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title<br />Innovation & neuekombinationen<br />location<br />date<br />presentation<br />name<br />Gateway2germany<br />Ma...
New times are coming<br />From<br />Prefab<br />Me or we<br />Authentic<br />Table manners<br />Durability convenience<br ...
1. FND = Dutch foodinnovation program<br />2. Phase 1 : research<br />   TIFN – Wageningen<br />3. Phase 2 : innovation<br...
A brief introduction<br />Where and what?<br />What did I learn and which topics ?<br />Technical University Delft (TU-Del...
Factory designs of fresh-cut-produce
Retail/producer quality optimization in chains
 Fresh meat : development of production facility
 Training & Coaching QA managers</li></ul>TOP b.v. <br />Co-Founder<br />Development<br />Consultancy<br />Design<br />Man...
Mission of TOP ltd.<br />Making state-of-the-art technical and scientific knowledge accessible to (SME+)-companies – food ...
Mission of TOP b.v.<br />Making state-of-the-art technical and scientific knowledge accessible to (SME+)-companies – food ...
Nederland Innovatieland 1.0 : 1950 - 1980<br />Boutjes en moertjes<br />Machinebouwers<br />Machines / techniek<br />Techn...
Nederland Innovatieland 2.0 : 1980 - 2000<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br />...
Nederland Innovatieland 2.0 : Heden (2009)<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br /...
Nederland Innovatieland 2.0 : Heden (2009)<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br /...
TOP services<br /> Food Design<br /> Process Development<br /> Innovation Management<br />
Food Design : Introduction of Healty functionality<br />
Factory Design : Implementation & Realisation<br />
NT : High Pressure Pasteurisation<br />
Enkele kerngegevens<br /> Sinds 2005 <br /> 100% privaat (onderdeel TDI netwerk : ± 17 bv’s)<br /> 17 medewerkers (35% vro...
Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partne...
The cycli of kondratieff<br />De 5e cyclus van Kondtratieff van de nieuwe economie stort in<br />
Diverse tegelwijsheden rondom Innovatie<br />1. Prof. Dr. Frans A. Van Vught, rector magnificus U-Twente“Innovatie is geen...
The food innovation cycle : the linear concept<br />
The food innovation cycle<br />
From research to innovation<br />Innovation<br />Development<br />Production<br />Sales<br />Market (perspective)<br />Res...
Research (fundamental & applied)<br />“Analyses” <br /><ul><li> Known research methods
 Unknown outcome
 Input driven (fixed €)
 Results = Knowledge
 Documents, reports, papers
 … …</li></ul>Research<br />
Development (product & process)<br />“Synthesis” <br /><ul><li> Known research methods
 Known ´desired´ outcome
 Output driven (variable €)
 Results = product, process, services
 Possibilities & selection criteria
 … …</li></ul>Development = R + Design + Engineering + …<br />
Innovation Objectives<br /> Higher turn-over<br /> Larger market share<br /> Cost reductions<br /> More profit (per …)<br ...
Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partne...
<ul><li>Recipe management (ingredients & processes)</li></ul>Examples<br /><ul><li>Branding
Service development
Discounts
Promotions
Coupons
Process design & optimization
Technology development
Food Safety
Logistics
New channels
Competitive positioning
Synergy & Complexity management</li></ul>And chain partnerships?<br />Where to invest?<br />reinvestment<br />Cost<br />Br...
Open versus closed innovation<br />Ref. Groen et.al, Innoveren, 2006<br />
Where to invest, some general lessons<br />A business case should drive development and your innovation projects <br />Hen...
 Innoveren is een werkwoord (en dus een activiteit)<br /> De meest innoverende activiteiten leiden nooit tot een innovatie...
Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partne...
The importance of partnerships<br /> Universities and knowledge institutes (CRO)<br /> With commercial design / developmen...
A warning to industry : you want development!<br />R &D: Industry<br />R&D: University & CRO<br />
A warning to CRO : Make, Buy or Ally<br />Business Roadmap<br /> X<br />no<br />Fully internal<br />top<br />Development p...
Requirements for a succesfull partnership<br /> Sense of urgency<br /> A clear defined problem / challenge<br /> A shared ...
