Open Innovation in the Food and Beverage Industry

<p>Contributor contact details</p> <p>Woodhead Publishing Series in Food Science, Technology and Nutrition</p> <p>Foreword by J. Hyman</p> <p>Foreword by W. H. Noordman and E. M. Meijer</p> <p>Part I: The changing nature of innovation in the food and drink industry</p> <p>Chapter 1: Trends in the acquisition of external knowledge for innovation in the food industry</p> <p>Abstract:</p> <p>1.1 Introduction</p> <p>1.2 Reasons for open innovation in the food industry</p> <p>1.3 Measuring open innovation in the food industry</p> <p>1.4 Sources and types of data</p> <p>1.5 Results of the open-innovation study</p> <p>1.6 Conclusions</p> <p>1.7 Acknowledgements</p> <p>1.9 Appendix: concordance between agri-food technological sectors and International Patent Classification (IPC)</p> <p>Chapter 2: The tension between traditional innovation strategies and openness: Lindt’s controlled open innovation approach</p> <p>Abstract:</p> <p>2.1 Introduction</p> <p>2.2 Literature review</p> <p>2.3 Research method for Lindt case study</p> <p>2.4 Open and closed innovation at Lindt</p> <p>2.5 Lindt’s open-innovation approach in practice: the innovation project Noccior</p> <p>2.6 Results of controlled open innovation in the Lindt case</p> <p>2.7 Conclusions</p> <p>Chapter 3: The role of open innovation in the industry convergence between foods and pharmaceuticals</p> <p>Abstract:</p> <p>3.1 Introduction</p> <p>3.2 A brief literature review on industry convergence</p> <p>3.3 Convergence-related challenges and the role of open innovation</p> <p>3.4 Evidence for industry convergence between foods and pharmaceuticals</p> <p>3.5 Open innovation in order to cope with convergence in the neutraceuticals and functional foods (NFF) sector</p> <p>3.6 Conclusion</p> <p>3.7 Future trends</p> <p>Chapter 4: Accelerating the innovation cycle through intermediation: the case of Kraft’s meltproof chocolate bars</p> <p>Abstract:</p> <p>4.1 Introduction</p> <p>4.2 From research to search in company innovation</p> <p>4.3 Key capabilities in open innovation</p> <p>4.4 From idea-driven innovation to need-driven innovation</p> <p>4.5 Case study: melt-proof chocolate bars from Kraft</p> <p>4.6 Conclusions</p> <p>4.7 Future trends</p> <p>Chapter 5: The impact of open innovation on innovation performance: the case of Spanish agri-food firms</p> <p>Abstract:</p> <p>5.1 Introduction: the agri-food sector and innovation</p> <p>5.2 How innovative are Spanish agri-food firms?</p> <p>5.3 Measuring open innovation in Spanish agri-food firms</p> <p>5.4 The effect of openness on the innovative performance of firms</p> <p>5.5 Conclusions</p> <p>Part II: Partners and networks for open innovation</p> <p>Chapter 6: Partnering with public research centres and private technical and scientific service providers for innovation: the case of Italian rice company, Riso Scotti</p> <p>Abstract:</p> <p>6.1 Introduction</p> <p>6.2 The role of private technical and scientific service (TSS) providers: advantages and limitations</p> <p>6.3 The role of universities and public research centres: advantages and limitations</p> <p>6.4 Riso Scotti case study</p> <p>6.5 Conclusions and managerial implications</p> <p>Chapter 7: Consumers as part of food and beverage industry innovation</p> <p>Abstract:</p> <p>7.1 Introduction</p> <p>7.2 Understanding food and beverage consumers and their world</p> <p>7.3 Consumer-centric company culture for innovation</p> <p>7.4 Consumer-driven innovation process</p> <p>7.5 Consumers as co-creators</p> <p>7.6 Conclusion</p> <p>7.7 Future trends</p> <p>7.8 Sources of further information and advice</p> <p>Chapter 8: Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Coors’ ‘talking can’</p> <p>Abstract:</p> <p>8.8 Conclusion</p> <p>Chapter 9: Collaborative product innovation in the food service industry. Do too many cooks really spoil the broth?</p> <p>Abstract:</p> <p>9.1 Introduction</p> <p>9.2 A review of open-innovation practices in the food industry</p> <p>9.3 Collaborative product innovation (CPI) in the foodservice industry: the path of diffusion of sous vide cooking in the US</p> <p>9.4 Conclusions and future trends</p> <p>Chapter 10: Effectiveness of cluster organizations in facilitating open innovation in regional innovation systems: the case of Food Valley in the Netherlands</p> <p>Abstract:</p> <p>10.1 Introduction</p> <p>10.2 Theoretical background</p> <p>10.3 The Dutch agri-food sector and Food Valley Organization</p> <p>10.4 Conclusions</p> <p>10.5 Future trends</p> <p>10.6 Sources of further information and advice</p> <p>10.8 Appendix 1: the four main functions of Food Valley, including fifteen services, activities and information sources</p> <p>10.9 Appendix 2: assessment of small to medium-sized enterprises and large companies of the importance of Food Valley functions.