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Melhorando a competitividade na indústria da carne

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  • 1. Lauren SammelAssociate Principal ScientistKraft Foods-Oscar MayerMercoAgroSeptember 20, 2012
  • 2. • Competitiveness -of, involving, or determined by competition• Competition – the act or process of competing• Compete - to strive consciously or unconsciously for an objective (as position, profit, or a prize) : be in a state of rivalry Ability and performance Ability and performance of a firm, sub-sector or of other firms, sub-sectorscountry to sell and supply in relation to or countries in the same goods and services in a market. given market
  • 3. • Oscar Mayer – The company• Oscar Mayer Finding a Better Way Vision• Open Innovation Introduction• Examples of How Oscar Mayer uses Open Innovation as a Tool for Competitiveness
  • 4. • American meat company owned by Kraft Foods known for its cold cuts, hot dogs, bologna, bacon, and Lunchables products• The company was founded in 1883 by Oscar F. Mayer in Chicago, Illinois • 1919 – Headquarters move from Chicago to Madison WI • 1981 - General Foods acquires Oscar Mayer • 1985 - Altria, which Kraft is a part of, acquires General Foods • 2007 - Kraft splits from Altria • 2012- Kraft splits into Kraft Foods Group and Mondelēz International
  • 5. • 12 brands with more than $1 billion in revenue• 70+ brands with more than $100 million in revenue• 40 brands over 100 years old• 80% revenue from #1 share positions
  • 6. Major North American grocery company• Approximately 80% of its revenues from categories in which it has #1 market position• Highly-competitive retail presence• Strong innovation pipeline• Significant scale across categories
  • 7. Worldwide leader in global snacks• #1 Biscuits, #1 Chocolate, #1 Candy, #2 Gum• Leading market shares in each major region of the world• Strong presence in fast-growing developing markets and instant consumption channels• Strong stable of global and local brands
  • 8. 1. Columbia, MO – hot dogs2. Coshocton, OH - bacon3. Fullerton, CA - Lunchables4. Newberry, SC – sliced deli meats5. Kirksville, MO – bacon, sliced deli meat6. Davenport, IA – sliced deli meat, Lunchables7. Madison, WI – hot dogs, sliced deli meat8. Woodstock, IL - pickles
  • 9. • We found a better way to use simple ingredients to improve our food and became the first brand to offer a complete line of meats that have: • No artificial preservatives • No artificial flavors • No artificial color• By using simple ingredients such as celery juice, half of our new products will have no artificial preservatives in 2012• Sodium reduced by 20% across our portfolio, by end of 2012• Our goal is to have 20% of our portfolio made with no artificial preservatives by 2015
  • 10. Oscar Mayer Selects =Competitiveness Competitiveness requires Technology Technology requires Open Innovation
  • 11. • Leveraging the capabilities and expertise of others to deliver noteworthy and distinctive innovation• Model that assumes for businesses to advance their technology they can and should use • External ideas as well as internal ideas • Internal and external paths to market
  • 12. Competition is fierce in today’s world - requires companies to develop innovative products with short development times Goals unattainable by singlecompanies are attainable when companies join forces The world is a vast pool of resources. Easy access with internet
  • 13. • Define strategy and priorities• Decide which projects or parts of projects to execute outside• Decide how and where to execute outside
  • 14. • What external skills, technologies, or resources Want • How will these critical external resources be found Find • How will the resources be accessed Get • How will the new partnership be managedManage *Source-Reinventing Corporate Growth (Gene Slowinski, 2005)
  • 15. • The skill, technology, resource required for innovation that will result in competitiveness • Make-Develop a technology internally with internal resources (Closed) • Buy-Purchasing or in-licensing a technology that already exists in the market (Open) • Partner-Create a technology by joining forces with external resources through a strategic alliance (Open)• A Want needs to be Clearly defined and understood Prioritized Communicated
  • 16. Want Brief• Many different forms exist• Should contain at least: • Business opportunity • Technical needs • What is already known • What is in scope When done well it is the essential • Ideal solution element of problem solving • Solution must have • Budget and timeline
  • 17. • Going about finding a solution Internet • Great ideas are Search Small everywhere and can be hidden in other Firms industries and countries Engines Universities Start-ups • The challenge is Large Government uncovering the ideas Firms Customers Vendors
  • 18. Strategic Resource Fit Fit Shared Value Creation• Partners of choice • Have internal structure that allows for creating and maintaining high quality relationships • Can make decisions fast and efficiently • Supports team members and provides them with the tools they need to perform well within the framework of the partnership • Can identify disputes early and handle in an effective manner to resolve quickly • Have a history and reputation as an excellent partner to work with
