Final Report Summary - CONNECT4ACTION (Strategies for improving communication between social and consumer <br/>scientists, food technology developers and consumers)
Executive Summary:
The objective of the CONNECT4ACTION project was to improve communication between consumers, consumer scientists, food technology developers, and other key players in the food technology development and commercialisation process. Focusing on communication and knowledge exchange between food technologists and consumer scientists, the results of the CONNECT4ACTION project contributed to improvement of the multidisciplinary dialogue in order to increase consumer acceptance of new food products, thereby lower the failure rate of new (food) technologies in Europe. A large group of stakeholders (food scientists and technologists from companies, universities and research institutes, together with consumer scientists and consumers) were connected with the project and each other via the online CONNECT4ACTION community and LinkedIn group. This online community strengthened the outcomes with input and feedback during various stages of the project. This project delivered an improved communication framework, accompanied by tools and training materials that enable food technology developers and other key players to step-by-step improve their food technology development processes. The consortium was able to develop and apply the expertise and experience from the field to disseminate and successfully implement innovative communication strategies into daily life activities. Dissemination of project outcomes received great attention, even after the project is finished. Finally, the networking effort of CONNECT4ACTION resulted in a strengthened European cooperation between public and private stakeholders.
Project Context and Objectives:
Despite developments in technology, product design and marketing, most new products are not successfully commercialised. Research into new product introductions in the retail grocery industry suggests that the failure rate for new product introduction in this field is as high as 70-80% . Some recent examples of food innovations that were publically rejected in Europe have included food irradiation (Henson, 1995) and genetically modified foods (Bredahl, 2001). Failed innovations are not only a waste of investment, but also often a missed opportunity to contribute to solve societal problems, such as health and environmental issues. Besides, innovation success is also of relevance for the food industry in Europe that copes with strong competition from emerging economies in the world . Given the fact that the success of innovations depends on consumers accepting novel products, it is important to know the needs and preferences of consumers. These needs and preferences should be reflected in the development and commercialisation of new food technologies.
Connecting all key players in a dialogue will help to respond better to consumer wishes and reduce innovation failures. Dialogue between key players with different expertise, will help to improve the food technology development and commercialisation process . In dialogue, concerns can be identified and analysed in an early stage and different solutions from different perspectives can be investigated.
Project objective
The overall objective of the CONNECT4ACTION project was to improve communication between consumers, consumer scientists, food technology developers, and other key players, in order to improve the success of food technology development and commercialisation in Europe. The CONNECT4ACTION project intended to be a showcase of improved communication for all key players. By connecting key players in the food technology development process within the project, making them interact at all stages of the project, and enabling them with communication tools this project aimed to exemplify improved communication and engage them with possibilities to improve their way of working. The interrelationships between the work packages is schematically depicted in Figure 1 Work package 5, developing a toolbox, and work package 6, dissemination, were the most important work packages. They enabled key players with tools and skills to improve their communication. Work package 4 prepared for the development of the toolbox, it integrated the input from literature and experiences from stakeholders. This input was gathered in the work packages 2 and 3 that are underpinning work package 4. Work package 1 was the innovative element in this project, it connected various stakeholders and engaged them to interact and communicate with each other at every stage in the project.
The specific reached objectives of the CONNECT4ACTION project were:
• Stakeholders were connected and engaged, via the online CONNECT4ACTION community. Participation of stakeholders delivered useful connections, the opportunity to give input during various stages of the project and access to project outcomes: the most recent insights, tools and trainings.
• Based on the scientific literature, success factors, and potential barriers, on internal (between relevant disciplines) and external (from and to the public and end-users) communication strategies were identified to enhance food technology innovation success across a wider variety of application areas (work package 2). Key priorities for improved communication were defined by literature.
• Potential barriers, and success factors were identified, from stakeholders’ experiences. Barriers to use consumer science information in food technology innovations were explored. Key priorities for improved communication were defined by key players through application of the Delphi methodology (work package 3).
• Conceptualisation of communication was improved and presented into a framework for internal and external communication at the three different stages (Generating, Dissemination and Responsiveness) of food technology development and commercialisation. (work package 4).
• A toolbox was developed that enabled interested stakeholders at various stages of the food technology development and commercialisation process to improve and plan their communication strategies. The toolbox contains various tools for various key players, but the linking pin is connecting consumer wishes to technology development. The toolbox includes workshops and checklists for present key players, but also education material for the next generation of food technologists (work package 5).
• Project results were disseminated by spreading project approaches, collected data and outcomes to key players during the project via the website, newsletters, podcasts and workshops, and afterwards by reminding stakeholders via social media, yearly stakeholder events and study courses. (work package 6).
Project Results:
Engage stakeholders (WP1) a community of interested stakeholders that actively want to be involved in the project was established: the online CONNECT4ACTION community. Stakeholders were approached via the professional networks of the project partners. At various stages of the project stakeholders were asked, and reminded via social media as Twitter, to join fora discussions about project outcomes. Stakeholders were triggered to participate because they have access to the newest information, tools and trainings to improve their communication. Activities in this work package stimulated interested stakeholders included in the community to engage in online community activities: active online discussion and information exchange were promoted via fora and wikipedia-type digital share points. In addition, activities in work package 1 facilitated the activities of other work packages where active involvement of stakeholders was needed. More specifically, the online community was used to identify participants for the Delphi activities (work package 3). At a later stage of the project, these stakeholders were asked to evaluate the framework for improved communication (work package 4). Finally, stakeholders provided advice about the use of the tools being developed at the end of the project (work package 5 and 6).
Description of results WP2:
Theoretical lens:
Work package 2 took the market orientation concept as its conceptual lens, arguing that market orientation of food supply chains depends on an effective integrated response to identified end-consumer and customer needs. It involves four important steps: (a) information generation on end consumer needs, (b) taking that information into the business / supply chain, (c) ensuring that the market intelligence is disseminated and shared among all relevant parties in the supply chain, (d) as a basis of a coordinated and integrated joint response at the food technology and marketing level. This process implies that communication is enhanced if the idea generation phase (what new offerings to the market place?) is closely integrated with the phase of idea materialisation (how are these identified needs delivered against?).