What are the partnership challenges?<br /> Who takes the fixed costs of innovations (projects)?<br /> Are investments in R...
Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partne...
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Slides Gateway2Germany - 28mei2009

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  1. 1. title<br />Innovation & neuekombinationen<br />location<br />date<br />presentation<br />name<br />Gateway2germany<br />May 28th 2009<br />Food & Innovatie<br />Wouter de Heij M.Sc.<br />
  2. 2. New times are coming<br />From<br />Prefab<br />Me or we<br />Authentic<br />Table manners<br />Durability convenience<br />Health control<br />Industrial intelligence<br />Steady format & taste<br />3 meals a day<br />To<br />Complication<br />Socially flexible<br />Original<br />Play with food<br />Close to conshumans<br />Pleasure & health experience<br />Smartness from nature<br />Metamorfood<br />24 hours<br />Ref. Jempi Moens, Food Valley, 2005<br />
  3. 3. 1. FND = Dutch foodinnovation program<br />2. Phase 1 : research<br /> TIFN – Wageningen<br />3. Phase 2 : innovation<br />Feasibility studies<br />Innovationprojects<br />Subsidy (SME’s)<br /> Business driven<br />Notonlytechnology!<br />1. Food design<br />Recipes & packaging<br />3.Processdevelopment<br />Equipment / machines<br />Productionlines<br /> Full factorie design<br />4. Innovation management<br />Financeprojects<br />Whichroute-to-market<br />
  4. 4. A brief introduction<br />Where and what?<br />What did I learn and which topics ?<br />Technical University Delft (TU-Delft)Process design<br />Process engineering: physics and (bio-)chemistry.<br />Sustainability, Chemistry & Society, Health & Safety, problem structuring. Multiphysics modeling(2D, 3D), <br />Food science,keeping quality. Preservation methods, microbiology & HACCP, food quality, Project acquisition and R&D management(inc. training).<br />Technology assessment, process-design.<br />Wageningen UR (ATO-DLO & A&F)<br />Food-science<br />Food consultancy, management advice. <br />Food business finances, innovation strategy, QuickWin (costs & keeping-quality), from-lab-to-pilot, scale-up (inc. cost-benefit analyses & ROI). Examples:<br /><ul><li> High pressure sterilization pilot (+ IP)
  5. 5. Factory designs of fresh-cut-produce
  6. 6. Retail/producer quality optimization in chains
  7. 7. Fresh meat : development of production facility
  8. 8. Training & Coaching QA managers</li></ul>TOP b.v. <br />Co-Founder<br />Development<br />Consultancy<br />Design<br />Management<br />(& Partnership with Wageningen-UR)<br />
  9. 9. Mission of TOP ltd.<br />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. <br />
  10. 10. Mission of TOP b.v.<br />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. <br />
  11. 11. Nederland Innovatieland 1.0 : 1950 - 1980<br />Boutjes en moertjes<br />Machinebouwers<br />Machines / techniek<br />TechnischeUniversiteiten<br />TNO (EZ)<br />Product-proces interacties<br />Universiteiten<br />DLO (LNV)<br />Voedsel<br />(grote) Voedselproducerende bedrijven<br />Ingrediënten<br />Fundamenteel <br />Toegepast Onderzoek<br />Ontwikkeling<br />Markt/verkoop<br />
  12. 12. Nederland Innovatieland 2.0 : 1980 - 2000<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br />Ingenieurs-bureaus<br />Machines / techniek<br />Product-proces interacties<br />TNO (LNV)<br />Universiteiten<br />DLO (LNV)<br />Voedsel<br />M&S, Design, Creativiteit<br />Voedselproducerende bedrijven<br />Ingrediënten<br />Fundamenteel <br />Toegepast Onderzoek<br />Ontwikkeling<br />Markt/verkoop<br />
  13. 13. Nederland Innovatieland 2.0 : Heden (2009)<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br />Ingenieurs-bureaus<br />Machines / techniek<br />.<br />Product-proces interacties<br />TNO<br />Universiteiten<br />Voedsel<br />WUR<br />M&S, Design, Creativiteit<br />Voedselproducerende bedrijven<br />Ingrediënten<br />Fundamenteel <br />Toegepast Onderzoek<br />Ontwikkeling<br />Markt/verkoop<br />
