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Jornada Biocat: Aliments Funcionals i
NutracèuticsNutracèutics
Gallina Blanca Star:Gallina Blanca Star:
L’estratègia d’innovació d’una gran empresa
1
3/11/2010
Agenda
1. Història Gallina Blanca Star
2 Models d’innovació2. Models d’innovació
3. Innovació Oberta
4. Projectes de Recerca Básica R&D 2011
5 Innovació en productes 20105. Innovació en productes 2010
2
Stocks ownership
Findim
Spanish industrial Group,
owned 100% by Carulla family
Findim
Italo-Swiss Holding Co.,
owned 100% by Fosatti family
RETAILHYGIENE PET FOOD
PRIVATE
EQUITY
PRIVATE
EQUITY
FOOD OTHER
50 %50 % 100 %50 % 100 % 100 % 100 %
3
Gallina Blanca Star History
2010
Beginning of the
i t ti l i
2007
Start of the Holland
subsidiary (GrandFood)
Merged in a new
Company, owned
50/50 by Agrolimen
and Findim
2000
Launch of tomato
derivatives and sauces
international expansion
(Europe)
Beginning of the operation
in the former Soviet Union1980
1994
1989
Launch of “Doppio
Brodo”
derivatives and sauces
Beginning of the
i t ti l ti it
1965
1978
Star foundation by
Mr. Danilo Fossati
international activity
(Africa)
1950
Launch of
dehydrated soups
1962
GB foundation by Mr.
Lluís Carulla
Launch of Avecrem1937
1948
1950 dehydrated soups
4
Lluís Carulla
GBSTAR Brands
GLOBAL BRANDS
LOCAL BRANDS
5
Industrial Organization
8 own factories and 3 licensee factories in Europe and Africa
6
Products portfolio
Bouillons, Soups, Sauces and Ready Meals are Core Business Categories.
Deshydrated and wet (liquid ambient) are the Core Business technologies
Taste Enrichers SoupsSauces
Ready Meals Other
7
INNOVATION STRATEGY GBST
8
Innovation Strategy
FewerBigger Bettergg Better
Less is more
Ensure the right resources
Improve quality,
Time to market and
Priorize incremental innovation
T k i k i f bi j t
250
€ incremental
Value in .000
# Number of
Projects
BU: Spain
GBST-Innova Monthly Report
15/01/2009
Data extract in 13/01/09
Concept
Exploration Development
Upscale Launch
Inno A
Discover
Oportunities
# 5
€ 7,544
Total
# 6
€ 11,493
I
N
C
R
# 0
€ 0
# 0
€ 0
# 1
€ 3,949
Average days to change stage*Not all projects in Concept Stage may
be valorized
Ensure the right resources
Allocation.
We increased the global
Ambition with 1/3 projects
Time to market and
Time to volume
Take risk in few big projects
Open innovation to all stakeholders
150
200
250
EXP
HOL
CIS
AFR
Taste Enrichers
% H % V % H % V % H % V % H % V % H % V
# 4 67% 50% 1 17% 6% 1 17% 20% 0 0% 0% 6 100% 16%
´000 € 3.949 34% 100% 0 0% 0% 7.544 66% 29% 0 0% 0% 11.493 100% 23%