Way of working:
Two reviews of the scientific literature were conducted, on external communication (D2.2.) between end customers and the supply chain, and on internal communication (D2.1.) between actors within the supply chain (i.e. the business consumer science and food technology disciplines). These reviews aimed to systematically identify existing knowledge on success factors and barriers within these communication processes relevant to food technology innovation success. This knowledge was condensed into lists of critical do’s and don'ts in the food innovation practice, as a basis for the improved communication (WP4) and the development of tools to enhance such communication (WP5).
Summary of results:
In terms of external communication, the review covered three areas: (a) communication from end consumer to the business (market intelligence), (b) communication from business to consumer (product positioning), and (c) interactive communication in terms of co-design / co-development. Overall, the main barriers and needs on external communication identified from this line of research are: (a) development of more consistent measurement instruments and research approaches to allow better accumulation of (customer) insight, (b) integration of a wider scope of theoretical lenses rather than these developing as separate lines of research, (c) increased validation of effects of (products embodying) new food technologies in real life situations, also allowing for segmented approaches, and (d) enhanced research efforts on interactive communication between business and end consumer, to allow more direct and active integration of consumer insights for business development, rather than keeping the consumer intelligence at arm length through formalised consumer and marketing research approaches.
In terms of internal communication processes, the review has covered a broad range of literature related to within company communication processes between different functional disciplines within the food innovation process, from opportunity identification, through new product design and refinement to market introduction. The crucial question here is how that market intelligence is disseminated and acted upon within the company/supply chain and which factors affect the efficiency and effectiveness of this process. Overall, the main barriers and needs on external internal communication identified from this line of research are: (a) broadening the evidence base; there is a need for more food industry specific studies as the food domain is underrepresented in the scientific evidence, yet food has specific features including the large involvement of SME's within the food supply chains, (b) broadening the scope of studies; to include other functional disciplines such as (primary) production particularly relevant in the SME-dominated food sector, (c) enhancing the true understanding of the communication process itself, rather than just deriving understanding from the outcome of the innovation process, and (d) increasing the understanding of cross-cultural differences in communication processes through the role of cultural values in the business context.
Having identified the critical success factors and barriers to effective and efficient communication between the functional disciplines involved in the new product development process, this work package has extracted a large number of specific and detailed do's and don'ts at the level of internal and external communication. These do's and don'ts will serve as input to the further development of the communication framework (WP4) and the development of specific tools (WP5) to overcome communication barriers in effective and efficient collaborative new product development.
Description of results WP3:
To foster more insight in the perceived gaps and needs of the industry and to create more awareness of the EU project CONNECT4ACTION the active online CONNECT4ACTION community was further developed in the second reporting period. The community consisted currently of around 300 members; food technologists, consumer scientists and other stakeholders. Key players in Europe have been approached via the network of project partners, with an interest in this project. At various stages of the project stakeholders were facilitated to actively participate on workshops, trainings and on online discussions, by triggering them with work packages output and asking for feedback via online community activities. Next to the online community WP1 placed emphases on other channels, like workshops, conferences, where 240 other stakeholder were directly approached. A 2-round Delphi study systematically elicited the opinions of academics and food industry professionals regarding communication during the development and application of innovative food technology. The main conclusions are:
1. Communication between key actors (food technologists, consumer scientists, consumers, policy makers, etc.) along the process of food technology development is important to avoid commercial failure.
2. To avoid commercial failure it is important to consider consumer preferences when developing new food technologies. Information from consumer studies can be useful especially to guide decisions in the earliest stages of process and product development, and later on when feedback on how to present the product on the market and adjustments to the product in case of weak consumer reaction are possible.
3. Consumer scientists and food technologists have different perceptions regarding their own capacity and the difficulties they face
• The Delphi study identified the following barriers to communication of CS information:
a) The development of novel food technologies is usually (though not always) driven by technological advancements rather than by consumer demand or preferences or priorities . Thus information about consumer preferences may be incorporated too late.
b) There is insufficient communication with the public about new food technologies before and after product launch.
c) CS outputs may not be (perceived to be) usable by food technologists in their decision making associated with food technology and product design.
d) “Translation” of CS outputs into concrete and actionable recommendations of direct relevance to product design and comprehensible to FTs is needed.
e) Problems are likely to result when there is too little dialogue between different key actors, sometimes to the extent of non-engagement.
f) The main communication difficulty results from inter-disciplinary differences. Furthermore, communication may not be seen by R & D industries and institutions as a core activity and is under-resourced.
• This part of the project delivered a strategy to optimise the use of CS information in new technology and food production and thereby reduce the failure level for commercialisation of novel food technologies should address the following elements concerning internal and external communication:
a) Improvement in the knowledge and insight of consumer scientists and food technologists into each other’s subject.
b) Ensuring adequate levels of dialogue between food technologists and consumer scientists to promote better co-ordination of work and realisation of possible synergies.
c) Establishing mechanisms for promoting easier dialogue, principally by multi-disciplinary teams which work together throughout the development project,
d) Early on in development it is important to gain an understanding of the possible barriers to consumers’ acceptance of novel products and the underlying processes.
e) It is important to gather consumer science data, as well as communicate with consumers, regarding their preferences early on in process and product development so that new products meet identified consumer preferences and needs.
f) It is important to apply methodological rigour to the design of consumer science studies, to ensure they are well designed and produce information of sufficient robustness to guide decision making. This might involve internal communication.
In this part of the project barriers to use consumer science information in food technology innovations is explored. Future research is needed to further explore this interesting topic in which both technologists and social scientists are considered.
Description of results WP4:
The purpose of the Connect4Action framework developed in WP4 is to point out factors that can be addressed when the wish is to improve communication and dialogue between food technology/science experts and consumer/market experts in innovation processes. In our framework we have divided the innovation process into two major phases: new technology development (NTD) and new product development (NPD) (Figure 2). The NTD refers to technology development for applicability in food production, but not yet targeting a specific product application. NTD often happens in, or at least in cooperation with, universities and research institutes, while NPD is a company driven activity. The communication needs in these two phases differ especially in relation to how consumer and market information can be integrated into the innovation process. In the technology development phase the possible consumer benefits and risks tend to be generic and directly technology related, whereas in product development, specific product-related benefits and changes in product quality can be used to understand consumers’ reactions to applications of new technology. Although the NTD and NPD are here conceptually separated, in reality these two phases can overlap and have partners from both commercial and public sector.