  14. 14. Nederland Innovatieland 2.0 : Heden (2009)<br />Boutjes en moertjes<br />TechnischeUniversiteiten<br />Machinebouwers<br />Ingenieurs-bureaus<br />Machines / techniek<br />.<br />Product-proces interacties<br />Commerciële bedrijfspartijen (o.a. TOP b.v.)<br />TNO<br />Universiteiten<br />Voedsel<br />WUR<br />M&S, Design, Creativiteit<br />Voedselproducerende bedrijven<br />Ingrediënten<br />Fundamenteel <br />Toegepast Onderzoek<br />Ontwikkeling<br />Markt/verkoop<br />
  15. 15. TOP services<br /> Food Design<br /> Process Development<br /> Innovation Management<br />
  16. 16. Food Design : Introduction of Healty functionality<br />
  17. 17. Factory Design : Implementation & Realisation<br />
  18. 18. NT : High Pressure Pasteurisation<br />
  19. 19. Enkele kerngegevens<br /> Sinds 2005 <br /> 100% privaat (onderdeel TDI netwerk : ± 17 bv’s)<br /> 17 medewerkers (35% vrouw, 65% man) <br /> 100% groei per jaar (verwachting : 2x 25 in 2012)<br /> Focus op gezond, vers, minimaal verwerkt.<br /> 80% v.d. partners is MKB(+)<br />Mede-ondernemend (zelden uurtje-factuurtje)<br /> 40% efficiënter dan bestaande KIS<br /> Werkgebied : Noord Europa<br /> Klanten : Machinebouwers & Voedselproducerend<br />
  20. 20. Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partnerships<br />Which innovation route to follow, how to manage this<br />Where to find ideas (“inventions”)<br /> Background<br />Neue kombinationen<br /> Combined process – product innovations<br />
  21. 21. The cycli of kondratieff<br />De 5e cyclus van Kondtratieff van de nieuwe economie stort in<br />
  22. 22. Diverse tegelwijsheden rondom Innovatie<br />1. Prof. Dr. Frans A. Van Vught, rector magnificus U-Twente“Innovatie is geen estafette van achtereenvolgend: wetenschappelijk onderzoek, marktverkenning, productontwikkeling en marktintroductie” <br /> “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”<br />2. Rein Willems, President-directeur Shell Nederland “Innovatie is kennis omzetten in centen, heel simpel”<br />
  23. 23. The food innovation cycle : the linear concept<br />
  24. 24. The food innovation cycle<br />
  25. 25. From research to innovation<br />Innovation<br />Development<br />Production<br />Sales<br />Market (perspective)<br />Research<br />Engineering<br />Costs of input (hr)<br />Design <br />Methods & procedures<br />
  26. 26. Research (fundamental & applied)<br />“Analyses” <br /><ul><li> Known research methods
  27. 27. Unknown outcome
  28. 28. Input driven (fixed €)
  29. 29. Results = Knowledge
  30. 30. Documents, reports, papers
  31. 31. … …</li></ul>Research<br />
  32. 32. Development (product & process)<br />“Synthesis” <br /><ul><li> Known research methods
  33. 33. Known ´desired´ outcome
  34. 34. Output driven (variable €)
  35. 35. Results = product, process, services
  36. 36. Possibilities & selection criteria
  37. 37. … …</li></ul>Development = R + Design + Engineering + …<br />
  38. 38. Innovation Objectives<br /> Higher turn-over<br /> Larger market share<br /> Cost reductions<br /> More profit (per …)<br /> Higher shareholders value<br /> Higher value of the brand<br /> Higher food-quality<br /> Consistent food-quality<br /> Safer products<br /> Adaptation to changing legislation<br />Continuity, staying in business<br />
  39. 39. Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partnerships<br />Which innovation route to follow, how to manage these<br />Where to find ideas (“inventions”)<br /> Background<br />Neue kombinationen<br /> Combined process – product innovations<br />
  40. 40. <ul><li>Recipe management (ingredients & processes)</li></ul>Examples<br /><ul><li>Branding
  41. 41. Service development
  42. 42. Discounts
  43. 43. Promotions
  44. 44. Coupons
  45. 45. Process design & optimization
  46. 46. Technology development
  47. 47. Food Safety
  48. 48. Logistics
  49. 49. New channels
  50. 50. Competitive positioning
