1. title Innovation & neuekombinationen location date presentation name Gateway2germany May 28th 2009 Food & Innovatie Wouter de Heij M.Sc.
2. New times are coming From Prefab Me or we Authentic Table manners Durability convenience Health control Industrial intelligence Steady format & taste 3 meals a day To Complication Socially flexible Original Play with food Close to conshumans Pleasure & health experience Smartness from nature Metamorfood 24 hours Ref. Jempi Moens, Food Valley, 2005
7. Fresh meat : development of production facility
8. Training & Coaching QA managersTOP b.v. Co-Founder Development Consultancy Design Management (& Partnership with Wageningen-UR)
9. Mission of TOP ltd. Making state-of-the-art technical and scientific knowledge accessible to (SME+)-companies – food producers, technology suppliers and life science companies – with the objective to increase their profitability.
10. Mission of TOP b.v. Making state-of-the-art technical and scientific knowledge accessible to (SME+)-companies – food producers, technology suppliers and life science companies – with the objective to increase their profitability.
19. Enkele kerngegevens Sinds 2005 100% privaat (onderdeel TDI netwerk : ± 17 bv’s) 17 medewerkers (35% vrouw, 65% man) 100% groei per jaar (verwachting : 2x 25 in 2012) Focus op gezond, vers, minimaal verwerkt. 80% v.d. partners is MKB(+) Mede-ondernemend (zelden uurtje-factuurtje) 40% efficiënter dan bestaande KIS Werkgebied : Noord Europa Klanten : Machinebouwers & Voedselproducerend
20. Outline General introduction The innovation challenge : Where to invest ? With who to collaborate : partnerships Which innovation route to follow, how to manage this Where to find ideas (“inventions”) Background Neue kombinationen Combined process – product innovations
21. The cycli of kondratieff De 5e cyclus van Kondtratieff van de nieuwe economie stort in
22. Diverse tegelwijsheden rondom Innovatie 1. Prof. Dr. Frans A. Van Vught, rector magnificus U-Twente“Innovatie is geen estafette van achtereenvolgend: wetenschappelijk onderzoek, marktverkenning, productontwikkeling en marktintroductie” “Er is geen estafettestokje dat doorgegeven moet worden. Gelukkig maar, gezien de problemen die Nederland daarmee had op de Olympische spelen. Er moeten geen manshoge muren bestaan tussen de verschillende fases van een innovatieproces. Het is teamsport” 2. Rein Willems, President-directeur Shell Nederland “Innovatie is kennis omzetten in centen, heel simpel”
25. From research to innovation Innovation Development Production Sales Market (perspective) Research Engineering Costs of input (hr) Design Methods & procedures
38. Innovation Objectives Higher turn-over Larger market share Cost reductions More profit (per …) Higher shareholders value Higher value of the brand Higher food-quality Consistent food-quality Safer products Adaptation to changing legislation Continuity, staying in business
39. Outline General introduction The innovation challenge : Where to invest ? With who to collaborate : partnerships Which innovation route to follow, how to manage these Where to find ideas (“inventions”) Background Neue kombinationen Combined process – product innovations
51. Synergy & Complexity managementAnd chain partnerships? Where to invest? reinvestment Cost Brands, Price Product Distribution Product efficiency Service position quality relationships portfolio market share sold revenues profit volume Ref. Hans Schepers, WUR, 2005
53. Where to invest, some general lessons A business case should drive development and your innovation projects Hence : 1. Not All Innovation Is EqualTechnical innovation will earn you lots of adoring fans (think Apple). Business-model innovation will earn you lots of money (think Dell). 2. Innovate for Cash, Not CachetIf your cool new thing doesn't generate enough money to cover costs and make a profit, it isn't innovation. It's art. 3. Don't Hoard Your GoodiesGetting to market on time and at the right price is vital. If that means licensing your idea to an outside manufacturer or marketer, do it. 4. Innovation Doesn't Generate Growth. Management DoesIf you covet awards for creativity, go to Hollywood. Managers get rewarded for results, which come from customers.
54. Innoveren is een werkwoord (en dus een activiteit) De meest innoverende activiteiten leiden nooit tot een innovatie. Een klein percentage (15%) van innovatieprocessen leidt tot een innovatie. Als je economisch succesvol wilt zijn dan is een volgstrategie interessanter (“koop” i.p.v. “ontwikkel”). MKB innoveert & grote bedrijven adopteren. Innoveren komt voort uit het verlangen van een innovator. Meestal is een innovator niet klantgericht (). Diverse tegelwijsheden rondom Innovatie Ref. Luc Hoebeke, Filosofie in Bedrijf, 2008
55. Outline General introduction The innovation challenge : Where to invest ? With who to collaborate : partnerships Which innovation route to follow, how to manage this Where to find ideas (“inventions”) Background Neue kombinationen Combined process – product innovations
56. The importance of partnerships Universities and knowledge institutes (CRO) With commercial design / development companies : Food design & Process development Technology suppliers : equipment manufacturers The food chain : raw-material, ingredient suppliers & costumers (retail?) With your branch organization / competitors In all cases : What’s the business case of yourselves and your partner ? Who invests, who receives profits (and when) ? What about your IP / knowledge position : short term and long term ?
57. A warning to industry : you want development! R &D: Industry R&D: University & CRO
58. A warning to CRO : Make, Buy or Ally Business Roadmap X no Fully internal top Development plan internally Identify Science & Technology areas Need for Capabilities Potential position in 5 years no high Similar capability existing externally? Alliance yes Strategic fit average high R&D Roadmap Competitive impact Acquire externally low yes Acquire externally low Source : Unilever R&D
59. Requirements for a succesfull partnership Sense of urgency A clear defined problem / challenge A shared (project) approach & technical feasible A strong (project) leader Lots of enthusiasm (and ‘energy’) No-undefined-activities (focus on the interfaces , “Schnittstelle”)“Geen losse eindjes!”