Each of the two phases has an idea/screening stage and development stage. The NPD has a third stage related to launching the new products to the market. The communication needs between food technology experts and consumer/market experts differ as one moves from wider idea generating and screening phases to the more targeted development actions where the concrete technological properties and product attributes start to play a bigger role.
The framework further distinguishes between two types of communication in the innovation process: internal communication within NTD and NPD processes, and external communication that integrates consumer views and market information to the innovation process. Consumer/market experts are dominantly responsible for external communication with consumers and disseminating the relevant knowledge in internal communication, whereas food technology/science experts are mainly active in the internal communication. The external communication can be further divided into three types of communication: finding out about consumer wants, communication to consumers, and interactive co-development. The first two types of external communication can be related to NTD as well as NPD, whereas co-development is likely only in NPD processes.
Generally, experts agreed on the suggested framework, but pointed out that it is an ideal model that simplifies the reality. Therefore the prioritisation and implementation of recommendations need to be adjusted to the needs of the individual companies. The recommendations can be used by companies as an internal discussion tool on how to approach communication within the innovation processes and what should be prioritised for implementation. It provides a checklist of factors that can promote better communication for the individual organisations.
Although this project is mainly focussed on the stimulation of communication between different disciplines involved in NPD, overall there are some scientific relevant outcomes to mention here. First the development of the conceptual framework, second the need for research instruments to measure consumer wishes needs and acceptance of newly developed food products. All together this added issues to the scientific discussion: e.g communication during new product development of all involved stakeholders and incorporation of consumer science information during food technology development.
Description of results WP5:
The aim of the Connect4Action toolbox was to provide the key actors involved in the food innovation process with tools facilitating an efficient communication among them. The toolbox is based on the results and inputs from WP2 (literary review on external and internal communication), WP3 (Delphi survey on the main barriers for an efficient communication) and WP4 (conceptual framework for an effective communication). It includes a set of tangible tools which can be exploited by different types of stakeholders in the food chain to ensure an effective communication to end users, and reduce the risks of rejection of new technologies due to misunderstanding, mistrust and fear. The development of the toolbox has benefitted – and continues to benefit - from inputs from stakeholders themselves, as they were involved in the process of selecting and refining the tools at various stages of the toolbox development process. The toolbox consists of 8 independent tools of different nature (well above the planned number of three tools), which are made publicly available through a specific section of the C4A web-site, plus access (under registration) to the training materials.
Tool Description
Recommendations for communication A framework that points out factors to be addressed in order to improve integrated communication and dialogue among key stakeholders during all stages of the food innovation process
Case studies A structured and brief description (background information, innovation strategy, internal communication, external communication, and lessons learnt) of concrete stories related to communication during NPD in food companies
Early signalling guide The TNO Emerging Risk Identification Support (TNO ERIS) system is adapted under the C4A project in order to identify stakeholder sentiments and possible unforeseen relations between new developments and existing, or known (perceived) risks and hazards. It operates on the basis of a software core for text mining and natural language processing that handles large volumes of information (documents) from relevant sources. ERIS
recognizes relationships (such as cause-effect) between key concepts in the scientific domain of consumer/ social science and food technology and structures these in a clear table format that additionally allows for further filtering and ranking
Glossary of key terms Glossary of key terms used in food innovation process, including definitions of new product/technology development, internal communication, external/internal communication, and also all key terms used in the various domains involved (consumer science, food technology)
Wiki on consumer science for NPD A rough guide including a simple description of the basic principles guiding consumer science and the methods used by consumer scientists
Wiki on food science & technology for NPD A rough guide including a simple description of the basic principles guiding food science & technology and the methods used by food technologists
Instructions for an effective communication plan Suggestions for creating an effective communication plan during food innovation processes will be provided
Discussion forum Online discussion section where key players can hold conversations about a number of different topics related to external and internal communication during food development process
Based on this toolbox, training programs were developed under Task 5.2 in order to disseminate the contents of the C4A toolbox and raise awareness on including communication issues in academic postgraduate courses and courses for industry professionals for the successful launch and commercialisation of new food products. Two training programs were distinguished: one targeted at young researchers and PhD students, and the other targeted at food industry professionals. The reason is that these two groups of stakeholders have different needs and preferences in terms of content delivery mode, time availability, discussion levels, etc. The web address of the E-learning platform is https://moodle.iseki-food.net/course/index.php?categoryid=3
Description of results WP6:
The overall objective of this work package is to promote the use of project results by the target audiences and to create long term sustainable impacts on communication processes during all three stages of food technology development and commercialisation.
The C4A Embassy has been established. The objective was to ensure the continuation of the progress made during the lifetime of the Connect4Action project. During the last six months of the project, EFFoST has developed a plan for the Embassy which will provide continuity to the work of the consortium. This was agreed by the consortium on Oct 30th 2014 in Brussels and finalized. The elements of the Connect4Action Embassy are as follows
Potential Impact:
The activities in the CONNECT4ACTION project were focused on improving communication and knowledge exchange between food technologists and consumer scientists with respect to their knowledge regarding the interaction between food technology development and commercialisation (Figure 3). In particular, the CONNECT4ACTION project aimed to engage stakeholders with interests in food to improve their multidisciplinary dialogue and to increase consumer acceptance of new food products, thereby lower the failure rate of new technologies.
The consortium consisted of a broad, multidisciplinary network of key players involved in food technology development and commercialisation. The aim was to ensure that the best possible information is included in the food innovation process in order to optimise consumer acceptance and commercialisation of the final products. All project partners acknowledged that communication and dialogues between food technologists and Social/consumer scientists requires improvement, and were seeking to develop an effective approach to improve knowledge exchange and dialogue. Based on the effective communication strategies identified in the relevant literature and, subsequently, opinions of experts based on their daily practices and experiences, this project delivered improved communication framework, accompanied by tools and training materials to transfer knowledge to other potential end-users, which will facilitate development and application of multidisciplinary dialogue. These tools and training materials enable food technology developers, consumer scientists, and other key players to both improve the food technology development process, as well as developing a more effective commercialisation strategy for new food products and technologies. In addition, at various stages of the project, stakeholders were encouraged to interact with each other by means of an online community and workshops. The development of a methodology, together with provision of proof of principles of its effectiveness, and development of continuous dialogue between various stakeholders will ensure that the best possible approach to developing an effective and inclusive communication strategy is developed.