  51. 51. Synergy & Complexity management</li></ul>And chain partnerships?<br />Where to invest?<br />reinvestment<br />Cost<br />Brands,<br />Price<br />Product<br />Distribution<br />Product<br />efficiency<br />Service<br />position<br />quality<br />relationships<br />portfolio<br />market<br />share<br />sold<br />revenues<br />profit<br />volume<br />Ref. Hans Schepers, WUR, 2005<br />
  52. 52. Open versus closed innovation<br />Ref. Groen et.al, Innoveren, 2006<br />
  53. 53. Where to invest, some general lessons<br />A business case should drive development and your innovation projects <br />Hence : <br />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).<br />2. Innovate for Cash, Not CachetIf your cool new thing doesn&apos;t generate enough money to cover costs and make a profit, it isn&apos;t innovation. It&apos;s art.<br />3. Don&apos;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.<br />4. Innovation Doesn&apos;t Generate Growth. Management DoesIf you covet awards for creativity, go to Hollywood. Managers get rewarded for results, which come from customers.<br />
  54. 54. Innoveren is een werkwoord (en dus een activiteit)<br /> De meest innoverende activiteiten leiden nooit tot een innovatie.<br /> Een klein percentage (15%) van innovatieprocessen leidt tot een innovatie.<br /> Als je economisch succesvol wilt zijn dan is een volgstrategie interessanter (“koop” i.p.v. “ontwikkel”). MKB innoveert & grote bedrijven adopteren.<br /> Innoveren komt voort uit het verlangen van een innovator. Meestal is een innovator niet klantgericht (). <br />Diverse tegelwijsheden rondom Innovatie<br />Ref. Luc Hoebeke, Filosofie in Bedrijf, 2008<br />
  55. 55. Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partnerships<br />Which innovation route to follow, how to manage this<br />Where to find ideas (“inventions”)<br /> Background<br />Neue kombinationen<br /> Combined process – product innovations<br />
  56. 56. The importance of partnerships<br /> Universities and knowledge institutes (CRO)<br /> With commercial design / development companies : Food design & Process development<br /> Technology suppliers : equipment manufacturers<br /> The food chain : raw-material, ingredient suppliers & costumers (retail?)<br /> With your branch organization / competitors<br />In all cases : <br /> What’s the business case of yourselves and your partner ? <br /> Who invests, who receives profits (and when) ?<br /> What about your IP / knowledge position : short term and long term ?<br />
  57. 57. A warning to industry : you want development!<br />R &D: Industry<br />R&D: University & CRO<br />
  58. 58. A warning to CRO : Make, Buy or Ally<br />Business Roadmap<br /> X<br />no<br />Fully internal<br />top<br />Development plan internally<br />Identify Science & Technology areas<br />Need for Capabilities<br />Potential position in 5 years<br />no<br />high<br />Similar capability existing externally?<br />Alliance<br />yes<br />Strategic fit<br />average<br />high<br />R&D Roadmap<br />Competitive impact <br />Acquire externally<br />low<br />yes<br />Acquire externally<br />low<br />Source : Unilever R&D<br />
  59. 59. Requirements for a succesfull partnership<br /> Sense of urgency<br /> A clear defined problem / challenge<br /> A shared (project) approach & technical feasible<br /> A strong (project) leader <br /> Lots of enthusiasm (and ‘energy’)<br /> No-undefined-activities (focus on the interfaces , “Schnittstelle”)“Geen losse eindjes!”<br />
  60. 60. What are the partnership challenges?<br /> Who takes the fixed costs of innovations (projects)?<br /> Are investments in R&D equally distributed amongst partners?<br /> How to protected the business proposition (IP) of each partner?<br /> Are the future profits ´variable´ or ´fixed´ ?<br /> Profits : on short versus long term?<br /> Who is taking the lead (and taking the financial risk)?<br />
  61. 61. Outline <br />General introduction<br />The innovation challenge : Where to invest ?<br />With who to collaborate : partnerships<br />Which innovation route to follow, how to manage this<br />Where to find ideas (“inventions”)<br /> Background<br />Neue kombinationen<br /> Combined process – product innovations<br />