# 1 10% 13% 6 60% 33% 2 20% 40% 1 10% 14% 10 100% 26%
´000 € 0 0% 0% 10.324 66% 61% 4.056 26% 16% 1.300 8% 30% 15.680 100% 31%
# 0 0% 0% 3 50% 17% 1 17% 20% 2 33% 29% 6 100% 16%
´000 € 0 0% 0% 2.908 68% 17% 0 0% 0% 1.394 32% 32% 4.302 100% 8%
# 3 21% 38% 8 57% 44% 1 7% 20% 2 14% 29% 14 100% 37%
´000 € 0 0% 0% 3.632 19% 22% 14.246 76% 55% 964 5% 22% 18.842 100% 37%
# 0 0% 0% 0 0% 0% 0 0% 0% 2 100% 29% 2 100% 5%
´000 € 0 0% 0% 0 0% 0% 0 0% 0% 646 100% 15% 646 100% 1%
# 8 21% 100% 18 47% 100% 5 13% 100% 7 18% 100% 38 100% 100%
´000 € 3.949 8% 100% 16.864 33% 100% 25.846 51% 100% 4.304 8% 100% 50.963 100% 100%
Soups&Cream Ready Meals Sauces Total
Reno II
Total
Inno A
Inno B
Inno C
Reno I
Inno B
Reno I
Reno II
Inno C
# 10
€ 15,680
# 6
€ 4,302
# 14
€ 18,842
# 2
€ 646
# 9
$ 14,502Total
# 39
€ 50,936
# 4
$ 222,90
R
E
M
E
N
T
A
L
O
V
E
R
A
L
L
F
U
N
N
E
L
# 4
€ 1,300
# 1
€ 0
# 0
€ 0
# 0
€ 0
# 1
€ 1,389
# 3
€ 2,974
# 11
€ 964
# 1
€ 0
# 2
€ 8,044
# 0
€ 0
# 1
€ 14,246
# 0
€ 0
# 3
€ 4,947
# 2
€ 1,328
# 2
€ 3,632
# 1
€ 646
# 16
$ 5,327
# 10
$ 8,844
C
A
T
E
G
O
R
Y
E
V
O
Dev&Ups Renovations
(NS3 *,000 €)
14000
16000
Evolution per Stage
(NS3*,000 €)
25000
Dev&Ups Innovations
(NS3 *,000 €)
9000
10000
9
0
50
100
july 07 july 08 jan 09
AFR
ESP
ITA
O
L
U
T
I
O
N
S
G
O
T
O
M
A
R
K
E
T
P
R
E
V
I
S
I
O
N
0
2000
4000
6000
8000
10000
12000
14000
I II MINOR
Nov Dic Ene
Estimated Launch Date - Number of projects
1
2
4
1
2
0
1
2
3
4
5
Ja
n
Fe
br
ua
ry
M
ar
Apr
M
ay
Ju
n
Ju
l
Aug
Sep
O
ct
N
ov
D
ec
Taste enrichers Soups and Creams Sauces
Estimated Launch date - CM3rd year
1.389
1.000
964
1.974
0
500
1000
1500
2000
2500
3000
Ja
nFebru
ary
M
ar
Apr
M
ay
Jun
Ju
l
Aug
Sep
O
ct
N
ov
D
ec
Taste enrichers Soups and Creams Sauces
0
5000
10000
15000
20000
Con Dev Ups Lau
noviembre diciembre enero
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
A B C
Nov Dic Ene
OPEN INNOVATION PROCESS
10
Innovation Model changes at GBST
A “cultural” change in innovation to achieve FBB challenges
External innov.
agents
+ Stakeholders
agents
Research Centers
Mkt +R&D
Stakeholders
Universities.
Businesses Centers
Innovation brokers
Our peopleMktg+R&D  Full Open Innovation
Our people
Our suppliers
Our clientsMktg and R+D
Marketing Our customers
Our agencies
 Involving GBST ecosystem
 Broad closed innovation
Product Marketing
11
Product Marketing
 Mktg traditionally based innovation
Organizational structure Open Innovation in GBST
OIEL
Innovation Steering Commitee
OIEL
(Open Innovation
Execution Leader)
Challenge 1
Team Leader
Workshop
Challenge 5
Team Leader
Workshop
External
Consultants . . . . .