The networking effort of CONNECT4ACTION resulted in cooperation between public and private stakeholders throughout Europe in order to strengthen European collaboration between all interested sectors. This network is suitable to enable stakeholders to communicate at the right time, with the appropriate information which can be used at appropriate points in the food technology development and commercialisation process with other key players. This will improve the exchange of information, enable the implementation of joint projects in the future, and stimulate effective partnerships to EU research organisations.
The expected impacts of the project, of direct relevance as described in the call text ‘KBBE-2011-05: Strategies for improving communication between social and consumer scientist, food technology developers and consumers’ are as follows.
Early identification of issues that can lead to rejection of new (food) technologies before the start of the development or at the latest before the marketing phase.
Early identification of consumer issues is an important part of the critical communication steps as defined by existing scientific knowledge, experts and stakeholders. (Deliverable WP 4). These is a guideline for communication between relevant stakeholders and experts at critical points in the food technology development process developed and available.
Food scientists, food product developers and food technologists were provided with tools, such as keywords and/or Early Signalling guide that allows the consequent and continuous monitoring of information sources on new and emerging food technologies, and training to search for, and react to, consumer demands and potential public issues from the earliest phase of the process. (Deliverables WP5). Expert and Stakeholder experiences about consumer issues were interactively discussed via the project website, LinkedIn-communities, and workshops and stakeholder meetings. (Deliverables WP 1 & 6).
The project aimed to train future generation of food scientists, food product developers, consumer scientists and food technologists by providing information relevant to the development of teaching modules. It included courses about stimulation of effective dialogue relevant to the food development between consumer scientists and technology developers and key information needed to build the foundations of interdisciplinary research. (deliverable WP5).
From the start of the project, stakeholders, including food technologists in the EU food domain, were approached via the project partners’ existing networks and invited to engage in dialogue. EFFoST has a large network of food technologists. In addition, e-communities, webinars, workshops, podcasts and newsletters enabled stakeholders to participate in discussions about the CONNECT4ACTION project, how its activities are framed, and intermediate and final results. (Deliverables WP1 & WP6).
Means of informing food technologists on how and where to obtain relevant consumer information and how it can be formulated to be understood by non-technologists.
All participants of the community were informed via the CONNECT4ACTION website about the tools which might help to improve their communication with non-technologists such as consumer scientists, and social scientists, as well as with consumers. All those involved were informed about tools and training materials available to improve their communication, through the EFFoST Food Today newsletters (38 .0000 subscriptions), published in English, French, German and Spanish. The EFFoST website included a whole section which was dedicated to the outcomes of the CONNECT4ACTION project. In addition, it included podcasts and a webinar to show the use of various tools, such as the checklist, supporting improvement of potential commercialisation trajectory of the products of food technology. CONNECT4ACTION succeeded in making as much project information freely accessible as possible.
Study material was provided which were incorporated into European food technology courses. Students discovered how to benefit from interdisciplinary cooperation (WP5). Coarse materials included not only a rational for effective interdisciplinary cooperation, but also training materials relevant to understanding relevant success factors and potential commercialisation barriers associated with novel food development (based on insights from WP2 and WP3).
Higher competitiveness of the European agro-food and food machinery industry due to more successful launches of new technologies.
This project supported actions to lower the costs of failure of technology development and product innovation and, as a consequence, reduce their impact on the food chain, including suppliers e.g. food machinery industry. This was done, first, by exchange of experiences and methods to get insight in consumer acceptance and preferences. Second, the project provided food technology developers from the agrofood and food machinery industry with tools and training to improve communication with non-technical experts. Third, the activities encouraged all stakeholders to share experiences and participate in a multidisciplinary dialogue. Fourth, CONNECT4ACTION provided a model of best practice of improved communication between food technologists, consumer scientists, consumers, media, journalists, universities, research institutes and non-technical experts. By means of the website, e-communities and EFFoST meetings, stakeholders staid connected and informed following the conclusion of the project. The introduction of courses in food technology studies resulted in a new generation of food technology developers who will be more aware and capable of using use improved communication strategies that will improve the efficiency of food product development practices and increase industrial competitiveness.
Specific impacts relevant to different end-users and key players
Impact on European and national policy makers
The results of the CONNECT4ACTION support action make an important contribution to the formulation of future policies that may help to improve the competence of the European food industry . CONNECT4ACTION directly contributes to this achievement by: Providing methodologies for identifying potential factors that lead to acceptance or rejection of new (food) technologies and product innovations by consumers;
- Improving the dialogue between all key players involved in the development of future food technologies;
- Ensuring full stakeholder and end-user engagement in the different stages of the technology development and commercialisation process.
Impact on European food industry and competitiveness
Increased European productivity and competitiveness, as well as improved quality of life experienced by European citizens, driven by improved knowledge. As such, the scientific results of CONNECT4ACTION provided the knowledge base needed to stimulate business and communication in the areas related to the acceptance of new technologies and product innovations, which are relevant to the competitiveness of the European Industry, including SME’s.
Impact on science and technological progress
In its process and management, the CONNECT4ACTION project allowed a multidisciplinary cooperation between technical and social science within the EU.
List of Websites:
Furthermore, project logo, diagrams or photographs illustrating and promoting the work of the project (including videos, wiki’s), as well as the list of all beneficiaries with the corresponding contact names can be submitted without any restriction.
