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Food Product Development. Maximising Success PDF

384 Pages·2001·6.795 MB·English
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Related titles from Woodhead’s food science, technology and nutrition list: Auditing in the food industry(ISBN:1 855734508) Increasing consumer expectations, government legislation and levels ofcompetition have led to a growingnumber ofstandards andbenchmarks against which food processorsmay be measured andaudited. This unique bookprovides foodprocessors with aguide to the main types ofaudit, their importance, howto prepare forthem and howto use them to gain competitive advantage. It isanessential resource forall quality assurance and production managers in the food industry. Food processmodelling (ISBN:1 855735652) Amajor trend within the food industryover the past decade hasbeen the concern to measure, predict andcontrol foodprocessesmore accurately in search forgreater consistency, quality and safety in the final product. Thisbookexplores the current trends in modelling, their strengthsand weaknesses andapplications acrossthe supply chain. It will bea valuable guide for production and technical managers within the food industry. Instrumentation andsensorsforthe food industry(ISBN:I 855735601) The first edition of this bookquickly established itself asa standard work in itsfield, providing an authoritative and practical guide to the range ofinstrumentation and sensorsavailable to the foodindustry professional. This newedition has been comprehensively revised to include new developments andtechniques. Instrumentation for foodquality assurance; principles of colour measurement; chemosensors, biosensorsand immunosensors and instrumental techniques in quality control are all discussedin detail. Details ofthese booksand acomplete list of Woodhead’s food science, technology and nutrition titles can beobtained by: (cid:120) visiting our website at www.woodhead-publishing.com (cid:120) contacting Customer services (email: [email protected]; fax: +44(0)1223893694; tel.: +44(0)1223891358ext. 30; address: Woodhead Publishing Limited, Abington Hall, Abington, Cambridge CB1 6AH,England) If youwouldlike to receive information onforthcoming titles in this area, please send your addressdetails to: Francis Dodds(address,tel. and fax as above; e-mail: [email protected]). Please confirm which subject areas youare interested in. Food product development Mary Earle, Richard Earle and Allan Anderson Published byWoodhead Publishing Limited Abington Hall, Abington Cambridge CB1 6AH England www.woodhead-publishing.com Published in Northand SouthAmerica byCRCPressLLC 2000Corporate Blvd, NW Boca Raton FL33431 USA First published 2001,Woodhead Publishing Limited and CRCPressLLC (cid:2) 2001, Woodhead Publishing Limited The authors have asserted their moral rights. This bookcontains information obtained from authentic andhighly regarded sources. Reprinted material isquoted with permission, and sourcesare indicated. Reasonable efforts have been made to publish reliable data and information, but the authors and the publisherscannot assume responsibility forthe validity ofall materials. Neither the authors nor the publishers, noranyone else associated withthis publication, shall be liable for anyloss,damage orliability directly or indirectly caused or alleged to be caused bythisbook. Neither this booknorany part may bereproduced or transmitted in anyform or by any means, electronic ormechanical, including photocopying, microfilming and recording, orbyany information storage or retrieval system, without permission in writing from the publishers. The consent of Woodhead Publishing Limited andCRCPressLLC does not extend to copying forgeneral distribution, for promotion, for creating new works,or for resale. Specific permissionmust be obtained in writing from Woodhead Publishing Limited or CRCPressLLC forsuchcopying. Trademark notice: Product or corporate names may betrademarks or registered trademarks, andare used onlyfor identification andexplanation, without intent to infringe. British Library Cataloguing in Publication Data Acatalogue record forthis bookisavailable from the British Library. Library of CongressCataloging-in-Publication Data Acatalog record forthis bookisavailable fromthe Library of Congress. Woodhead Publishing Limited ISBN1855734680 CRCPressISBN0-8493-1209-4 CRCPressorder number: WP1209 Cover design byThe ColourStudio Project managed byMacfarlane Production Services, Markyate, Hertfordshire (e-mail: [email protected]) Typeset byMHLTypesetting Limited, Coventry, Warwickshire Printed byTJInternational, Padstow,Cornwall, England Preface Managing innovation is a necessary skill for senior management of all food companies producing new raw materials, new ingredients or new consumer products. Company growth and even survival depends on the introduction of successful new products into old and new markets. The dividing line between productsuccessandfailuredependsonmanyfactors,butthemostimportantare new product qualities, skills and resources of the company, market and marketingproficiency,andan organisedproductdevelopment process.There is aneedtounderstandconsumers’behaviourandattitudesandtobeabletodesign a product to meet the users’ needs. But it is also necessary to have the technological knowledge andthe skills, andtheorganisational abilitytobring a product to a successful commercial conclusion in the marketplace. This book studies some of these key issues in product development and outlines the methods of managing them. The book started on a day in 1956 when Mary Earle joined the product development team at Unilever Limited, Colworth House, Sharnbrook, Bed- fordshire. Jack Savage, the leader of this team, was a pioneer of product development in the food industry. It was his understanding of product development as a coordination of technology and marketing, always aimed at the final consumer, that laid the basis for Mary’s work in product development during the next 40 years. She tried to put these ideas into practice in the food industry in Britain and the meat industry in New Zealand, and quickly realised