CREATING NEW FOODS THE PRODUCT DEVELOPER'S GUIDE

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Home Contents About the book About the authors Preface 1. The product development project in the company 2. The organisation of the product development project 3. Product strategy development: idea generation and screening 4. Product strategy development: product concepts and design specifications 5. Product design and process development 6. Product commercialisation 7. Product launch and evaluation 8. Summary: bringing it together 8.10 Textbooks in product development Index of Examples & Problems Useful links Feedback (email link)

CHAPTER 2 The organisation of the Product Development project Project Break 2 For either your company’s P.D. Project that you started in Chapter 1, or Project 2 at the end of the chapter (below):       Set the aims, objectives and constraints so that they show a clear       direction for the project within the framework of the company’s       strategies and resources.       Identify the activities for the PD Project in Stages 1 and 2 of the       Product Development Process.       Organise the activities in the sequence of doing them.

Project 2 Take-Away Lamb A major Australian meat company has decided to develop a lamb product for the fast-food market. At the time, there are no lamb products sold by a major take-away chain such as McDonald's but they are sold through ethnic restaurants. The company thinks that such a product would not only fill a definite gap in the Australian fast-food market but could be exported to Europe.       The company does not want to start a fast-food chain and would prefer to sell the       product to an established chain or chains. If necessary, they might go into a joint       venture with a catering company in a new take-away fast-food company that would       only serve lamb products.       The raw material can be any sheep meat from an animal less than two years of age.       The company has facilities for cutting lamb, deboning, mincing, flaking, chopping,       mixing, forming sausages, moulding and vacuum filling. They would like to use the       present equipment and not buy any major equipment. In the present plant, they can       have a throughput of lamb cuts of 25 tonnes per day and 10 tonnes of smallgoods       such as sausages and hamburgers. The company has blast freezers and cold storage       and would prefer that the product was frozen. This would even out production and       product could be supplied quickly to the fast-food outlets as it was needed.       The product must be suitable for take-away cooking and serving: cook in five minutes,       easily packed to take away, not messy to eat.       The company does not want to invest more than $1.5 million in this project. The company already sells chops, roasts and sausages to restaurants and catering institutions in Australia. These are sold as 'fresh' products and are distributed daily. They do not sell any branded retail products and do not supply supermarkets. They sell frozen lamb cuts to Britain in cartons which are sold through meat wholesalers. CHAPTER 3: PRODUCT STRATEGY DEVELOPMENT - IDEA GENERATION & SCREENING Back to the top

Creating New Foods. The Product Developer's Guide. Copyright © Chartered Inst. of Environmental Health. Web Edition published by NZIFST (Inc.)