Website and contact details
Website: http://www.connect4action.eu
Social Media: LinkedIn group of Connect4Action
Coördinator: Karin Zimmermann, DLO Project manager: Dora Lakner, DLO
E-mail: Karin.Zimmermann@wur.nl E-mail: Dora.Lakner@wur.nl
Tel: 0031 (0)70-3358185 Tel: 0031 (0)317-482540
The objective of the CONNECT4ACTION project was to improve communication between consumers, consumer scientists, food technology developers, and other key players in the food technology development and commercialisation process. Focusing on communication and knowledge exchange between food technologists and consumer scientists, the results of the CONNECT4ACTION project contributed to improvement of the multidisciplinary dialogue in order to increase consumer acceptance of new food products, thereby lower the failure rate of new (food) technologies in Europe. A large group of stakeholders (food scientists and technologists from companies, universities and research institutes, together with consumer scientists and consumers) were connected with the project and each other via the online CONNECT4ACTION community and LinkedIn group. This online community strengthened the outcomes with input and feedback during various stages of the project. This project delivered an improved communication framework, accompanied by tools and training materials that enable food technology developers and other key players to step-by-step improve their food technology development processes. The consortium was able to develop and apply the expertise and experience from the field to disseminate and successfully implement innovative communication strategies into daily life activities. Dissemination of project outcomes received great attention, even after the project is finished. Finally, the networking effort of CONNECT4ACTION resulted in a strengthened European cooperation between public and private stakeholders.
Project Context and Objectives:
Despite developments in technology, product design and marketing, most new products are not successfully commercialised. Research into new product introductions in the retail grocery industry suggests that the failure rate for new product introduction in this field is as high as 70-80% . Some recent examples of food innovations that were publically rejected in Europe have included food irradiation (Henson, 1995) and genetically modified foods (Bredahl, 2001). Failed innovations are not only a waste of investment, but also often a missed opportunity to contribute to solve societal problems, such as health and environmental issues. Besides, innovation success is also of relevance for the food industry in Europe that copes with strong competition from emerging economies in the world . Given the fact that the success of innovations depends on consumers accepting novel products, it is important to know the needs and preferences of consumers. These needs and preferences should be reflected in the development and commercialisation of new food technologies.
Connecting all key players in a dialogue will help to respond better to consumer wishes and reduce innovation failures. Dialogue between key players with different expertise, will help to improve the food technology development and commercialisation process . In dialogue, concerns can be identified and analysed in an early stage and different solutions from different perspectives can be investigated.
Project objective
The overall objective of the CONNECT4ACTION project was to improve communication between consumers, consumer scientists, food technology developers, and other key players, in order to improve the success of food technology development and commercialisation in Europe. The CONNECT4ACTION project intended to be a showcase of improved communication for all key players. By connecting key players in the food technology development process within the project, making them interact at all stages of the project, and enabling them with communication tools this project aimed to exemplify improved communication and engage them with possibilities to improve their way of working. The interrelationships between the work packages is schematically depicted in Figure 1 Work package 5, developing a toolbox, and work package 6, dissemination, were the most important work packages. They enabled key players with tools and skills to improve their communication. Work package 4 prepared for the development of the toolbox, it integrated the input from literature and experiences from stakeholders. This input was gathered in the work packages 2 and 3 that are underpinning work package 4. Work package 1 was the innovative element in this project, it connected various stakeholders and engaged them to interact and communicate with each other at every stage in the project.
The specific reached objectives of the CONNECT4ACTION project were:
• Stakeholders were connected and engaged, via the online CONNECT4ACTION community. Participation of stakeholders delivered useful connections, the opportunity to give input during various stages of the project and access to project outcomes: the most recent insights, tools and trainings.
• Based on the scientific literature, success factors, and potential barriers, on internal (between relevant disciplines) and external (from and to the public and end-users) communication strategies were identified to enhance food technology innovation success across a wider variety of application areas (work package 2). Key priorities for improved communication were defined by literature.
• Potential barriers, and success factors were identified, from stakeholders’ experiences. Barriers to use consumer science information in food technology innovations were explored. Key priorities for improved communication were defined by key players through application of the Delphi methodology (work package 3).
• Conceptualisation of communication was improved and presented into a framework for internal and external communication at the three different stages (Generating, Dissemination and Responsiveness) of food technology development and commercialisation. (work package 4).
• A toolbox was developed that enabled interested stakeholders at various stages of the food technology development and commercialisation process to improve and plan their communication strategies. The toolbox contains various tools for various key players, but the linking pin is connecting consumer wishes to technology development. The toolbox includes workshops and checklists for present key players, but also education material for the next generation of food technologists (work package 5).
• Project results were disseminated by spreading project approaches, collected data and outcomes to key players during the project via the website, newsletters, podcasts and workshops, and afterwards by reminding stakeholders via social media, yearly stakeholder events and study courses. (work package 6).
Project Results:
Engage stakeholders (WP1) a community of interested stakeholders that actively want to be involved in the project was established: the online CONNECT4ACTION community. Stakeholders were approached via the professional networks of the project partners. At various stages of the project stakeholders were asked, and reminded via social media as Twitter, to join fora discussions about project outcomes. Stakeholders were triggered to participate because they have access to the newest information, tools and trainings to improve their communication. Activities in this work package stimulated interested stakeholders included in the community to engage in online community activities: active online discussion and information exchange were promoted via fora and wikipedia-type digital share points. In addition, activities in work package 1 facilitated the activities of other work packages where active involvement of stakeholders was needed. More specifically, the online community was used to identify participants for the Delphi activities (work package 3). At a later stage of the project, these stakeholders were asked to evaluate the framework for improved communication (work package 4). Finally, stakeholders provided advice about the use of the tools being developed at the end of the project (work package 5 and 6).
Description of results WP2:
Theoretical lens:
Work package 2 took the market orientation concept as its conceptual lens, arguing that market orientation of food supply chains depends on an effective integrated response to identified end-consumer and customer needs. It involves four important steps: (a) information generation on end consumer needs, (b) taking that information into the business / supply chain, (c) ensuring that the market intelligence is disseminated and shared among all relevant parties in the supply chain, (d) as a basis of a coordinated and integrated joint response at the food technology and marketing level. This process implies that communication is enhanced if the idea generation phase (what new offerings to the market place?) is closely integrated with the phase of idea materialisation (how are these identified needs delivered against?).
