New food
product
development
657
British Food Journal,
Vol. 103 No. 9, 2001, pp. 657-670.
# MCB University Press, 0007-070X
CASE STUDY
New food product
development: strategies for
success?
Alison Rudder
School of Leisure, Hospitality and Food Management,
The University of Salford, Salford, UK, and
Paul Ainsworth and David Holgate
Department of Food and Consumer Technology,
The Manchester Metropolitan University, Manchester, UK
Keywords Newproduct development, Theory, Food industry
Abstract This paper seeks to evaluate the ideas of six newproduct development (NPD) theorists
and their associates. These include those who have developed their theories with particular
reference to the food industry and the development of newfood products. Their ideas are
contrasted with non-food specific theorists; these include those interested in the management of
newproducts and those involved in marketing who have recognised the important role that NPD
plays in any business. A further viewpoint is taken from theorists who are interested in NPD per
se and who use food, on occasions, to illustrate their ideas. This research identifies different
theories and recognises that there is very little consensus as to the right and wrong way to
manage the process of product development. Indeed theorists name and number their various
stages or phases differently with some advocating five while others believe eight steps to be more
appropriate. This research concludes that an organisation should not be tied to one particular
model but should take on board the basic fundamentals of a food-based model (theory) and adapt
and amend it to their particular situations as and when they develop new food products.
Introduction
Food manufacturers are in the business of meeting the ever-changing demands
of food consumers as well as developing food products that are original and
have the ability to increase their company's share of a particular market. Thus,
many are actively involved in the development of new food products and in the
extension or enhancement of their present products. Food manufacturers
cannot stand still and must be aware of opportunities available to them to
improve their profitability. Kotler and Armstrong (1991) suggest that
manufacturers should be proactive because, ``given the rapid changes in taste,
technology, and competition, a company cannot rely solely on its existing
products. Customers want and expect the new and improved products that
competition will do its best to provided. Every company needs a new-product
development program''. Personnel within food companies will probably agree
with this statement and may want to be proactive in product development;
however, wanting to be successful and being successful do not always go hand
in hand. If new products fail to make a worthwhile contribution to the overall
profits of a company they will soon be withdrawn from the marketplace.
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