60. What are the partnership challenges? Who takes the fixed costs of innovations (projects)? Are investments in R&D equally distributed amongst partners? How to protected the business proposition (IP) of each partner? Are the future profits ´variable´ or ´fixed´ ? Profits : on short versus long term? Who is taking the lead (and taking the financial risk)?
61. Outline General introduction The innovation challenge : Where to invest ? With who to collaborate : partnerships Which innovation route to follow, how to manage this Where to find ideas (“inventions”) Background Neue kombinationen Combined process – product innovations
62. Classical Food Innovations Product Process Ingredient Context Supplier Portfolio Packaging Claims Current Current New Current Current New New Current Current Current New New Current New New Current Current Current New Current Current New New New Current Current New New New Current New New
63. Increasing complexities Products and packaging Recipe optimisation A new raw-material or ingredients Changing the current packaging design New packaging shape/design/looks Machines and processes. Installation of new equipment Adaptation of the production lines New factories New production technologies (will introduce new products, new markets, ...) Increasing complexity Increasing t.t.m. Increasing budgets
64. Outline General introduction The innovationchallenge : Where to invest ? Withwho to collaboratie : partnerships Whichinnovation route to follow, how to manage these Where to findideas (“inventions”) Background Neuekombinationen Combinedprocess – product innovations
65. The ‘knowledge tree’ and new combinations Increase knowledge at the front of each disiplines + Neue Kombinationen (of knowledge) to solve problems and to realise new innovations that can not be solved witin the excisting siences When a disipline become more mature the ‘distance’ between experts will become larger The gap between alfa- en bèta-sciences Ref. Groen et.al, Innoveren, 2006
66. Some examples of “neue kombinationen” Fruit and snacks Fresh(cut) and longer shelf-life (mild preservation) Organic, natural and added functionality Low CO2and exotic foods Fresh(cut) and A-brand Multinationals and chilled food chains Outsourcing design and development and creating internal value Food technology and creativity (food design) & sales International and local (slow) Individual products and mass production Brand 1 and Brand 2
68. Some examples of “neue kombinationen” Fruit and snacks Fresh(cut) and longer shelf-life (mild preservation) Organic, natural and added functionality Low CO2and exotic foods Fresh(cut) and A-brand Multinationals and chilled food chains Outsourcing design and development and creating internal value Food technology and creativity (food design) & sales International and local (slow) Individual products and mass production Brand 1 and Brand 2
76. Some examples of “neue kombinationen” Fruit and snacks Fresh(cut) and longer shelf-life (mild preservation) Organic, natural and added functionality Low CO2and exotic foods Fresh(cut) and A-brand Multinationals and chilled food chains Outsourcing design and development and creating internal value Food technology and creativity (food design) & sales International and local (slow) Individual products and mass production Brand 1 and Brand 2
77. Partnerships and Brands Philips-BeiersdorfPhilishaveCool Skin – Nivea Gillette-BraunOral-Bbrushes Philips-Sara Lee DE Senseo Krups-Heineken Beertender Ferrari-ShellV-Power Petrol Apple iPod – iTunes Danone-UnileverYolka yoghurt Ice Johnson&Johnson-Danone Evian Affinity (cosmetics) Coca-Cola-NestléNestea(icetea) Philips-Nike Portable SportsApparel Mercedes-Swatch Smart car FriescheVlag-McDonaldsMcBreaker yoghurt
80. Some examples of “neue kombinationen” Fruit and snacks Fresh(cut) and longer shelf-life (mild preservation) Organic, natural and added functionality Low CO2 and oxotic foods Fresh(cut) and A-brand Multinationals and chilled food chains Outsourcing design and development and creating internal value Food technology and creativity (food design) & sales International and local (slow) Individual products and mass production Brand 1 and Brand 2 Product and process
82. The most challenging innovation Development Research Technology Suppliers (equipment and processes) 100 - 1000 kg 1 gr - 1 kg 0.1 - 10 kg 1 - 100 kg Production series Sales of technology (Industry) Labscale system Pilot scale 0-serie Laboratory test 300-3000kE 150-1500kE 100-750kE 40-200kE 15-50kE Marketsurvey Marketsurvey sales(R&D) Sales of Innovative foodproducts (Industry) Product challenge tests Laboratory product tests Food Productions (products and recipes) 1 gr - 1 kg 10 kg - 100 kg Chicken-and-the-egg : who will invest first?
84. Trends according to TOP b.v. : Fruit and snacks - bites Fresh(cut) and longer shelf-life (mild preservation) Organic, natural and added functionality Low CO2and exotic foods Fresh(cut) and A-brand Multinationals and chilled food chains Outsourcing design and development and creating internal value Food technology and creativity (food design) & sales International and local (slow) Individual products and mass production Brand 1 and Brand 2 Product (new) and process (new) Future Focus of TOP
85. Conclusion R&D should not lead, the innovation process (BC) should With who to collaborate : partnerships + Partnerships are not easy to copy + Partnerships speed up innovations projects + Partnerships are cheaper But, The business case (of each partner) should be clear Which innovation route to follow, how to manage these? Small multidisiplinair design teams with focus on BC Skilled and experienced projectleaders Which Neue kombinationen ?
86. Disruptive technologies and marketing “Markets that don’t exist can’t be analyses” The (market) entrence of disruptive innovative technologies will not be predected by marketing departments or consumer panels.