Way of working:
Two reviews of the scientific literature were conducted, on external communication (D2.2.) between end customers and the supply chain, and on internal communication (D2.1.) between actors within the supply chain (i.e. the business consumer science and food technology disciplines). These reviews aimed to systematically identify existing knowledge on success factors and barriers within these communication processes relevant to food technology innovation success. This knowledge was condensed into lists of critical do’s and don'ts in the food innovation practice, as a basis for the improved communication (WP4) and the development of tools to enhance such communication (WP5).
Summary of results:
In terms of external communication, the review covered three areas: (a) communication from end consumer to the business (market intelligence), (b) communication from business to consumer (product positioning), and (c) interactive communication in terms of co-design / co-development. Overall, the main barriers and needs on external communication identified from this line of research are: (a) development of more consistent measurement instruments and research approaches to allow better accumulation of (customer) insight, (b) integration of a wider scope of theoretical lenses rather than these developing as separate lines of research, (c) increased validation of effects of (products embodying) new food technologies in real life situations, also allowing for segmented approaches, and (d) enhanced research efforts on interactive communication between business and end consumer, to allow more direct and active integration of consumer insights for business development, rather than keeping the consumer intelligence at arm length through formalised consumer and marketing research approaches.
In terms of internal communication processes, the review has covered a broad range of literature related to within company communication processes between different functional disciplines within the food innovation process, from opportunity identification, through new product design and refinement to market introduction. The crucial question here is how that market intelligence is disseminated and acted upon within the company/supply chain and which factors affect the efficiency and effectiveness of this process. Overall, the main barriers and needs on external internal communication identified from this line of research are: (a) broadening the evidence base; there is a need for more food industry specific studies as the food domain is underrepresented in the scientific evidence, yet food has specific features including the large involvement of SME's within the food supply chains, (b) broadening the scope of studies; to include other functional disciplines such as (primary) production particularly relevant in the SME-dominated food sector, (c) enhancing the true understanding of the communication process itself, rather than just deriving understanding from the outcome of the innovation process, and (d) increasing the understanding of cross-cultural differences in communication processes through the role of cultural values in the business context.
Having identified the critical success factors and barriers to effective and efficient communication between the functional disciplines involved in the new product development process, this work package has extracted a large number of specific and detailed do's and don'ts at the level of internal and external communication. These do's and don'ts will serve as input to the further development of the communication framework (WP4) and the development of specific tools (WP5) to overcome communication barriers in effective and efficient collaborative new product development.
Description of results WP3:
To foster more insight in the perceived gaps and needs of the industry and to create more awareness of the EU project CONNECT4ACTION the active online CONNECT4ACTION community was further developed in the second reporting period. The community consisted currently of around 300 members; food technologists, consumer scientists and other stakeholders. Key players in Europe have been approached via the network of project partners, with an interest in this project. At various stages of the project stakeholders were facilitated to actively participate on workshops, trainings and on online discussions, by triggering them with work packages output and asking for feedback via online community activities. Next to the online community WP1 placed emphases on other channels, like workshops, conferences, where 240 other stakeholder were directly approached. A 2-round Delphi study systematically elicited the opinions of academics and food industry professionals regarding communication during the development and application of innovative food technology. The main conclusions are:
1. Communication between key actors (food technologists, consumer scientists, consumers, policy makers, etc.) along the process of food technology development is important to avoid commercial failure.
2. To avoid commercial failure it is important to consider consumer preferences when developing new food technologies. Information from consumer studies can be useful especially to guide decisions in the earliest stages of process and product development, and later on when feedback on how to present the product on the market and adjustments to the product in case of weak consumer reaction are possible.
3. Consumer scientists and food technologists have different perceptions regarding their own capacity and the difficulties they face
• The Delphi study identified the following barriers to communication of CS information:
a) The development of novel food technologies is usually (though not always) driven by technological advancements rather than by consumer demand or preferences or priorities . Thus information about consumer preferences may be incorporated too late.
b) There is insufficient communication with the public about new food technologies before and after product launch.
c) CS outputs may not be (perceived to be) usable by food technologists in their decision making associated with food technology and product design.
d) “Translation” of CS outputs into concrete and actionable recommendations of direct relevance to product design and comprehensible to FTs is needed.
e) Problems are likely to result when there is too little dialogue between different key actors, sometimes to the extent of non-engagement.
f) The main communication difficulty results from inter-disciplinary differences. Furthermore, communication may not be seen by R & D industries and institutions as a core activity and is under-resourced.
• This part of the project delivered a strategy to optimise the use of CS information in new technology and food production and thereby reduce the failure level for commercialisation of novel food technologies should address the following elements concerning internal and external communication:
a) Improvement in the knowledge and insight of consumer scientists and food technologists into each other’s subject.
b) Ensuring adequate levels of dialogue between food technologists and consumer scientists to promote better co-ordination of work and realisation of possible synergies.
c) Establishing mechanisms for promoting easier dialogue, principally by multi-disciplinary teams which work together throughout the development project,
d) Early on in development it is important to gain an understanding of the possible barriers to consumers’ acceptance of novel products and the underlying processes.
e) It is important to gather consumer science data, as well as communicate with consumers, regarding their preferences early on in process and product development so that new products meet identified consumer preferences and needs.
f) It is important to apply methodological rigour to the design of consumer science studies, to ensure they are well designed and produce information of sufficient robustness to guide decision making. This might involve internal communication.
In this part of the project barriers to use consumer science information in food technology innovations is explored. Future research is needed to further explore this interesting topic in which both technologists and social scientists are considered.
Description of results WP4:
The purpose of the Connect4Action framework developed in WP4 is to point out factors that can be addressed when the wish is to improve communication and dialogue between food technology/science experts and consumer/market experts in innovation processes. In our framework we have divided the innovation process into two major phases: new technology development (NTD) and new product development (NPD) (Figure 2). The NTD refers to technology development for applicability in food production, but not yet targeting a specific product application. NTD often happens in, or at least in cooperation with, universities and research institutes, while NPD is a company driven activity. The communication needs in these two phases differ especially in relation to how consumer and market information can be integrated into the innovation process. In the technology development phase the possible consumer benefits and risks tend to be generic and directly technology related, whereas in product development, specific product-related benefits and changes in product quality can be used to understand consumers’ reactions to applications of new technology. Although the NTD and NPD are here conceptually separated, in reality these two phases can overlap and have partners from both commercial and public sector.
