An evaluation of the NPD activities of four food manufacturers

Abstract

Highlights the large number of food product innovations and extensions being developed across Europe. The types of developments are often represented as “new developments”’ in their broadest sense. Research was undertaken to ascertain the types of developments being embarked on by SME food manufacturers and to identify the influences to which they are subjected when trying to meet the needs of the retailer, and ultimately the consumer. Concludes that food manufacturers are proactive in making a range of “adjustments” to their products rather than developing “new to the world products”.

Firm size and sustainable performance in food supply chains: Insights from Greek SMEs

“…However, this may be due to the greater prevalence of owner-managers in micro firms compared to the greater prevalence of managers (and non-owners) in small and medium-sized firms (see Table 2). The presence of owner-managers creates a heightened level of loyalty from the local market, particularly with food micro retailers where there are frequent, repeat customers and there is a high level of customer contact (Rudder, 2003). There is also an accompanying perception of better quality of local produce.…”

Managing menu innovation in a saturated market: An empirical evidence from the Chain restaurants in Malaysia

“…In the second study of Booz, Allan, and Hamilton (1982) on NPD in the US manufacturing firms, 90% of NPD found not purely innovative or absolutely new to the marketplace, but rather incremental in nature. Similar studies on product innovation have also shown that trends of product incremental orientation appeared to be the strategy used in NPD (Dacko, 2000; Fuller, 1994; Hanna et al., 1995; Rudder, 2003; Samli and Webber, 2000).…”

“…Indeed, the development of these models of PIP enriches the body of knowledge in product innovation management. Nevertheless, even though there has been considerable progress in developing the framework of PIP that explain differing competitive success at any given point in time (Booz, Allan, & Hamilton, 1982; Fuller, 1994; Graf and Saguy, 1991; Kotler and Armstrong, 1991; MacFie, 1994; Rodolf, 1995; Rudder, 2003; Suwannaporn and Speece, 2000; Urban and Houser, 1993), the understanding of the dynamic processes by which menu planners adopt and ultimately attain superior market positions is far less comprehended in the context of foodservice industry. Past study indicated that there are four types of approaches to menu innovation in the foodservice industry, namely “original product which is totally original,” incremental product development that is adapted from inside firm, “modified product which is adapted from outside firm,” and “ me too product which is purely adopted from outside firm” (Jones and Wan, 1992).…”

“…Incremental orientation is defined as “a result of redefining prevailing knowledge,” whereas radical orientation arises because “prevailing knowledge get transformed” (Tushman and Adersen, 1986). Historically, almost all NPDs are incrementally oriented as opposed to radical orientation (Booz, Allan, & Hamilton, 1982; Dacko, 2000; Fuller, 1994; Hanna et al., 1995; Rudder, 2003). Therefore, it is reasonable to assert that development of product “newness” is rarely adopted despite claimed by others of its competitive advantage in market share gains (Miller and Friesen, 1982; Salavou and Lioukas, 2003; Saleh and Wong, 1993; Schumpeter, 1942).…”

Naujų paslaugų įdiegimo vertinimo modelis

“…Ottenbacher ir Gnoth (2005) Rudder (2003) nagrinėja sėkmingai įsitvirtinusių rinkoje maisto produktų kūrimo ypatybes, lygindamas prognozuotų skirtingo naujumo laipsnio produktų komercinių rodiklių pasiekimą. Jis pateikia išvadą, kad naujo produkto sėkmę geriausiai nusako trijų rodiklių prognozuotų reikš-mių pasiekimas: 1) apyvartos augimas; 2) pelno augimas; 3) produkto pardavimas mažesne kaina.…”