- 2.3.1 SBUs: The new, old kid on the block, happy anniversary! -- 2.3.2 Accountability and responsibility: A "repartition" of roles -- 2.3.3 SBU demands, R& -- D delivers -- 2.3.4 A brief comes from above -- 2.4 The Predictable Organization -- 2.4.1 First ritual: Research the consumer -- 2.4.2 From "business scenario" to "business plan" -- 2.4.3 More rituals -- 2.4.4 Projects never seem to die -- 2.4.5 It's all about results -- 2.5 Valuation of Projects -- 2.5.1 Your project could have delivered more! -- 2.5.2 That's what others invest -- 2.5.3 Sell your project better: Start by explaining it so that everyone can understand it -- 2.5.4 Communication is king! -- 2.5.5 Speed is everything -- 2.6 Summary and Major Learning -- References -- Chapter 3 A critical view of today's R& -- D organization in the food industry: Structures and people -- 3.1 A Typical Setup of a Food R& -- D Organization -- 3.1.1 New idea? Let's wait -- 3.1.2 Food is a conservative beast -- 3.1.3 Small is beautiful, or is it not? -- 3.1.4 Ingredient is king -- 3.1.5 Quality and safety are not everything, they're the only thing! -- 3.1.6 Technologies are always product related -- 3.1.7 What's my project worth? -- 3.1.8 Cui bono? -- 3.2 The People in the Food R& -- D -- 3.2.1 Do I stay, or shall I move on? -- 3.2.2 Twenty percent! Are you out of your mind? -- 3.2.3 More hoppers -- 3.2.4 More stayers -- 3.2.5 Change can be frightening -- 3.3 The Role of Discovery and Innovation in Food R& -- D -- 3.3.1 It's all about discovery -- 3.3.2 It's all about innovation, or is it renovation? -- 3.3.3 Size matters -- 3.3.4 Here's a way out -- 3.3.5 What would the consumer say? -- 3.4 Additional Personal Observations and R&. D-Related Stories -- 3.4.1 The business project -- 3.4.2 The secret project -- 3.4.3 The pet project -- 3.4.4 The never-ending project -- 3.4.5 The trial-and-error project -- 3.4.6 The please-someone project -- 3.4.7 The defensive project -- 3.4.8 The knowledge-building project -- 3.4.9 Change is needed! -- 3.5 Summary and Major Learning -- References -- Chapter 4 Understanding intellectual property and how it is handled in a typical food R& -- D environment -- 4.1 Quest for Intellectual Property: An Important Driver -- 4.1.1 Patents -- 4.1.2 Recipes -- 4.1.3 Trademarks -- 4.1.4 Trade secrets and secrecy agreements -- 4.1.5 Experts: Actions and results -- 4.1.6 Alliances and partnerships -- 4.1.7 Protect everything! -- 4.1.8 One last attempt -- 4.2 The Value of Intellectual Property for a Food Company -- 4.2.1 Poor principles in practice -- 4.2.2 Change is on its way -- 4.2.3 Patents forever -- 4.2.4 Numbers and more numbers -- 4.2.5 And more numbers -- 4.2.6 Here are more and even bigger numbers -- 4.2.7 Is my patent actually profitable? -- 4.2.8 It's all about brands! And about service level! -- 4.2.9 Good communication is key, great communication creates value -- 4.3 Intellectual Property as the Basis for Industrial Intelligence and Counterintelligence -- 4.3.1 List everything -- 4.3.2 Technologies and people -- 4.3.3 Who are the experts? -- 4.3.4 Don't ask questions, just fill in the form! -- 4.3.5 I want monthly highlights, although I don't read them -- 4.3.6 Open up! -- 4.4 Commercializing IP Assets -- 4.4.1 A good license deal is better than no license deal or so you would think -- 4.4.2 Licensing out most often is a deviation of the traditional business model of a food company -- 4.5 Summary and Major Learning -- References -- Part 2 Possible future of the food industry -- Chapter 5 The need for a new approach to R&. D in the food industry -- 5.1 R& -- D in the Food Industry Is Inefficient: An Analysis -- 5.1.1 Innovation at zero