VMT Food Event 16032010

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VMT Food Event 16032010

  1. 1. title<br />Innovation in practice<br />location<br />date<br />presentation<br />name<br />VMT Food Event<br />March 16th 2010<br />Valley of Death<br />ir. Wouter de Heij <br />
  2. 2. Outline <br />Introduction<br />Innovation bottlenecks<br />Business model’s<br />
  3. 3. TOP ltd. - Value based knowledge company<br /><ul><li> 18 persons (>25% growth per year)
  4. 4. 60% (fresh-)food producers, 40% equipment manufacturer (OEMs)
  5. 5. Shelf-life en quality extension; NPD & NT
  6. 6. Private business oriented service provider
  7. 7. 50% more value compared to typical CRO’s</li></li></ul><li>TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br /><ul><li>Innovationmanagament</li></li></ul><li>TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  8. 8. TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  9. 9. TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  10. 10. TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  11. 11. TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  12. 12. TOP ltd. - Value based knowledge company<br /> Food Design<br /> Process Development<br />
  13. 13. TOP ltd. - Value based knowledge company<br /><ul><li> Good ideas do have a value (hence, stop organizing ‘brainstorms’)
  14. 14. All people need a salary (a financial transactions is always required)
  15. 15. Background knowledge is free @ TOP ltd.
  16. 16. Open Innovation: sharing costs and profits</li></li></ul><li>Outline <br />Introduction<br />Innovation bottlenecks<br />Business models<br />
  17. 17. The innovation bottlenecks<br />?<br />Business Opportunities<br />Novel technologies <br />
  18. 18. Innovation paradox in technology<br /> Sufficient knowledge <br /> Multiple opportunities<br /> Development money available<br /> Yet<br /> Only few true novel applications<br /> Development in companies often blocked<br />
  19. 19. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  20. 20. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  21. 21. Van idee naar commerciële toepassing<br />Development<br />Research<br />Machinebouw<br />(technologie en processen)<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 />Laboratory test<br />Labscale system<br />Pilot scale<br />0-serie<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 />Voedselproductie<br />(producten en recepten)<br />1 gr - 1 kg<br />10 kg - 100 kg<br />Kip-en-ei : Wie investeert?<br />
  22. 22. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  23. 23. Van principe tot een nieuw systeem<br />jaar<br />2005<br />2010<br />2015<br />2020<br />Fundamenteelonderzoek<br />Nieuwe principes<br />Nieuwe principes<br />Toepassings-gericht technologie<br />Nieuwe technologie<br />Nieuwe technologie<br />Nieuwe technologie<br />Apparaten-bouw<br />Nieuwe Apparatuur<br />Nieuwe Apparatuur<br />Nieuwe Apparatuur<br />ProcesontwerpOntwikkelingtoepassen<br />Nieuw proces<br />Nieuw proces<br />Nieuw proces<br />Systeem-oplossing<br />Nieuw systeem<br />Nieuw systeem<br />Nieuw systeem<br />
  24. 24. Disruptive innovation of technology<br />performance<br />DisruptiveInnovation<br />Market development <br />Time<br />
  25. 25. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  26. 26. A warning to industry : you want development!<br />R &D: Industry<br />R&D: University & CRO<br />
  27. 27. 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 />
  28. 28. From research to innovation<br />€<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 />
  29. 29. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  30. 30. Productontwikkeling & Ondernemersrisico<br />90%<br />Risico<br />Subsidie<br />4000 kE<br />65%<br />40%<br />2000 kE<br />25%<br />=<br />500-5000 kE<br />kosten<br />Fundamenteel<br /> Toegepast Industrieel<br /> Demonstratie<br />200-800 kE<br />Research<br />Development<br />25-300 kE<br />
  31. 31. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  32. 32. Technologysuppliers – crossing the chasm<br />
  33. 33. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  34. 34.
  35. 35. Some examples of “neue kombinationen”<br /> Fruit and snacks<br />Fresh(cut) andlongershelf-life (mild preservation)<br />Organic, naturalandaddedfunctionality<br /> Low CO2andexoticfoods<br />Fresh(cut) andA-brand<br /> Multinationals andchilledfoodchains<br />Outsourcing design and developmentandcreatinginternalvalue<br />Foodtechnologyandcreativity (food design) & sales<br /> International andlocal (slow)<br />Individualproductsandmassproduction<br /> Brand 1 and Brand 2<br />
  36. 36. 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 />
  37. 37. Innovation bottlenecks<br /> Chicken and the egg problem<br /> Don’t focus on your current technology<br /> Knowledge is useful, entrepreneurial spirit key<br /> Subsidies only support innovations financially<br /> Crossing the chasm<br /> Blue ocean strategy<br /> Cultural fit<br />
  38. 38. Objectives and requirements process design<br />
  39. 39. Outline <br />Introduction<br />Innovation bottlenecks<br />Business models<br />
  40. 40. Pascalisation– the bottleneck<br /> Fixed costs of innovation<br /> Fixed costs of production facilities<br /> Variable “cost plus” as income <br /> Variable costs of buying<br /> Variable profits (cross-subsidy)<br />Producers / farmers<br />High Risk<br />Retail<br />Low Risk<br />
  41. 41. Pascalisation<br /> 2000 – 6000 bar (batch process)<br /> Inactivation of M.O.<br /> Equivalent to heat pasteurisation.<br /> Fresh taste and appearance<br /> Suitable for meat / fish / R2E / F&V<br />
  42. 42. Pascalisation<br />1899: B.H. Hite et al, USA<br />Pressures of several thousands of kilograms will kill microorganisms in milk<br />1914: Percy Williams Bridgeman, USA<br />Coagulation of egg albumen by pressure and on the effect of temperature on the pressure effect<br />1933-1938: J. Basset and M.A. Macheboeuf et al, France<br />Effect on enzymes, viruses, phages and bacteria<br />1960: Keizo Suzuki, Japan<br /> Combined effect of pressure and temperature on the kinetics of protein denaturation. <br />
  43. 43. Pascalisation <br /> 130 production lines Worldwide (Mainly USA)<br /> 2x suppliers : Avure & NC-Hyperbaric<br /> 250 – 2000 kg per hour @ €0,10 - 0,35 / kg<br /> 600 k€ - 2.000 k€ investment<br /> 3# production lines in Benelux (since 2008)<br />
  44. 44. Pascalisation - bottlenecks <br /> What are not the bottlenecks<br /> Applied science<br /> Availability equipment<br /> Legislation<br /> What are the current bottlenecks<br /> NPD (newconcepts)<br />Category management<br /> ‘plain’ testing & sales-agents<br /> High costs of investment<br />
  45. 45. Pascalisation - bottlenecks <br /> What are not the bottlenecks<br /> Applied science<br /> Availability equipment<br /> Legislation<br /> What are the current bottlenecks<br /> NPD (newconcepts) >> 30 concepts<br />Category management patience … <br /> ‘plain’ testing & sales-agents focus on NPD<br /> High costs of investmenttollfacility<br />
  46. 46. Pascalisation– nature best preserved <br />
  47. 47.
  48. 48. Pascalisation– Business Models<br /> Sell products or ingredients <br /> Sell equipment<br /> Innovation as services <br /> Toll manufacturing<br /> Licensing of new concepts<br /> Finance equipment<br /> Joint ventures (share risk)<br /> Promote the technology (logo)<br />
  49. 49. wdeheij.blogspot.com<br /> twitter.com/deheij<br /> www.top-bv.nl<br /> www.slideshare.net/deheij<br />

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