Workshop Workshop
Mktg research
Mktg Spain
Mktg Export
Trade Mktg Spain
Challenge Support Team (specific teams)
Operations
Engineering
Innovation Office
R&Dg p
Mktg Italy
Mktg NL
Mktg Russia
Mktg Africa
g p
Trade Mktg Italy
Branding NL
Sales
Communication
Engineering
Production
Logistics
Quality
Packaging
IT
Purchasing
Health & Nutrition
Finance
12
GBST Open innovation challenges
5 open innovation challenges
1 2 3 4 51 2 3 4 5
Healthy, Authentic,
Homemade… Food
Explore new
channels for our
products
New Technologies
Cores Technologies
performance to
excellence in
costumer experience
Optimize process
and cost efficiency
13
Open Innovation Process at GBST
CHALLENGE 1 CHALLENGE 2 CHALLENGE 3 CHALLENGE 4
INTERNALS + EXTERNALS
INITIATIVESINITIATIVES
SELECTED AND RESHAPED
14
Initiatives to become projects
HEALTHY FOOD
DELIVERY
BRAND IMAGE
Salt replacement
Bi ti C d
Mood food
Home food
Holistic action
Bioactive Compounds
Towards healthy
functional fat
ENVIRONMENTAL
Organic Products
ENVIRONMENTAL
Packaging innovation
Carbon footprintCarbon footprint
Smart packaging
New Emergents
T h l iTechnologies
Home food
ingredients HOMEMADE
OUT OF HOME
Ready to eat
15
ingredients
experience
HOMEMADE
PERCEPTION
y
Partners in Innovation
RESEARCH CENTERS + TECHNOLOGICAL CENTERS
RESEARCH COOK CENTERS
INNOVATION BROKERS
NOVAD
GROUP COMPANIES
AGENCIESAGENCIES
SUPPLIERS
PACKAGING
16
OTHER COMPANIES
Open innovation funnel
Open innovation exploratory projects VenturesExternals
Externals
erts
Externals
Externals
Externals
º1
Got
º4
Businessexpe
nnovation
ops
Initiatives Business
tests/Prototyping
Filternº
tomarket
Filternº
echexperts
GBSTOpenIn
worksho
Mktg&Te
1st Business case
defined for concrete
Final Business case
with key assumptions
ready to be tested
Final Business case
with key
assumptions tested
– approval by the
1st validation/approval
by the ISC will take it
to the next stage
defined for concrete
business model –
approval by the ISC will
take it to the next stage
ready to be tested –
approval by the ISC
will take it to the next
stage
ISC will take it to GO
LIVE
17
BASIC RESEARCH PROJECTS
18
Basic Research
1. Programa CENIT: HENUFOOD Project
• HENUFOOD: Health and Nutrition from Food.
New emerging Methodologies and Technologies for efficacy
demonstration of Foods with health properties in order to reduce
the risk of chronic diseases of Best Agersthe risk of chronic diseases of Best Agers
2. Seventh Framework Programme (FP7)
• FP7-KBBE-2011-5: Satiety control through food structures made by
novel processing
• FP7-KBBE 2011 2 3-05 "Processed foods with lower salt fat and• FP7-KBBE.2011.2.3-05 Processed foods with lower salt, fat and
sugar content"
19
Basic Research goals
• To get results from Open Innovation.
• Integration and development Henufood Project inside ofIntegration and development Henufood Project inside of
R&D Department.
• Participate in a Research European consortium of Seventhp p
Framework Programme (FP7)
• FP7-KBBE-2011-5
• FP7-KBBE.2011.2.3-05
20
INNOVATION PRODUCTS 2010
21
22
23
24
25
26
27
MOLTES GRÀCIES
28

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L'estratègia d'innovació d'una gran empresa / Gallina Blanca Star, Jaume Solà

  • 1. Jornada Biocat: Aliments Funcionals i NutracèuticsNutracèutics Gallina Blanca Star:Gallina Blanca Star: L’estratègia d’innovació d’una gran empresa 1 3/11/2010
  • 2. Agenda 1. Història Gallina Blanca Star 2 Models d’innovació2. Models d’innovació 3. Innovació Oberta 4. Projectes de Recerca Básica R&D 2011 5 Innovació en productes 20105. Innovació en productes 2010 2
  • 3. Stocks ownership Findim Spanish industrial Group, owned 100% by Carulla family Findim Italo-Swiss Holding Co., owned 100% by Fosatti family RETAILHYGIENE PET FOOD PRIVATE EQUITY PRIVATE EQUITY FOOD OTHER 50 %50 % 100 %50 % 100 % 100 % 100 % 3