extra costs -- 5.1.2 Real changes are required -- 5.1.3 Small is beautiful -- large becomes inefficient -- 5.1.4 The good, the creative, and the productive -- 5.1.5 What's wrong with R& -- D? -- 5.1.6 I don't know which half to cut! -- 5.1.7 Let's eliminate every second word -- 5.1.8 Let's do another budget cut -- 5.1.9 Innovation is key! -- 5.1.10 The secret: Combine sensible budget cuts with instilling a creative constraints atmosphere -- 5.2 R& -- D under the Influence and Guidance of Consultants -- 5.2.1 Consultants sell you back your idea -- What's wrong with this? -- 5.2.2 It's you or your boss who asked for help -- 5.2.3 Consultants well used can be of real help -- 5.2.4 Being coached is everything -- 5.2.5 How to bring it to the consultant -- 5.3 R& -- D under the Tutelage and Guidance of Marketing and Operations -- 5.3.1 Marketing has greater leverage -- 5.3.2 Marketing gives orders -- marketing does not make compromises -- 5.3.3 Operations act like a strict father -- 5.3.4 A bit of humor -- 5.3.5 Here's one example -- 5.3.6 Let's be respectful with each other -- 5.4 Evolutionary Change in a Typical Food R& -- D Organization -- 5.4.1 R& -- D is not alone in mediocrity -- 5.4.2 Let's change, gradually! -- 5.4.3 Watch out for support and best timing -- 5.4.4 Cyclical versus anti-cyclical -- 5.4.5 From 10 make 1 or make 10: Which do you prefer? -- 5.4.6 Let us team up! -- 5.4.7 Change comes easy -- 5.5 Summary and Major Learning -- References -- Chapter 6 Consumer perspectives for change to R& -- D in the food industry -- 6.1 The Fast Moving Consumer Goods Industry (FMCGI) -- 6.1.1 Fast, furious, and cheap! -- 6.1.2 What consumers really want? The million dollar question, the billion dollar answer!. 6.1.3 Food should be all natural it should be all this… -- 6.1.4 Food companies don't like risks -- they "wait them away" -- 6.1.5 Lean and efficient: Don't you get it? -- 6.1.6 Mutual understanding is not everything -- it's the only thing -- 6.1.7 Here are some ways out -- 6.2 The Consumer in the Center -- 6.2.1 No risk, no fun, or else? -- 6.2.2 What's architecture got to do with this? -- 6.2.3 In search of the ultimate answer -- 6.2.4 Emancipate from the consumers! -- 6.2.5 I think we may have the wrong people, oops! -- 6.2.6 Observation and smart conclusion: Two successful siblings -- 6.2.7 Observation is king -- 6.2.8 What do I do with what I have seen? -- 6.2.9 Tell the consumers, don't let them tell you! At least try -- 6.2.10 The ultimate downturn: Administrative processes -- 6.3 The Consumer-Driven Food R& -- D -- 6.3.1 The "a-ha" moment -- 6.3.2 Take the risk and become independent -- 6.3.3 And better back it up with successful results! -- 6.3.4 I want to play with my own toys and make my own rules -- 6.4 Consumer Groups: The Public Opinion -- 6.4.1 Early warning is the name of the game -- 6.4.2 Oops, we got it wrong -- 6.4.3 Working together for the common goal: Consumer benefits -- 6.5 Summary and Major Learning -- References -- Chapter 7 University perspectives for change to R& -- D in the food industry -- 7.1 How Did We Get to This? -- 7.1.1 Why have "food science" and "food engineering" developed in parallel to mainstream science disciplines? -- 7.1.2 Why does industry sponsor research -- 7.1.3 IP "there's gold in them there hills": The intellectual gold rush -- 7.2 The "State of the Art" -- 7.2.1 What does the food industry know about academia? -- 7.2.2 Academics: Three different ones -- 7.2.3 Nutrition, medical science, claims, and regulatory bodies -- 7.2.4 Getting money from governments via grants and awards. 7.2.5 Academics as consultants. |
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