  • 19. • Employee Networks • Internal and external to the company in Industry, Academia, and Government • Beyond area of expertise• The Internet • Wealth of information and leads for investigation• Current Suppliers • Supplier challenges• Open Innovation Partners • Your Encore • NineSigma • Innovia Technology • And many more
  • 20. • Process for negotiating a mutually acceptable agreement• Involves cross-functional teams • R&D, marketing, procurement, legal, What not to do manufacturing• Requires planning and collaboration• Must identify and share value between partners
  • 21. • Negotiation guide • Project description with deliverables • Roles and responsibilities of each team • Length of partnership and termination guidelines • Confidentiality • Intellectual property and right to use • Field of use and exclusivity• Often most challenging part of Open Innovation Framework for researchers • Training and practice essential• Discussions and negotiations should occur before legal documents are drafted
  • 22. Intellectual Property• IP can be used in multiple ways to create value for all• It is not necessary to own IP for competitive advantage• Rights to IP patents can be licensed and defined by: • Field of use • Time • Territory • Royalty or royalty free
  • 23. • Establishing and maintaining working principle so both parties work and act as one team • Managements’ roles • Researchers’ roles • Sharing of information formally and informally • Problem resolution
  • 24. • Defining and managing technical needs and challenges• Monitoring and evaluating external activity• Negotiation of agreements• Leading and managing projects or portions of projects with external development
  • 25. • Inventing Delicious Framework • We innovate by integrating the competencies and best practices of Knowledge Management, Open Innovation and Intellectual Property into the technology development process
  • 26. • Derived from the business strategy• Review make, buy, ally and differentiate needs• Develop Open Innovation Needs list • To do well must have • Devoted resources • Cross functional buy in • Continuous process
  • 27. No Artificial PreservativesTechnology Needs Sodium Reduction Simple Ingredients Consumers Recognize
  • 28. www.kfcollaborationkitchen.com
  • 29. www.kfcollaborationkitchen.com
  • 30. • Expanding our Supplier network to drive innovation and competitiveness • Supplier Innovation Summit 2011 • Identified new partnerships to drive growth • 45 participating companies • 110 Kraft participants • 35 Open Innovation needs
  • 31. • Defining the Problem • Identification of the aims and goals of the QuickScan• Key Findings and Trends • Highlights important findings and current picture of the developing landscape• NineSigma Mind Map • High level view of the search areas and technology groups • Identify trends • Highlight specific capabilities • Find commonality/areas of overlap• Specific Technology Examples • Options for pursuit and further consideration
  • 32. • Long term food safety partner• Partner of choice• Strategic Fit• Resource Fit• Create shared value
  • 33. Oscar Mayer’s Strengths:• Consumer based insights• Experts in the chemistry of our food systems• Applications of ingredients in our food systems• High standards for product quality and food safety• Leadership and scale – lead the way in implementing new ingredients like Lactate in the 1990’s Purac’s Strengths:• Regulatory insight on final products • Fermentation especially USDA expertise • Downstream processing• High volume/long term customer • Food safety modeling • Ingredient solubility modeling • GRAS and USDA approval of ingredients • Specification development and scale up of ingredients • Scientific/research depth • Proven long term partner
  • 34. • University of Wisconsin-Madison • Close proximity • Strategically aligned • Meat Color • Food Safety • Lipid Oxidation • Bi-Annual research reviews and information sharing • Member of the Food Research Institute
  • 35. • First brand to offer a complete line of meats that have: • No artificial preservatives • No artificial flavors • No artificial color• Half of new products in 2012 will have no artificial preservatives• 20% sodium reduction across our portfolio by end of 2012• 20% of portfolio made with no artificial preservatives by 2015• Continued evolution using simple everyday ingredients people trust
  • 36. Step into your consumer’s worlds, listen and observe with open minds • You will find competitive insightInspire those that you work with to dream• Allow for thinking and playing outside the normal workplace constraints• Rules and attitudes of organization can inhibit innovation Create an innovation strategy • Have a vision to work for and people will surprise you
  • 37. Embrace the global research communityEncourage and incent employees to build boththeir internal and external networks within and outside our industry Build skills in: • Program management • Partner orchestration • Problem definition • Relationship management
  • 38. Optimize internal and external resources to • Have the right talent at the right time • Develop technical strategies to deliver strategic plans • Share risk outside your organization • Accelerate innovationView and treat external companies/universities as partners not adversaries Think about your profit assets differently • Manage IP portfolios to create numerous streams of value
  • 39. • “Many corporations are modern dinosaurs. They can choose to adapt to new challenges in front of them” –The Open Innovation Marketplace *Source-The Open Innovation Marketplace (Alpheus Bingham and Dwayne Spradlin, 2011)

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