1 FST 253 FST 253 Research and Development of Food Products
Dec 21, 2015
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New Food Product Development Phases
Several distinct phases
Phases are not sequential
They overlap, are concurrent and interactive
May even return to conceptual phase
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Phases… (cont.)Company Objectives Perceived Need of Consumer
IDEAS
Feasibility Studies Consumer Research Financial Review
SCREENING
DEVELOPMENT Gold standard to Pilot
Production
Consumer Trials
Test Market
DataFlow
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The Phases:
1. Market Research Phase
2. Ideation Phase
3. Feasibility Assessment Phase
4. Development Phase
5. Testing Phase
6. Rollout Phase
7. Evaluation Phase
8. Maintenance Phase
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The Development Team
Cross-functional
Different departments
STAGE-GATE approach to product development
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Stage 0: Idea/ Planning and Situation Analysis Gate 1: Decision to do a preliminary investigation
Stage 1: Preliminary investigation/ Consumer Needs and Idea Generation Gate 2: Decision to build a business case
Stage 2: Detailed investigation and business case/ Concept Development Gate 3: Decision to go into development
Stage 3: Development/ Feasibility Confirmation Gate 4: Decision to go into testing and validation
Stage 4: Testing and validation/ Scale up Confirmation Gate 5: Decision to go into full production and market launch
Stage 5: Full launch and final report/Product Launch Gate 6: Project Termination
Stage 6: Post Launch Audit/ Key Learnings
Key Decisions throughout the Process
1 2 2 3 3 4 4 5 5 610 6
Idea ConceptBusiness Case
DevelopScale UpTest/ Validation
LaunchPost Launch Audit
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Feasibility Assessment Phase
Make sure the ideas are feasible meet needs withstands critical analysis
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Steps of the Development Phase
Research
Develop “Gold Standard” or benchmark
Develop prototype
Convert to plant friendly formulation
Document!
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Steps of the Development Phase..
Specs and procedures for plantSmall manufacturing run / PilotIn-house and consumer testingPackagingHACPP planNutritional infoFinal Spec SheetLegal issues
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During development process…
Data obtained during Development steps can be used to: Refine marketing costs Source out ingredients and packaging materials Draft marketing plans, labels, promotional
literature, etc. Determine production facilities Determine warehouse and distribution needs
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Each stage requires interaction with different departments
Product statement may change
Changes in the direction of product development
Can return to the “drawing board” numerous times
During development process…
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After consumer trials, company can decide whether or not to go into a test market Selection of test market Mini-market tests Regional launch
After development process…
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Reasons for Success/Failure
Management strategic goals, commitment
Marketing Product appropriateness Sales strategy
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New Product Failures
Poor Planning Product does not fit company’s strategies,
competencies, or distribution strength Failure to properly analyze market in order
to understand opportunities present or specific unsolved consumer needs
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Poor Planning (cont.) Failure to understand cost to enter and
sustain position in product category Failure to perform due diligence in
discovering patent and copyright issues
New Product Failures
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Poor Management Organizational culture Support and resources for new product
process Management’s expectations and focus Process used to develop products and
determine budget
New Product Failures
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Poor management behaviors: No entrepreneur behavior Discourage or penalize risks Inadequate investment capital No cross-functional teams Demand immediate returns
Firms that do not invest in innovation won’t experience any innovation
New Product Failures
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Poor Product Concept Lacks a compelling benefit A me-too item with no real and relevant
difference with existing products Does not have a defined market target with
adequate sales potential Introduced at the wrong time
New Product Failures
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Poor Product Concept Incorrectly positioned product, such as
Benefits of a product that are irrelevant to the consumer
Consumer is unable to perceive a meaningful difference between brands
Thus, consumer sees no need to buy the product
New Product Failures
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Poor Product Concept Can add to shelf clutter and consumer
confusion Fragmented product line, which increases
costs in production, distribution, and inventory control
New Product Failures
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Poor Execution Products that do not deliver as promise
Lack taste and texture Packages that are difficult to open Deteriorates before expiry date
Extends to all areas of marketing plan Insufficient advertising, poorly scheduled
launch, fails to reach targeted consumer, fails to communicate product’s name, benefit, and availability
New Product Failures
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Poor Execution Introduced too late Introduced too early
Campbell’s Intelligent Cuisine
New Product Failures
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New Product Success
4 Basic Consumer Truths Product needs to deliver on the concept
promised Advertising quantity and quality matters Distribution drives sales Long-term support for new brands are
needed
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Other “truths” New items adds incremental dollars and
profit to both category and brand Enhances manufacturer’s and retailer’s
position Launches are carried out with minimum
disruption
New Product Success
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Other “truths” cont. Accompanied by product service plan and
consumer target plan Identification of activity-level costs
These are the back-end of the development process
New Product Success
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5 most important factors in distinguishing between a product winner and a loser:
1. Understanding of user’s needs
2. Attention to marketing and launch publicity
3. Efficiency of development
4. Effectiveness use of outside technology and external scientific communication
5. Seniority and authority of responsible managers
New Product Success
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The development of a new product is the development of every aspect of the business that the product needs to be successful
Consistently successful new products need every aspect of the business working in harmony
New Product Success
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New Product Success 12 Requirements that are needed for aproduct to be successful:1. Appropriate organizational environment and
top management support2. A disciplined new product development
process3. Dedicated development teams plus the
willingness and ability to partner and outsource
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New Product Success (12 reqs.)4. Product development activities that start
with and flow from business unit strategy
5. Understanding the external environment and identifying market opportunities that fit core competencies
6. Identification and specification of what is driving the consumer and what the consumer wants
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New Product Success (12 reqs.)