that there was a real need for education in product development for all people enteringthefoodindustryparticularlytechnologists,engineersandmarketers.In 1965, at Massey University, New Zealand, she introduced courses in product development and food marketinginthe Bachelor ofTechnology degreein food technology.Thesecoursescombinedtheoryandprojects,sothatthestudentsnot x Preface only could learn basic techniques in product development but also the philosophy and the practical application in industry. Gradually product development (PD) was developed as an academic discipline and Bachelor and Masterate degree programmes in product development were introduced for all industries at Massey University. Allan Anderson was involved in much of this development over the years. Dick Earle’s expertise is in process development, particularly in the New Zealand meat industry, and he developed the combination of product design and process development in a new venture producing pharmaceutical industrial products. Atthesametime,particularlyinthelast20years,therehasbeenagreatdeal of research in other industries on product development, and today it is recognisedasaparticularindustrialresearchdiscipline.Thebookhasbeenbuilt on this research and also the research at Massey University and with the food industries in New Zealand, Thailand, Malaysia, Singapore, Canada and Australia. We need to thank the hundreds of undergraduate students for their work in their product development projects with industrial companies, the postgraduate students in their research on the activities and techniques in product development, and in particular the people in the companies who collaboratedintheseprojects.Examplesfromsomeoftheseprojectsareusedin thechapters.ThestaffatMasseyUniversityinvolvedinproductdevelopmentin the Food Technology Department, Food Technology Research Centre and the Department of Consumer Technology, built up the multidisciplinary, consumer directed, systematic PD Process used throughout the book. Part I starts by looking at the different categories of new food products. It thenidentifiespastreasonsforproductsuccessandproductfailure,andasksthe reader to identify some of the specific reasons for product success and product failure in their company. This is to stimulate thoughts on PD in particular companiesandtolaythebasisforstudyingthecoreelementsinPDandrelating thesetotheproblemsofPDmanagement.Itendsbyidentifyingspecificaspects of product development in the food industry. Part II in four chapters studies the core elements of product development: 1. Developing an innovation strategy 2. PD Process(es) 3. Knowledge base for product development 4. Consumer in product development. Product development at both the programme and the project levels needs to be based on the business strategy. It is the responsibility of top management and they need to set the strategies for the product development programme for the present and future years, and also the aims for the individual projects. Top management needs to ensure that there are systematic PD Processes for the different levelsofinnovationandtypesofproducts.Havingsetthestrategyand the PD Process, they need to ensure that there is the necessary product, processing, distribution and marketing knowledge in the company, and also the abilitytocreate newknowledgeindesign,developmentandcommercialisation. Preface xi Finally there needs to be an understanding and consideration of the final consumer – their needs, wants, behaviour and attitudes – as well as the other customers in the food system between the producer and the consumer. Part II studies these core areas, so that the reader develops a basic understanding of product development. PartIIIstudiesPDingeneralandtheninthefoodsystem.Managingproduct development in the food industry varies with the types of markets (industrial, food service and consumer) and with the place of the company in the food system (primary producer, food processor, food manufacturer, retailer). Top management needs to recognise these variations and also identify their level of risk and the company’s resources in skills and knowledge. From this, they can build an organisation for product development and also identify the decisions that they have to make in the programme building and during the individual projects.Theycanthenspecifyforthemiddlemanagement thecriticalpointsin the PD Process and the knowledge that must be available for their decisions at the critical points. From this, the middle management, called product development manager, product manager, R&D manager, can identify the aims, activities and outcomes for the individual stages in projects, and also the coordinated plan for the product development programme. The project leader can identify the techniques to be used in the project, the resources needed and thetimeschedule.Forsuccessfulproductdevelopmentmanagement,thesethree layersofmanagementneedtobecoordinatedandaimingforthesameoutcomes from the product launch. Four case studies illustrate management at different stages of the food system, including fresh products, industrial products and manufactured consumer products. The book ends with a chapter on evaluating and improving product development. Product development management must includethecollectionofknowledgefromtheproject,analysisofthisknowledge and setting improvements for future projects. Product development is continuously changing and its management needs to change; without change, not only the products but also the whole system become archaic and lost in the past. This book is intended for people entering or in product development management, at all levels from the project leader to top management. Throughout the book, readers are asked to apply the knowledge in the chapter totheircompany,sothattheycandeveloptheirownphilosophyandmethodsfor productdevelopment.Thisisnotabookontechniquesofproductdevelopment; it is a book to raise the awareness of different aspects of product development and to apply the new or revived knowledge in the practical situation of managing product development in a food company. Mary Earle Richard Earle Allan Anderson Part I Introduction