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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.
Contents
Contributor contact detailsWoodhead Publishing Series in Food Science, Technology and NutritionForeword by J. HymanForeword by W. H. Noordman and E. M. MeijerPart I: The changing nature of innovation in the food and drink industryChapter 1: Trends in the acquisition of external knowledge for innovation in the food industryAbstract:1.1 Introduction1.2 Reasons for open innovation in the food industry1.3 Measuring open innovation in the food industry1.4 Sources and types of data1.5 Results of the open-innovation study1.6 Conclusions1.7 Acknowledgements1.9 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 approachAbstract:2.1 Introduction2.2 Literature review2.3 Research method for Lindt case study2.4 Open and closed innovation at Lindt2.5 Lindt's open-innovation approach in practice: the innovation project Noccior2.6 Results of controlled open innovation in the Lindt case2.7 ConclusionsChapter 3: The role of open innovation in the industry convergence between foods and pharmaceuticalsAbstract:3.1 Introduction3.2 A brief literature review on industry convergence3.3 Convergence-related challenges and the role of open innovation3.4 Evidence for industry convergence between foods and pharmaceuticals3.5 Open innovation in order to cope with convergence in the neutraceuticals and functional foods (NFF) sector3.6 Conclusion3.7 Future trendsChapter 4: Accelerating the innovation cycle through intermediation: the case of Kraft's meltproof chocolate barsAbstract:4.1 Introduction4.2 From research to search in company innovation4.3 Key capabilities in open innovation4.4 From idea-driven innovation to need-driven innovation4.5 Case study: melt-proof chocolate bars from Kraft4.6 Conclusions4.7 Future trendsChapter 5: The impact of open innovation on innovation performance: the case of Spanish agri-food firmsAbstract:5.1 Introduction: the agri-food sector and innovation5.2 How innovative are Spanish agri-food firms?5.3 Measuring open innovation in Spanish agri-food firms5.4 The effect of openness on the innovative performance of firms5.5 ConclusionsPart II: Partners and networks for open innovationChapter 6: Partnering with public research centres and private technical and scientific service providers for innovation: the case of Italian rice company, Riso ScottiAbstract:6.1 Introduction6.2 The role of private technical and scientific service (TSS) providers: advantages and limitations6.3 The role of universities and public research centres: advantages and limitations6.4 Riso Scotti case study6.5 Conclusions and managerial implicationsChapter 7: Consumers as part of food and beverage industry innovationAbstract:7.1 Introduction7.2 Understanding food and beverage consumers and their world7.3 Consumer-centric company culture for innovation7.4 Consumer-driven innovation process7.5 Consumers as co-creators7.6 Conclusion7.7 Future trends7.8 Sources of further information and adviceChapter 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 ConclusionChapter 9: Collaborative product innovation in the food service industry. Do too many cooks really spoil the broth?Abstract:9.1 Introduction9.2 A review of open-innovation practices in the food industry9.3 Collaborative product innovation (CPI) in the foodservice industry: the path of diffusion of sous vide cooking in the US9.4 Conclusions and future trendsChapter 10: Effectiveness of cluster organizations in facilitating open innovation in regional innovation systems: the case of Food Valley in the NetherlandsAbstract:10.1 Introduction10.2 Theoretical background10.3 The Dutch agri-food sector and Food Valley Organization10.4 Conclusions10.5 Future trends10.6 Sources of further information and advice10.8 Appendix 1: the four main functions of Food Valley, including fifteen services, activities and information sources10.9 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 typeChapter 11: The importance of networks for knowledge exchange and innovation in the food industryAbstract:11.1 Introduction11.2 Knowledge exchange and innovation and the importance of networks11.3 Network methodology: a case study approach11.4 Results of the three Flemish case studies11.5 Conclusions and future trendsPart III: Establishing and managing open-innovation partnerships and networksChapter 12: Managing open-innovation communities: the development of an open-innovation community scorecardAbstract:12.1 Introduction12.2 Introduction to open-innovation communities and their management12.3 Development of an open-innovation community scorecard12.4 Implementation of the open-innovation scorecard12.5 Conclusion and future trends12.7 Appendix 1: data sources of success measures12.8 Appendix 2: member surveyChapter 13: The evolution of partnering in open innovation: from transactions to communitiesAbstract:13.1 Introduction13.2 Identifying and securing partners13.3 Building and structuring relationships13.4 Ecosystems13.5 Human factors13.6 Building a community13.7 Conclusion13.8 AcknowledgementsChapter 14: Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliersAbstract:14.1 Introduction14.2 Co-innovation14.3 The co-innovation partnership between Unilever and flavour suppliers14.4 Implementation and development of the Flavour Operating Framework partnership14.5 ConclusionFuture trendsChapter 15: Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEsAbstract:15.1 Introduction: the importance of large and small company partnerships in the food industry15.2 The difficulties of open innovation15.3 Culture, complexity and communication problems15.4 The importance for companies of focusing on risk, reward and balance15.5 Overcoming obstacles to achieve successful company partnerships15.6 Collaborations between companies: case studies15.7 Conclusion15.8 AcknowledgementsChapter 16: Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovationAbstract:16.1 Introduction16.2 Strategic external networks for open innovation16.3 Research methodology16.4 Findings16.5 Discussion16.6 Future trends16.7 Conclusions and recommendationsPart IV: Open innovation tools, process and managerial frameworksChapter 17: The 'want find get manage' (WFGM) framework for open-innovation management and its use by Mars, IncorporatedAbstract:17.1 Introduction17.2 History of open innovation at Mars, Incorporated17.3 Mars' open-innovation model17.4 The open-innovation framework: 'want find get manage'17.5 ConclusionsChapter 18: Crowdsourcing: the potential of online communities as a tool for data analysisAbstract:18.1 Introduction18.2 Predictive modelling competitions18.3 Design and management of predictive modelling competitions18.4 Case study: Kaggle18.5 ConclusionsChapter 19: The role of information systems in innovative food and beverage organizationsAbstract:19.1 Introduction19.2 The role of technology in innovation19.3 Innovative technologies in agriculture and food production19.4 Technology's support of innovation19.5 Free tools for innovation19.6 Future trends19.7 Conclusion19.8 Sources of further information and adviceChapter 20: Effective organizational and managerial company frameworks to support open innovation: overview and the case of HeinzAbstract:20.1 Introduction20.2 The need for organizational and management tools to support open innovation20.3 Case study: Heinz's strategy, business and organization20.4 Conclusions and managerial implicationsChapter 21: Innovating with brains: the psychology of open innovationAbstract:21.1 Introduction21.2 Innovation is all about psychology21.3 Phases of innovation21.4 The influence of soft factors on the success of innovation21.5 The psychology of the innovation team21.6 The innovative environment of academia21.7 Start-ups and small to medium-sized enterprises (SMEs): open innovation by default21.8 Predicting innovation success: the 'Preston' equation21.9 Future trendsIndex