Each of the two phases has an idea/screening stage and development stage. The NPD has a third stage related to launching the new products to the market. The communication needs between food technology experts and consumer/market experts differ as one moves from wider idea generating and screening phases to the more targeted development actions where the concrete technological properties and product attributes start to play a bigger role.
The framework further distinguishes between two types of communication in the innovation process: internal communication within NTD and NPD processes, and external communication that integrates consumer views and market information to the innovation process. Consumer/market experts are dominantly responsible for external communication with consumers and disseminating the relevant knowledge in internal communication, whereas food technology/science experts are mainly active in the internal communication. The external communication can be further divided into three types of communication: finding out about consumer wants, communication to consumers, and interactive co-development. The first two types of external communication can be related to NTD as well as NPD, whereas co-development is likely only in NPD processes.
Generally, experts agreed on the suggested framework, but pointed out that it is an ideal model that simplifies the reality. Therefore the prioritisation and implementation of recommendations need to be adjusted to the needs of the individual companies. The recommendations can be used by companies as an internal discussion tool on how to approach communication within the innovation processes and what should be prioritised for implementation. It provides a checklist of factors that can promote better communication for the individual organisations.
Although this project is mainly focussed on the stimulation of communication between different disciplines involved in NPD, overall there are some scientific relevant outcomes to mention here. First the development of the conceptual framework, second the need for research instruments to measure consumer wishes needs and acceptance of newly developed food products. All together this added issues to the scientific discussion: e.g communication during new product development of all involved stakeholders and incorporation of consumer science information during food technology development.
Description of results WP5:
The aim of the Connect4Action toolbox was to provide the key actors involved in the food innovation process with tools facilitating an efficient communication among them. The toolbox is based on the results and inputs from WP2 (literary review on external and internal communication), WP3 (Delphi survey on the main barriers for an efficient communication) and WP4 (conceptual framework for an effective communication). It includes a set of tangible tools which can be exploited by different types of stakeholders in the food chain to ensure an effective communication to end users, and reduce the risks of rejection of new technologies due to misunderstanding, mistrust and fear. The development of the toolbox has benefitted – and continues to benefit - from inputs from stakeholders themselves, as they were involved in the process of selecting and refining the tools at various stages of the toolbox development process. The toolbox consists of 8 independent tools of different nature (well above the planned number of three tools), which are made publicly available through a specific section of the C4A web-site, plus access (under registration) to the training materials.
Tool Description
Recommendations for communication A framework that points out factors to be addressed in order to improve integrated communication and dialogue among key stakeholders during all stages of the food innovation process
Case studies A structured and brief description (background information, innovation strategy, internal communication, external communication, and lessons learnt) of concrete stories related to communication during NPD in food companies
Early signalling guide The TNO Emerging Risk Identification Support (TNO ERIS) system is adapted under the C4A project in order to identify stakeholder sentiments and possible unforeseen relations between new developments and existing, or known (perceived) risks and hazards. It operates on the basis of a software core for text mining and natural language processing that handles large volumes of information (documents) from relevant sources. ERIS
recognizes relationships (such as cause-effect) between key concepts in the scientific domain of consumer/ social science and food technology and structures these in a clear table format that additionally allows for further filtering and ranking
Glossary of key terms Glossary of key terms used in food innovation process, including definitions of new product/technology development, internal communication, external/internal communication, and also all key terms used in the various domains involved (consumer science, food technology)
Wiki on consumer science for NPD A rough guide including a simple description of the basic principles guiding consumer science and the methods used by consumer scientists
Wiki on food science & technology for NPD A rough guide including a simple description of the basic principles guiding food science & technology and the methods used by food technologists
Instructions for an effective communication plan Suggestions for creating an effective communication plan during food innovation processes will be provided
Discussion forum Online discussion section where key players can hold conversations about a number of different topics related to external and internal communication during food development process
Based on this toolbox, training programs were developed under Task 5.2 in order to disseminate the contents of the C4A toolbox and raise awareness on including communication issues in academic postgraduate courses and courses for industry professionals for the successful launch and commercialisation of new food products. Two training programs were distinguished: one targeted at young researchers and PhD students, and the other targeted at food industry professionals. The reason is that these two groups of stakeholders have different needs and preferences in terms of content delivery mode, time availability, discussion levels, etc. The web address of the E-learning platform is https://moodle.iseki-food.net/course/index.php?categoryid=3
Description of results WP6:
The overall objective of this work package is to promote the use of project results by the target audiences and to create long term sustainable impacts on communication processes during all three stages of food technology development and commercialisation.
The C4A Embassy has been established. The objective was to ensure the continuation of the progress made during the lifetime of the Connect4Action project. During the last six months of the project, EFFoST has developed a plan for the Embassy which will provide continuity to the work of the consortium. This was agreed by the consortium on Oct 30th 2014 in Brussels and finalized. The elements of the Connect4Action Embassy are as follows
Potential Impact:
The activities in the CONNECT4ACTION project were focused on improving communication and knowledge exchange between food technologists and consumer scientists with respect to their knowledge regarding the interaction between food technology development and commercialisation (Figure 3). In particular, the CONNECT4ACTION project aimed to engage stakeholders with interests in food to improve their multidisciplinary dialogue and to increase consumer acceptance of new food products, thereby lower the failure rate of new technologies.
The consortium consisted of a broad, multidisciplinary network of key players involved in food technology development and commercialisation. The aim was to ensure that the best possible information is included in the food innovation process in order to optimise consumer acceptance and commercialisation of the final products. All project partners acknowledged that communication and dialogues between food technologists and Social/consumer scientists requires improvement, and were seeking to develop an effective approach to improve knowledge exchange and dialogue. Based on the effective communication strategies identified in the relevant literature and, subsequently, opinions of experts based on their daily practices and experiences, this project delivered improved communication framework, accompanied by tools and training materials to transfer knowledge to other potential end-users, which will facilitate development and application of multidisciplinary dialogue. These tools and training materials enable food technology developers, consumer scientists, and other key players to both improve the food technology development process, as well as developing a more effective commercialisation strategy for new food products and technologies. In addition, at various stages of the project, stakeholders were encouraged to interact with each other by means of an online community and workshops. The development of a methodology, together with provision of proof of principles of its effectiveness, and development of continuous dialogue between various stakeholders will ensure that the best possible approach to developing an effective and inclusive communication strategy is developed.