  62. 62. Classical Food Innovations<br />Product<br />Process<br />Ingredient<br />Context<br />Supplier<br />Portfolio<br />Packaging<br />Claims<br />Current<br />Current<br />New<br />Current<br />Current<br />New<br />New<br />Current<br />Current<br />Current<br />New<br />New<br />Current<br />New<br />New<br />Current<br />Current<br />Current<br />New<br />Current<br />Current<br />New<br />New<br />New<br />Current<br />Current<br />New<br />New<br />New<br />Current<br />New<br />New<br />
  63. 63. Increasing complexities<br />Products and packaging<br /> Recipe optimisation <br /> A new raw-material or ingredients<br /> Changing the current packaging design <br /> New packaging shape/design/looks <br />Machines and processes.<br /> Installation of new equipment<br /> Adaptation of the production lines<br /> New factories<br /> New production technologies (will introduce new products, new markets, ...)<br />Increasing complexity<br />Increasing t.t.m.<br />Increasing budgets<br />
  64. 64. Outline <br />General introduction<br />The innovationchallenge : Where to invest ?<br />Withwho to collaboratie : partnerships<br />Whichinnovation route to follow, how to manage these<br />Where to findideas (“inventions”)<br /> Background<br />Neuekombinationen<br />Combinedprocess – product innovations<br />
  65. 65. The ‘knowledge tree’ and new combinations<br />Increase knowledge at the front of each disiplines<br />+<br />Neue Kombinationen (of knowledge) to solve problems and to realise new innovations that can not be solved witin the excisting siences<br />When a disipline become more mature the ‘distance’ between experts will become larger<br />The gap between alfa- en bèta-sciences<br />Ref. Groen et.al, Innoveren, 2006<br />
  66. 66. Some examples of “neue kombinationen”<br /> Fruit and snacks<br /> Fresh(cut) and longer shelf-life (mild preservation)<br /> Organic, natural and added functionality<br /> Low CO2and exotic foods<br /> Fresh(cut) and A-brand<br /> Multinationals and chilled food chains<br /> Outsourcing design and development and creating internal value<br /> Food technology and creativity (food design) & sales<br /> International and local (slow)<br /> Individual products and mass production <br /> Brand 1 and Brand 2<br />
  67. 67. Some examples of “neue kombinationen”<br />
  68. 68. Some examples of “neue kombinationen”<br /> Fruit and snacks<br /> Fresh(cut) and longer shelf-life (mild preservation)<br /> Organic, natural and added functionality<br /> Low CO2and exotic foods<br /> Fresh(cut) and A-brand<br /> Multinationals and chilled food chains<br /> Outsourcing design and development and creating internal value<br /> Food technology and creativity (food design) & sales<br /> International and local (slow)<br /> Individual products and mass production <br /> Brand 1 and Brand 2<br />
  69. 69. Fresh-cut produce : logistics in Europe<br />2.0 hr<br />6.0 hr<br />15 hr<br />24 hr<br />48 hr<br />
  70. 70. 2.0 hr<br />6.0 hr<br />
  71. 71. Product repositioning A<br />Productrepositioning A B<br />Process 2<br />inno<br />Food Service<br />Specia-list<br />5<br />Qualityattribute(color, smell, texture, …)<br />score<br />4<br />3<br />Discount supermarkt<br />2<br /> Process 1<br />1<br />15<br />10<br />5<br />0<br />Keeping Quality (days)<br />Re-positioning when improving?<br />
  72. 72. The challenge of producing fresh produce<br />=<br />Internet Sales, yes!<br />Internet Sales ??<br />Shelf-life &gt;&gt;6 months<br />No chilled food chain<br />No (biological) variance<br />Branded oriented<br />Shelf-life &lt; 2 weeks<br />Chilled food chain required<br />Large (biological) variance<br />Commodity (not yet branded)<br />
  73. 73. HPP: pasteurisation and sterilisation<br />
  74. 74. Fruit desserts-Japan<br />Ham - Spain<br />Salsa - USA<br />Ham-Spain<br />Rice -Japan<br />Jam - Japan<br />Oysters -USA<br />Avocado-USA<br />Juice-France<br />Commercial HPP Food<br />