  • 4. Gallina Blanca Star History 2010 Beginning of the i t ti l i 2007 Start of the Holland subsidiary (GrandFood) Merged in a new Company, owned 50/50 by Agrolimen and Findim 2000 Launch of tomato derivatives and sauces international expansion (Europe) Beginning of the operation in the former Soviet Union1980 1994 1989 Launch of “Doppio Brodo” derivatives and sauces Beginning of the i t ti l ti it 1965 1978 Star foundation by Mr. Danilo Fossati international activity (Africa) 1950 Launch of dehydrated soups 1962 GB foundation by Mr. Lluís Carulla Launch of Avecrem1937 1948 1950 dehydrated soups 4 Lluís Carulla
  • 6. Industrial Organization 8 own factories and 3 licensee factories in Europe and Africa 6
  • 7. Products portfolio Bouillons, Soups, Sauces and Ready Meals are Core Business Categories. Deshydrated and wet (liquid ambient) are the Core Business technologies Taste Enrichers SoupsSauces Ready Meals Other 7
  • 9. Innovation Strategy FewerBigger Bettergg Better Less is more Ensure the right resources Improve quality, Time to market and Priorize incremental innovation T k i k i f bi j t 250 € incremental Value in .000 # Number of Projects BU: Spain GBST-Innova Monthly Report 15/01/2009 Data extract in 13/01/09 Concept Exploration Development Upscale Launch Inno A Discover Oportunities # 5 € 7,544 Total # 6 € 11,493 I N C R # 0 € 0 # 0 € 0 # 1 € 3,949 Average days to change stage*Not all projects in Concept Stage may be valorized Ensure the right resources Allocation. We increased the global Ambition with 1/3 projects Time to market and Time to volume Take risk in few big projects Open innovation to all stakeholders 150 200 250 EXP HOL CIS AFR Taste Enrichers % H % V % H % V % H % V % H % V % H % V # 4 67% 50% 1 17% 6% 1 17% 20% 0 0% 0% 6 100% 16% ´000 € 3.949 34% 100% 0 0% 0% 7.544 66% 29% 0 0% 0% 11.493 100% 23% # 1 10% 13% 6 60% 33% 2 20% 40% 1 10% 14% 10 100% 26% ´000 € 0 0% 0% 10.324 66% 61% 4.056 26% 16% 1.300 8% 30% 15.680 100% 31% # 0 0% 0% 3 50% 17% 1 17% 20% 2 33% 29% 6 100% 16% ´000 € 0 0% 0% 2.908 68% 17% 0 0% 0% 1.394 32% 32% 4.302 100% 8% # 3 21% 38% 8 57% 44% 1 7% 20% 2 14% 29% 14 100% 37% ´000 € 0 0% 0% 3.632 19% 22% 14.246 76% 55% 964 5% 22% 18.842 100% 37% # 0 0% 0% 0 0% 0% 0 0% 0% 2 100% 29% 2 100% 5% ´000 € 0 0% 0% 0 0% 0% 0 0% 0% 646 100% 15% 646 100% 1% # 8 21% 100% 18 47% 100% 5 13% 100% 7 18% 100% 38 100% 100% ´000 € 3.949 8% 100% 16.864 33% 100% 25.846 51% 100% 4.304 8% 100% 50.963 100% 100% Soups&Cream Ready Meals Sauces Total Reno II Total Inno A Inno B Inno C Reno I Inno B Reno I Reno II Inno C # 10 € 15,680 # 6 € 4,302 # 14 € 18,842 # 2 € 646 # 9 $ 14,502Total # 39 € 50,936 # 4 $ 222,90 R E M E N T A L O V E R A L L F U N N E L # 4 € 1,300 # 1 € 0 # 0 € 0 # 0 € 0 # 1 € 1,389 # 3 € 2,974 # 11 € 964 # 1 € 0 # 2 € 8,044 # 0 € 0 # 1 € 14,246 # 0 € 0 # 3 € 4,947 # 2 € 1,328 # 2 € 3,632 # 1 € 646 # 16 $ 5,327 # 10 $ 8,844 C A T E G O R Y E V O Dev&Ups Renovations (NS3 *,000 €) 14000 16000 Evolution per Stage (NS3*,000 €) 25000 Dev&Ups Innovations (NS3 *,000 €) 9000 10000 9 0 50 100 july 07 july 08 jan 09 AFR ESP ITA O L U T I O N S G O T O M A R K E T P R E V I S I O N 0 2000 4000 6000 8000 10000 12000 14000 I II MINOR Nov Dic Ene Estimated Launch Date - Number of projects 1 2 4 1 2 0 1 2 3 4 5 Ja n Fe br ua ry M ar Apr M ay Ju n Ju l Aug Sep O ct N ov D ec Taste enrichers Soups and Creams Sauces Estimated Launch date - CM3rd year 1.389 1.000 964 1.974 0 500 1000 1500 2000 2500 3000 Ja nFebru ary M ar Apr M ay Jun Ju l Aug Sep O ct N ov D ec Taste enrichers Soups and Creams Sauces 0 5000 10000 15000 20000 Con Dev Ups Lau noviembre diciembre enero 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 A B C Nov Dic Ene