The networking effort of CONNECT4ACTION resulted in cooperation between public and private stakeholders throughout Europe in order to strengthen European collaboration between all interested sectors. This network is suitable to enable stakeholders to communicate at the right time, with the appropriate information which can be used at appropriate points in the food technology development and commercialisation process with other key players. This will improve the exchange of information, enable the implementation of joint projects in the future, and stimulate effective partnerships to EU research organisations.
The expected impacts of the project, of direct relevance as described in the call text ‘KBBE-2011-05: Strategies for improving communication between social and consumer scientist, food technology developers and consumers’ are as follows.
Early identification of issues that can lead to rejection of new (food) technologies before the start of the development or at the latest before the marketing phase.
Early identification of consumer issues is an important part of the critical communication steps as defined by existing scientific knowledge, experts and stakeholders. (Deliverable WP 4). These is a guideline for communication between relevant stakeholders and experts at critical points in the food technology development process developed and available.
Food scientists, food product developers and food technologists were provided with tools, such as keywords and/or Early Signalling guide that allows the consequent and continuous monitoring of information sources on new and emerging food technologies, and training to search for, and react to, consumer demands and potential public issues from the earliest phase of the process. (Deliverables WP5). Expert and Stakeholder experiences about consumer issues were interactively discussed via the project website, LinkedIn-communities, and workshops and stakeholder meetings. (Deliverables WP 1 & 6).
The project aimed to train future generation of food scientists, food product developers, consumer scientists and food technologists by providing information relevant to the development of teaching modules. It included courses about stimulation of effective dialogue relevant to the food development between consumer scientists and technology developers and key information needed to build the foundations of interdisciplinary research. (deliverable WP5).
From the start of the project, stakeholders, including food technologists in the EU food domain, were approached via the project partners’ existing networks and invited to engage in dialogue. EFFoST has a large network of food technologists. In addition, e-communities, webinars, workshops, podcasts and newsletters enabled stakeholders to participate in discussions about the CONNECT4ACTION project, how its activities are framed, and intermediate and final results. (Deliverables WP1 & WP6).
Means of informing food technologists on how and where to obtain relevant consumer information and how it can be formulated to be understood by non-technologists.
All participants of the community were informed via the CONNECT4ACTION website about the tools which might help to improve their communication with non-technologists such as consumer scientists, and social scientists, as well as with consumers. All those involved were informed about tools and training materials available to improve their communication, through the EFFoST Food Today newsletters (38 .0000 subscriptions), published in English, French, German and Spanish. The EFFoST website included a whole section which was dedicated to the outcomes of the CONNECT4ACTION project. In addition, it included podcasts and a webinar to show the use of various tools, such as the checklist, supporting improvement of potential commercialisation trajectory of the products of food technology. CONNECT4ACTION succeeded in making as much project information freely accessible as possible.
Study material was provided which were incorporated into European food technology courses. Students discovered how to benefit from interdisciplinary cooperation (WP5). Coarse materials included not only a rational for effective interdisciplinary cooperation, but also training materials relevant to understanding relevant success factors and potential commercialisation barriers associated with novel food development (based on insights from WP2 and WP3).
Higher competitiveness of the European agro-food and food machinery industry due to more successful launches of new technologies.
This project supported actions to lower the costs of failure of technology development and product innovation and, as a consequence, reduce their impact on the food chain, including suppliers e.g. food machinery industry. This was done, first, by exchange of experiences and methods to get insight in consumer acceptance and preferences. Second, the project provided food technology developers from the agrofood and food machinery industry with tools and training to improve communication with non-technical experts. Third, the activities encouraged all stakeholders to share experiences and participate in a multidisciplinary dialogue. Fourth, CONNECT4ACTION provided a model of best practice of improved communication between food technologists, consumer scientists, consumers, media, journalists, universities, research institutes and non-technical experts. By means of the website, e-communities and EFFoST meetings, stakeholders staid connected and informed following the conclusion of the project. The introduction of courses in food technology studies resulted in a new generation of food technology developers who will be more aware and capable of using use improved communication strategies that will improve the efficiency of food product development practices and increase industrial competitiveness.
Specific impacts relevant to different end-users and key players
Impact on European and national policy makers
The results of the CONNECT4ACTION support action make an important contribution to the formulation of future policies that may help to improve the competence of the European food industry . CONNECT4ACTION directly contributes to this achievement by: Providing methodologies for identifying potential factors that lead to acceptance or rejection of new (food) technologies and product innovations by consumers;
- Improving the dialogue between all key players involved in the development of future food technologies;
- Ensuring full stakeholder and end-user engagement in the different stages of the technology development and commercialisation process.
Impact on European food industry and competitiveness
Increased European productivity and competitiveness, as well as improved quality of life experienced by European citizens, driven by improved knowledge. As such, the scientific results of CONNECT4ACTION provided the knowledge base needed to stimulate business and communication in the areas related to the acceptance of new technologies and product innovations, which are relevant to the competitiveness of the European Industry, including SME’s.
Impact on science and technological progress
In its process and management, the CONNECT4ACTION project allowed a multidisciplinary cooperation between technical and social science within the EU.
List of Websites:
Furthermore, project logo, diagrams or photographs illustrating and promoting the work of the project (including videos, wiki’s), as well as the list of all beneficiaries with the corresponding contact names can be submitted without any restriction.
Website and contact details
Website: http://www.connect4action.eu
Social Media: LinkedIn group of Connect4Action
Coördinator: Karin Zimmermann, DLO Project manager: Dora Lakner, DLO
E-mail: Karin.Zimmermann@wur.nl E-mail: Dora.Lakner@wur.nl
Tel: 0031 (0)70-3358185 Tel: 0031 (0)317-482540
