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Which innovation models yield the highest returns?

Future R&D Strategies in
Food and Drinks
Evolution from orthodox approaches to open innovation models

A rigid adherence to traditional approaches towards innovation, is holding back innovation as it leads to large numbers of undifferentiated products.

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The adoption of open innovation approaches can simultaneously yield better returns on investments and improve innovation in the long term.

Future R&D Strategies in Food & Drinks is a brand new Business Insights report which identifies the key factors for successfully shifting from orthodox to open innovation models and evaluates the characteristics
that will define successful innovators in the future.


This report will be useful for those involved in Corporate Strategy, Research & Development, Product Management /Development, Innovation Management and Marketing, as well as to CEOs and Managing Directors.

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Importance of different types of innovation for food and drinks NPD both now and in the next 5 years

Figure 2.3: Importance of different types of innovation for food and drinks NPD both now and in the next five years.


Key areas covered in this report:

Setting innovation strategy, Making new innovation processes work, Open innovation, Supplier collaboration, Retailer collaboration, Outsourcing innovation, Industry opinions and Product launch analysis.

Case Studies included in this report:

  • Using open innovation to create major new products.
  • Procter & Gamble is FMCG's leader in open innnovation.
  • General Mill's smoothing processes.
  • Kraft's renewed focus on innovation.
  • Danone's focus on "blockbusters".
  • DSM is an outstanding innovator.

Look through the Table of Contents in detail to understand the scope and depth of this report.

Use this report to make informed decisions for your business

Future R&D Strategies in Food and Drinks

List Price of report: $2875

Pages: 123, Tables: 7, Figures: 21
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Published: March 2010

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Importance of different types of innovation for food and drinks NPD both now and in the next 5 years

Figure 2.3: Importance of different types of innovation for food and drinks NPD both now and in the next five years

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Key regions/countries covered:
Asia Pacific, Europe, Middle East & Africa, North America, South & Central America.

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A gap exists between what people in the industry believe are the best approaches and what companies are actually doing in terms of new product development.

The most successful innovators of the future will be those companies which manage to close this gap by effectively updating their innovation programs.

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This report will help you to:

  • Learn how innovation strategy can be linked to corporate strategy. This will ensure that all parts of the R&D process are focused on corporate goals.
  • Implement best practice approaches by learning from the leading innovators and
    understand how these approaches should be adapted in order to fit your company’s needs.
  • Evaluate the strategic options available to CPG companies for updating innovation strategies.
  • Understand the crucial steps and approaches to effectively change R&D strategies including updating corporate cultures and skills.
  • Identify flaws in current innovation practices and understand why and how they hold back product innovation. This will help in the selection of the most beneficial practices in the future.

Some of the key issues addressed in this report:

  • Innovation budgets are under pressure as a result of current innovation approaches yielding lower returns than before.
  • Opening up innovation teams and practices to external parties (open innovation) is an emerging area, and most firms are only in the early stages of their open innovation programs.
  • Companies can improve their innovation practices and approaches by incorporating, where appropriate, best practices found in other firms.
  • Analysis shows that breakthrough product innovations, which although riskier and costlier, also provide better returns than incremental innovations. Despite this finding, most companies do not actively focus their efforts on developing breakthrough products and many develop “fast follower” products instead.

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