  • 11. Innovation Model changes at GBST A “cultural” change in innovation to achieve FBB challenges External innov. agents + Stakeholders agents Research Centers Mkt +R&D Stakeholders Universities. Businesses Centers Innovation brokers Our peopleMktg+R&D  Full Open Innovation Our people Our suppliers Our clientsMktg and R+D Marketing Our customers Our agencies  Involving GBST ecosystem  Broad closed innovation Product Marketing 11 Product Marketing  Mktg traditionally based innovation
  • 12. Organizational structure Open Innovation in GBST OIEL Innovation Steering Commitee OIEL (Open Innovation Execution Leader) Challenge 1 Team Leader Workshop Challenge 5 Team Leader Workshop External Consultants . . . . . Workshop Workshop Mktg research Mktg Spain Mktg Export Trade Mktg Spain Challenge Support Team (specific teams) Operations Engineering Innovation Office R&Dg p Mktg Italy Mktg NL Mktg Russia Mktg Africa g p Trade Mktg Italy Branding NL Sales Communication Engineering Production Logistics Quality Packaging IT Purchasing Health & Nutrition Finance 12
  • 13. GBST Open innovation challenges 5 open innovation challenges 1 2 3 4 51 2 3 4 5 Healthy, Authentic, Homemade… Food Explore new channels for our products New Technologies Cores Technologies performance to excellence in costumer experience Optimize process and cost efficiency 13
  • 14. Open Innovation Process at GBST CHALLENGE 1 CHALLENGE 2 CHALLENGE 3 CHALLENGE 4 INTERNALS + EXTERNALS INITIATIVESINITIATIVES SELECTED AND RESHAPED 14
  • 15. Initiatives to become projects HEALTHY FOOD DELIVERY BRAND IMAGE Salt replacement Bi ti C d Mood food Home food Holistic action Bioactive Compounds Towards healthy functional fat ENVIRONMENTAL Organic Products ENVIRONMENTAL Packaging innovation Carbon footprintCarbon footprint Smart packaging New Emergents T h l iTechnologies Home food ingredients HOMEMADE OUT OF HOME Ready to eat 15 ingredients experience HOMEMADE PERCEPTION y
  • 16. Partners in Innovation RESEARCH CENTERS + TECHNOLOGICAL CENTERS RESEARCH COOK CENTERS INNOVATION BROKERS NOVAD GROUP COMPANIES AGENCIESAGENCIES SUPPLIERS PACKAGING 16 OTHER COMPANIES
  • 17. Open innovation funnel Open innovation exploratory projects VenturesExternals Externals erts Externals Externals Externals º1 Got º4 Businessexpe nnovation ops Initiatives Business tests/Prototyping Filternº tomarket Filternº echexperts GBSTOpenIn worksho Mktg&Te 1st Business case defined for concrete Final Business case with key assumptions ready to be tested Final Business case with key assumptions tested – approval by the 1st validation/approval by the ISC will take it to the next stage defined for concrete business model – approval by the ISC will take it to the next stage ready to be tested – approval by the ISC will take it to the next stage ISC will take it to GO LIVE 17
  • 19. Basic Research 1. Programa CENIT: HENUFOOD Project • HENUFOOD: Health and Nutrition from Food. New emerging Methodologies and Technologies for efficacy demonstration of Foods with health properties in order to reduce the risk of chronic diseases of Best Agersthe risk of chronic diseases of Best Agers 2. Seventh Framework Programme (FP7) • FP7-KBBE-2011-5: Satiety control through food structures made by novel processing • FP7-KBBE 2011 2 3-05 "Processed foods with lower salt fat and• FP7-KBBE.2011.2.3-05 Processed foods with lower salt, fat and sugar content" 19
  • 20. Basic Research goals • To get results from Open Innovation. • Integration and development Henufood Project inside ofIntegration and development Henufood Project inside of R&D Department. • Participate in a Research European consortium of Seventhp p Framework Programme (FP7) • FP7-KBBE-2011-5 • FP7-KBBE.2011.2.3-05 20
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