  75. 75. 2.0 hr<br />6.0 hr<br />15 hr<br />24 hr<br />48 hr<br />
  76. 76. Some examples of “neue kombinationen”<br /> Fruit and snacks<br /> Fresh(cut) and longer shelf-life (mild preservation)<br /> Organic, natural and added functionality<br /> Low CO2and exotic foods<br /> Fresh(cut) and A-brand<br /> Multinationals and chilled food chains<br /> Outsourcing design and development and creating internal value<br /> Food technology and creativity (food design) & sales<br /> International and local (slow)<br /> Individual products and mass production <br /> Brand 1 and Brand 2<br />
  77. 77. Partnerships and Brands<br /> Philips-BeiersdorfPhilishaveCool Skin – Nivea<br />Gillette-BraunOral-Bbrushes<br />Philips-Sara Lee DE Senseo<br />Krups-Heineken Beertender<br />Ferrari-ShellV-Power Petrol<br /> Apple iPod – iTunes<br />Danone-UnileverYolka yoghurt Ice<br /> Johnson&Johnson-Danone Evian Affinity (cosmetics)<br />Coca-Cola-NestléNestea(icetea)<br />Philips-Nike Portable SportsApparel<br />Mercedes-Swatch Smart car<br />FriescheVlag-McDonaldsMcBreaker yoghurt<br />
  78. 78. Senseo Philips and Douwe Egberts<br />
  79. 79. Connecting well known food-brands <br />
  80. 80. Some examples of “neue kombinationen”<br /> Fruit and snacks<br /> Fresh(cut) and longer shelf-life (mild preservation)<br /> Organic, natural and added functionality<br /> Low CO2 and oxotic foods<br /> Fresh(cut) and A-brand<br /> Multinationals and chilled food chains<br /> Outsourcing design and development and creating internal value<br /> Food technology and creativity (food design) & sales<br /> International and local (slow)<br /> Individual products and mass production <br /> Brand 1 and Brand 2<br /> Product and process<br />
  81. 81. Objectives and requirements process design<br />
  82. 82. The most challenging innovation<br />Development<br />Research<br />Technology Suppliers<br />(equipment and processes)<br />100 - 1000 kg<br />1 gr - 1 kg<br />0.1 - 10 kg<br />1 - 100 kg<br />Production<br /> series<br />Sales of technology<br />(Industry)<br />Labscale system<br />Pilot scale<br />0-serie<br />Laboratory test<br />300-3000kE<br />150-1500kE<br />100-750kE<br />40-200kE<br />15-50kE<br />Marketsurvey<br />Marketsurvey<br />sales(R&D)<br />Sales of Innovative<br /> foodproducts<br /> (Industry)<br />Product challenge tests<br />Laboratory product tests<br />Food Productions<br />(products and recipes)<br />1 gr - 1 kg<br />10 kg - 100 kg<br />Chicken-and-the-egg : who will invest first?<br />
  83. 83. NT : Electromagnetic heating of meat<br />
  84. 84. Trends according to TOP b.v. :<br /> Fruit and snacks - bites<br /> Fresh(cut) and longer shelf-life (mild preservation)<br /> Organic, natural and added functionality<br /> Low CO2and exotic foods<br /> Fresh(cut) and A-brand<br /> Multinationals and chilled food chains<br /> Outsourcing design and development and creating internal value<br /> Food technology and creativity (food design) & sales<br /> International and local (slow)<br /> Individual products and mass production <br /> Brand 1 and Brand 2<br /> Product (new) and process (new)<br />Future<br />Focus of TOP<br />
  85. 85. Conclusion<br />R&D should not lead, the innovation process (BC) should<br />With who to collaborate : partnerships<br /> + Partnerships are not easy to copy<br /> + Partnerships speed up innovations projects<br /> + Partnerships are cheaper<br />But, The business case (of each partner) should be clear<br />Which innovation route to follow, how to manage these?<br /> Small multidisiplinair design teams with focus on BC<br /> Skilled and experienced projectleaders<br />Which Neue kombinationen ?<br />
  86. 86. Disruptive technologies and marketing<br />“Markets that don’t exist can’t be analyses” <br />The (market) entrence of disruptive innovative technologies will not be predected by marketing departments or consumer panels.<br />

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