7. Processes and techniques for keeping the pipeline filled with a wide variety of product ideas
8. Clear and focused product definition early in the process before development work begins
9. A superior and differentiated product and package
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New Product Success (12 reqs.)10.Use of research to measure reaction to
the product and all elements of the program throughout the development process
11.A well-executed launch
12.Ability to adapt, grow, and improve as market and competitive condition evolve
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1. An appropriate organizational environment and top management support
Nurturing of innovative thinking
Support risk taking
Ability to sustain losses from first to third year
Committed to putting right team together with adequate resources
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Need for completeness, consistency, and proficiency
Realistic but disciplined timetables
Proper up-front planning is critical
2. Use of a disciplined new product development process
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3. Dedicated development teams plus the willingness and ability to partner and
outsource
Use of cross-functional teams Enhances speed to market Facilitates implementation of projects
Food processors are using suppliers expertise and resources
Manufactures are partnering with each other and with suppliers
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4. Product development activities that start with and flow from business unit strategy
Product development must be a part of overall business unit strategy, stemming from clearly articulated objectives for business growth
Financial and human resources must be available
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5. Understanding the external environment and identifying market opportunities that fit core competencies
Identifying “gaps” that are created by changing consumer tastes that are driven by changes in the marketing environment Demographic, socioeconomic, and lifestyle
changes Advances in technology
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6. Identification and specification of what is driving the consumer and what the consumer wants
Unsatisfied consumer needs represents potential new product opportunities Understanding customers needs, wants,
and preferences E.g. Pre-cut salads
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7. Processes and techniques for keeping the pipeline filled with a wide variety of product ideas
Consistently identify and screen a large multitude of new ideas through a systematic process and set of techniques E.g. Kraft Foods
Ideation requires encouragement and reward for creativity and excellent market intelligence
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8. Clear and focused product definition early in the process before development work begins
Need to identify target market, product concept and positioning, and consumer benefit to be delivered first
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9. A superior and differentiated product and package
A superior product must be: innovative, possessing unique features,
meeting customer’s needs better, delivering higher relative product quality and solving the customer costs.
E.g. Frito-Lay’s Baked Lays
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10. Use of research to measure reaction to the product and all elements of the program throughout the development process
Continuous market studies
Continuous refinement and evaluation of product
Thorough testing of product
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11. A well executed launch
Defined as: setting specific goals and targets for
market performance running initial production, distribution and
selling it to the trade implementing the advertising and
promotional programs tracking all of these activities relative to
goals and targets
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11. A well executed launch (cont.)
Success measured in 4 key areas:1. Production and distribution
2. Sell-in
3. Consumer reaction
4. Overall performance
Launch must be tracked to determine success
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12. Ability to adapt, grow, and improve as market and competitive condition evolve
Firms plan to ensure market success via contingency planning and to continuously improve the product bundle Establishing scenarios of market and
competitive reaction Monitor reaction Having alternative strategies available
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Product Policies and Goals
Needed for new project success Consistent approach to new products Charter to guide new product development
efforts Management of a portfolio of development
process Specific projects selection criteria
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Product Development and New Business Strategy
Strategic Plan will identify business objectives, time frames, and direction for achieving growthMarketing decisions made at: Organization level Business unit level Product line level Brand level
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Organization Level
Determine what business the organization wishes to compete in E.g. Kraft E.g. Proctor & Gamble
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Business Unit Level
Choose:1. The market/s to serve
2. Product line that will serve these markets
Decide how to allocate resources to serve across those product lines and customers
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Product Line Level
Which items to carry
How broad or narrow and how deep or shallow should the line be
Tactical decisions such as positioning, advertising, pricing, and packaging
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Brand Level
Monitors product/line performance position and advertisement promotion and pricing packaging and distribution
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Role of Top Management in Setting New Product Strategy
Identified as:
Direction setter
Product line architect
Project portfolio manager
Process owner/creator
Team launcher
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Strategic Approaches in the Food Industry
Example: Nabisco changed it’s vision in order to meet it’s
stated goal Reviewed its own basic competencies Renewed emphasis in and growing core
brands
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New Product Opportunity Analysis
Involves ongoing environmental scanning
Systematic procedure for evaluating whether opportunities fits objectives
Flows from the business plan
Must be disciplined and directed
Ideally started in existing product lines
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Need to expand beyond current categories in order to locate emerging needs May result in potentially higher investment
and greater risk
Must focus on categories that fit organizational competencies
New Product Opportunity Analysis
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Factors to consider in evaluating market opportunities: Increasing interest in a new product benefits Category size, as measured in sales Category growth rate, as measured by the rate of
increase in sales Category margins Number and rate of new buyers in the category Degree of brand switching (a measure of customer
loyalty and product appeal)
New Product Opportunity Analysis
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New Product Opportunity Analysis
Factors to consider (cont.) Stage of the category life cycle, indicated by rate
of growth in sales, and nature and extent of competition
Amount of product/band differentiation Recent innovation in the category Innovations in related fields that have potential
applications in the category Number of competitors
Market shares of competitors
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New Product Opportunity Analysis
Factors to consider (cont.) Technology position of competitors Barriers to entry and barriers to exit: access to
raw materials, capital requirements, proprietary technology, economies of scales, customer-switching costs
Advertising and promotional expenses to sales ratios in the category
Seasonality of sales
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Understand the consumer and what they are seekingOpportunity high in: Products in early stage if life cycle Products with high margin and growth Products with few recent innovations Products without entrenched and dominant
competition
Avoid categories with high barriers to entry/exit
New Product Opportunity Analysis