Product development has been a major activity in the food industry for over 40 years,butonlygraduallyhasitdevelopedasastrategicbusinessareaandalsoas an advanced technology. For a long time it was essentially a craft, loosely related to the research and engineering areas in the company. The pressures for product development came very strongly from the needs of the growing supermarkets for a constantly changing, extensive mix of products and for continuous price promotions. So there was the drive for product difference, including minor product changes sufficient to distinguish products on the shelves, and for cost reductions. There were also underlying social and technological changes which caused major product development; for example the increasing number of working women which sparked the need for convenience foods and eating out, and the development of spray and freeze drying which was the basis for instant foods. Whenonelooksatoverallsuccessandfailureinthefoodindustryduringpast years, socially there has been success in providing sufficient cheap food in developed countries, but failure through developing such a poor reputation that thefoodindustrybecamehighlyregulated;commerciallytherehasbeensuccess in developing large multinational companies, but failure with continuously reducing margins on food products. Can the failures be related to narrowly focused business strategies, to lack of innovation strategies and organisation or to lack of knowledge? There are now compelling social and technological pressures on the whole food system to change rapidly, such as the pressures from the growth of information technology in the more affluent countries, and from the growing economic strength in some of the developing countries. Can the food industry meetthischallenge? Hasthefoodindustrytheknowledgeandthepeople? How 2 Food product development can itrespond?Theaim ofPartIofthebookistolookatthecausesofproduct success and failure in the past, and to identify the key issues for successful product development in the future. 1 Keys to new product success and failure The aim of this chapter is to identify the important factors in food product development to be studied in detail in the succeeding chapters. Firstly the differentgroupsoffoodproductsareidentifiedasabasisfororganisingproduct strategy. Then the published research on the factors in product failure and product success in all types of industries is used to identify the key factors in food product development. This leads into the management of product development at three different levels: 1. Business strategy. 2. Product development programme. 3. Product development project. Finally specific aspects of food product development are identified as the basis of the book, and the structure of the book is outlined. 1.1 Food products – the basis of innovation What are food products? What are new food products? Everyone agrees that a food is material eventually consumed by humans to satisfy physiological and psychological needs, but the food company and the consumer can have quite different descriptions of the food product presented for sale. The company defines a basic functional product to which it has added packaging, aesthetics, brand, price and advertising, to give a total company product. The consumer describestheproductasabundleofbenefits,relatingitstangibleandintangible attributes to their needs, wants and behaviour. For a basic food product, for example flour, the description can be simple and pragmatic, but for products 4 Food product development such as a meal at a restaurant, it can be complex and emotional. The company defines a new product as having some difference in the basic functions and aesthetic presentation; but consumers compare it with the ‘old’ product and competingproductsandiftheyrecogniseadifferencethenitisanewproductto them(Schaffneretal.,1998).Productdevelopmentisallaboutreconcilingthese two points of view. Therearemanythousandsoffoodproductsandtheycanbegroupedtogether into product categories according to: (cid:120) food system position; (cid:120) market they serve; (cid:120) processing technology used to manufacture them; (cid:120) basic common characteristics such as nutrition and health; (cid:120) product platforms; (cid:120) level of innovation. Grouping products is a useful method of developing new product ideas using techniques such as product platforms, product morphology and gap analysis. One can identify spaces for new developments, methods of product improve- ment and indeed innovation related to changes in food system or technology. 1.1.1 Food products and the food system Productsinteractwitheverypartofthefoodsystemfromprimaryproductionto the consumer as shown in Fig. 1.1. The new cereal, high in protein, may go to the processor to produce a specialised protein product for bakers, or to a food manufacturer to make a high-protein breakfast cereal, or to a vegetarian fast- food outlet as a meat replacer, or to a supermarket as an ingredient for home- prepared muesli or directly to the consumer for use in a home breadmaker. A new product in one part of the food system can cause new products in other parts. There is a need to distinguish the three groups of products: 1. Primary products from sea and the land. 2. Industrial ingredients from food processors. 3. Consumer products from food manufacturers and food service. They basically have the same product development process, but there are activities and techniques specific to each area. Thereisaneed torecognisethetotal product ineach case.There isaformal productwithitsassociationssuchasservice,know-howandimageasidentified bythecompany(Crawford,1997),andthentheproductconceptoftheconsumer or customer. A McDonald’s hamburger may seem a simple product but it has strong associated benefits such as convenience, price, fast service and hygiene, alongwithaverypowerfulallureespeciallyforyoungpeopleofthegoodthings in American life. Food service products usually have a high proportion of services, but so do industrial products and increasingly primary products.

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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.