Written primarily for directors and managers of food design and development, food scientists, technologists, and product developers, this book explains all the necessary information in order to help meet the increasing demands for innovation in an industry that is providing fewer resources. This updated edition, by a group of seasoned food industry business professionals and academics, provides a real-world perspective of what is occurring in the food industry right now, offers strategic frameworks for problem solving and R&D strategies, and presents methods needed to accelerate and optimize new product development.
Accelerating New Food Product Design and Development, Second Edition features five brand new chapters covering all the changes that have occurred within the last decade: A Flavor Supplier Perspective, An Ingredient Supplier Perspective, Applying Processes that Accelerate New Product Development, Looking at How the University Prepares Someone for a Career in Food, and Innovative Packaging and Its Impact on Accelerated Product Development.
* Offers new perspectives on what really goes on during the development process
* Includes updated chapters fully describing the changes that have occurred in the food industry, both from a developer's point of view as well as the consumer requirements
* Features a completely rewritten chapter covering the importance of packaging which is enhanced through 3D printing
* All of this against the impact on speed to market
Filled with unique viewpoints of the business from those who really know and a plethora of new information, Accelerating New Food Product Design and Development, Second Edition will be of great interest to all professionals engaged in new food product design and development.
Jacqueline H. Beckley is Founder and President of The Understanding & Insight Group, LLC, Denville, New Jersey.
Leslie J. Herzog is Vice President of Operations and Research Services for The Understanding & Insight Group, LLC, Denville, New Jersey.
M. Michele Foley is Director of Consumer Sensory Insight for Nestlé, Fremont, Michigan.
Jacqueline H. Beckley, Leslie J. Herzog, and M. Michele Foley
"It is hard to fail, but it is worse never to have tried to succeed."
- Theodore Roosevelt, 26th President of the United States
This book is about change. Its first edition was based on three extremely popular symposia conducted at the Institute of Food Technologists' annual meetings in the summers of 2004 and 2005. The symposia were developed for the Product Development and the Marketing & Management Divisions and were designed to provide some clarity about the life of food scientists and what tools and thinking these individuals might provide for the future. From those symposia, we were encouraged to create a book and thus the beginning of the Accelerating series.
In this second edition, we have kept many of the original chapters and most of our contributing authors thought updates were valuable. A lot has changed in the world of product design and development and in the food industry since 2007. So, update the chapters we have!
Parts I and II are geared toward management and strategy of business people and scientists. Part III today provides updated views on the product development process and includes classic chapters on quantitative methods that are still being used or just might be valuable to re-read for new ways to adapt the new data all of us are using to go fast.
This book fits well within a series of books that Blackwell has published over the last several years. The book has been designed with food industry professionals in mind. In editing the original chapters and adding new ones, the authors were thinking of the following individuals as potential readers:
- Director, vice president, or chief technology officer of a product development group
- Investors and owners in new start-up food ventures
- People looking to reinvent food - from the retail perspective through to the consumer experience
- Bench scientists who work to make the product successful
- Professors who teach students to be successful business leaders
- Quality assurance specialists who are responsible for the certification of safe products in a manufacturing facility
- Marketing and marketing research managers
- Products researchers
- Food industry consultant
- Sensory scientists
- . And many more.
Why this very broad definition of our audience? The food industry has a long classic tradition, yet needs to move into the experience-based world of today to maintain relevance with the consumer. Many in the business are concerned about the reemergence of a term called zero based budgeting or ZBB. Why? It seems like it is going to constrain everything. But given its roots in the 1970s (which you can read about in some of our chapters) - it makes perfect sense if you want to accelerate design and development and make them sustainable from a financial perspective.
This book seeks to begin to address some of the comments made to the editors during its preparation:
"Most companies are more interested in spending money 'safely' without results, than finding the results to save them yet needing to spend money in unconventional ways." . read Chapter 7.
"Following the process is more important than finding the solutions." .read Chapter 2.
"What bothers me as an action oriented young professional? People in middle to upper management who are unable to make decisions. They fear making the wrong decision or taking a chance, so instead they make no decision at all. This makes the speed at which business takes place very slow, which around here usually results in our missing big opportunities in the marketplace." . read Chapter 12.