</p> <p>10.10 Appendix 3: member company assessment of the importance of Food Valley functions by company type</p> <p>Chapter 11: The importance of networks for knowledge exchange and innovation in the food industry</p> <p>Abstract:</p> <p>11.1 Introduction</p> <p>11.2 Knowledge exchange and innovation and the importance of networks</p> <p>11.3 Network methodology: a case study approach</p> <p>11.4 Results of the three Flemish case studies</p> <p>11.5 Conclusions and future trends</p> <p>Part III: Establishing and managing open-innovation partnerships and networks</p> <p>Chapter 12: Managing open-innovation communities: the development of an open-innovation community scorecard</p> <p>Abstract:</p> <p>12.1 Introduction</p> <p>12.2 Introduction to open-innovation communities and their management</p> <p>12.3 Development of an open-innovation community scorecard</p> <p>12.4 Implementation of the open-innovation scorecard</p> <p>12.5 Conclusion and future trends</p> <p>12.7 Appendix 1: data sources of success measures</p> <p>12.8 Appendix 2: member survey</p> <p>Chapter 13: The evolution of partnering in open innovation: from transactions to communities</p> <p>Abstract:</p> <p>13.1 Introduction</p> <p>13.2 Identifying and securing partners</p> <p>13.3 Building and structuring relationships</p> <p>13.4 Ecosystems</p> <p>13.5 Human factors</p> <p>13.6 Building a community</p> <p>13.7 Conclusion</p> <p>13.8 Acknowledgements</p> <p>Chapter 14: Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliers</p> <p>Abstract:</p> <p>14.1 Introduction</p> <p>14.2 Co-innovation</p> <p>14.3 The co-innovation partnership between Unilever and flavour suppliers</p> <p>14.4 Implementation and development of the Flavour Operating Framework partnership</p> <p>14.5 Conclusion</p> <p>Future trends</p> <p>Chapter 15: Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEs</p> <p>Abstract:</p> <p>15.1 Introduction: the importance of large and small company partnerships in the food industry</p> <p>15.2 The difficulties of open innovation</p> <p>15.3 Culture, complexity and communication problems</p> <p>15.4 The importance for companies of focusing on risk, reward and balance</p> <p>15.5 Overcoming obstacles to achieve successful company partnerships</p> <p>15.6 Collaborations between companies: case studies</p> <p>15.7 Conclusion</p> <p>15.8 Acknowledgements</p> <p>Chapter 16: Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovation</p> <p>Abstract:</p> <p>16.1 Introduction</p> <p>16.2 Strategic external networks for open innovation</p> <p>16.3 Research methodology</p> <p>16.4 Findings</p> <p>16.5 Discussion</p> <p>16.6 Future trends</p> <p>16.7 Conclusions and recommendations</p> <p>Part IV: Open innovation tools, process and managerial frameworks</p> <p>Chapter 17: The ‘want find get manage’ (WFGM) framework for open-innovation management and its use by Mars, Incorporated</p> <p>Abstract:</p> <p>17.1 Introduction</p> <p>17.2 History of open innovation at Mars, Incorporated</p> <p>17.3 Mars’ open-innovation model</p> <p>17.4 The open-innovation framework: ‘want find get manage’</p> <p>17.5 Conclusions</p> <p>Chapter 18: Crowdsourcing: the potential of online communities as a tool for data analysis</p> <p>Abstract:</p> <p>18.1 Introduction</p> <p>18.2 Predictive modelling competitions</p> <p>18.3 Design and management of predictive modelling competitions</p> <p>18.4 Case study: Kaggle</p> <p>18.5 Conclusions</p> <p>Chapter 19: The role of information systems in innovative food and beverage organizations</p> <p>Abstract:</p> <p>19.1 Introduction</p> <p>19.2 The role of technology in innovation</p> <p>19.3 Innovative technologies in agriculture and food production</p> <p>19.4 Technology’s support of innovation</p> <p>19.5 Free tools for innovation</p> <p>19.6 Future trends</p> <p>19.7 Conclusion</p> <p>19.8 Sources of further information and advice</p> <p>Chapter 20: Effective organizational and managerial company frameworks to support open innovation: overview and the case of Heinz</p> <p>Abstract:</p> <p>20.1 Introduction</p> <p>20.2 The need for organizational and management tools to support open innovation</p> <p>20.3 Case study: Heinz’s strategy, business and organization</p> <p>20.4 Conclusions and managerial implications</p> <p>Chapter 21: Innovating with brains: the psychology of open innovation</p> <p>Abstract:</p> <p>21.1 Introduction</p> <p>21.2 Innovation is all about psychology</p> <p>21.3 Phases of innovation</p> <p>21.4 The influence of soft factors on the success of innovation</p> <p>21.5 The psychology of the innovation team</p> <p>21.6 The innovative environment of academia</p> <p>21.7 Start-ups and small to medium-sized enterprises (SMEs): open innovation by default</p> <p>21.8 Predicting innovation success: the ‘Preston’ equation</p> <p>21.9 Future trends</p> <p>Index</p>