"When companies are in trouble, their decision making goes from smart to stupid, from rational to irrational." . read Chapter 14.
"I strongly believe that in a system of 25 employees, all working on the same project (launch for example) that only 8 of these people are connected well enough to make things happen. The rest of the 25 are the ones who are constantly looking for help on how to do things, or whom to see to get certain job specific duties completed. They always end up at the desk of one of these 8 'connected' people, who then have to direct them as to whom to see in order to get this done; which more times than not is one of the other 8 'doers.' So wasteful!" Comments by a young packaging engineer at a highly successful and profitable consumer package goods' company. . read Chapter 15.
At the time of the symposia, given during two IFT Annual Meetings, many of the writers of these chapters were speakers. They were very specially selected for their range of expertise in the field and for their capability to speak authoritatively on their subjects. It is very rare to get this type of person to write a book chapter. They just won't take the time. But they did for this book. And for you. So, we hope you enjoy the unique perspective that each of these writers takes on his or her storytelling journey.
Why Read a Chapter? Why Read a Part? Why Read the Book?
Part I: Understanding Product Development in Today's Food Industry
The world of food continues to change. It is influenced by the way in which information is shared by individuals, companies, and teaching institutions. Here is why you should read Chapters 2-9:
Chapter 2: Diane Toops was an extremely productive food journalist for over 24 years. She passed away in 2012 while still being a productive writer for Food Processing magazine. This chapter provides a valuable historical perspective for the journey of the food industry in America from the turn of the last century until early 2000s. This wonderful overview of the key benchmarks in the history of the food industry will provide the reader with a rapid way to see that innovation is not new, but a path the food industry has been on for years and years and years.
Chapter 3: Lynn Dornblaser has been a food journalist for several decades. A number of years ago, she left the print media business (which she and our previous chapter author Diane Toops were colleague trailblazers in) to join a firm called Mintel. Since that time, Lynn has been tracking trends, fads, and all forms of food related topics on a global basis. Reading this chapter gives you a reason to understand why you need to pay attention to trends and not dismiss them as .FADS!
Chapter 4: Large and small companies augment their knowledge base through the use of active partnerships with companies and individuals who have specific expertise in how to effectively manufacture foods for today's marketplace. Through the extensive use of examples, Dr. Feicht illustrates various ways to utilize outside resources.
Chapter 5: Research and Development (R&D) organizations are always under pressure to complete more development projects with less resources and fewer people resources. The business climate requires R&D personnel to bring more to their jobs than traditional technical knowledge. The editors, who have extensive industrial experience (both large and small food businesses), have updated this chapter to provide insight on the broad spectrum of skills and capabilities within the R&D organization necessary for companies to compete successfully with limited resource.
Chapter 6: Suppliers of flavors and ingredients play an essential role for product development. This chapter, by individuals at a leading flavor and fragrance company, provides a straightforward and explicit description of the fine dance that exists today between customers and their suppliers with emphasis on the essentials needed to develop a cooperative and mutually beneficial relationship. As the authors suggest, one can then embrace strategic partnership for successful new product launches.
Chapter 7: This chapter offers the opportunity and insight on how leveraging an ingredient supplier who may offer greater success and faster on-shelf presence to capture sustainable market share. The focus is on what the supplier sees and what some of the challenges are, and how a client company might be able to further leverage suppliers to help get to the endgame of successful products and their launches faster.
Chapter 8: Starbucks is often acknowledged to be one of those companies that has managed to stay ahead of the curve of profitability and meeting consumer demand. As with many companies the path has not always been a straight trajectory, however, Starbucks has done extremely well over the long term with $1000 invested when they began their stock offering in 1992, now worth $230,846 as of October 2015! (The original IPO offer was $17 a share, they have had six two for one splits, with a net yearly return of 26.68%.) Thus, the perspective updated by the editors from Dr. Larry Wu original chapter provides a unique intimate view on some of the hows and whys of this happening. several years after the speech and the original chapter.
Chapter 9: Yogi Berra, American Baseball Player/manager said: "You can observe a lot just by watching." Young and Harper have been observing and working in the product design and development area for a number of decades for global food...