Embed Size (px)
Citation preview
COLLABORATIVEINNOVATION 2019
Learning & Insight Summary
Foodservice
Meeting 2: October 29-30, 2019
How we can Help - Strategy set in motion
2
Kinetic12 . Foodservice Consulting
Strategy & Innovation Planning
Go-to-Market Strategy
Customer & SupplierPlanning
Optimizing your planning processes, build effective and
compelling plans and accelerate the right innovation.
Navigating the complex food value chain to optimize your
sales, marketing, route to market approach, structure
and execution.
Segmenting your key customers or suppliers, aligning on
common priorities and leading collaborative planning sessions
between you and your partners.
Operator THINK TANK
Market/CustomerResearch
Training & Coaching
Customized assessment of your store operations (and action plan) to keep your business
efficient and profitable.
Conducting qualitative research and turning that into insight and strategy – channel,
segment, competition, category.
Designing and leading customized training and 1/1
coaching on strategic planning, insights development and customer management.
Tim Hand847-857-8330
Bruce Reinstein617-455-9396
Art Bell312-371-6771
kinetic12.com
OUR OBJECTIVETo enable bigger, better, faster innovation through
improved operator-supplier collaboration
3
COLLABORATIVEINNOVATION 2019
CI 2019 Full Board
4
Foodservice Collaborative Innovation Activation is a forum that engages operators, suppliers and associations to identify ways to collaborate to create differentiation and mutual business success.
The output of the work will define what leading restaurant brands are doing to innovate differently and how suppliers can support these initiatives in aBIGGER, BETTER and FASTER way.
2019 Collaborative InnovationCHARTER
5
1. Who should be involved in Collaborative Innovation - internally and externally?
2. What do my customers / suppliers want / need?3. How can CI help target the goal of my innovation?4. How do we better innovate to solve specific
operator problems? (internal-BOH or external-FOH)5. How can my organization optimize its approach to
collaborative innovation?6. How can multi-company collaboration solve
problems in a better way than working alone? (like labor constraints)
7. How can I be the champion of best-in-class collaborative innovation in my organization?
VALUE of CI 2019
6
meeting 1Sept 17-18
Weston O’hare
meeting 2Oct 29-30
Goose Island Barrel Room
meeting 3Dec 3
Goose Island Barrel Room
CI 2019 Sessions
Next session
What & Why CI
When, Who & How CI
Activating CI
Complete Complete
The Channel• Changes, issues,
emerging players• Distributors• Operators• Associations
Your Company• What you do, can
do, don’t do and should do• Capabilites• Structure• Go-to-market model
Technology• “Technology Push”• Available and
emmerging technologies internally and externally
The Market• “Market Pull”• Consumer/customer
unmet needs and wants, frustrations, compensating behaviors
Trends leading to
Opportunity
> The innovation process starts with conducting industry research through 4 lenses: Technology, Market, Company and Channel.
Four Lenses of OpportunityTrends & Insights
The starting point
12 Innovation Objectives
TIMEfaster
PRODUCTIVITYmore out of an hour
worked
EFFICIENCYmore out of a unit of
input
CONVENIENCEeasier
QUALITYtaste better, last
longer
CUSTOMER NEED
solve a problem
CUSTOMER EXPERIENCEmore exciting,
interesting fulfilling
RISKmitigation
PERFORMANCEbetter results
QUALITY OF LIFEmake life better
KNOWLEDGE superior know-how,
IPSUSTAINABILITY
Source: Simplicable, 2017
Common BOH Goals
Common FOH Goals
Balancing Your Innovation Strategy & Investment
Current Portfolio
Line Extension
/ LTO
Adjacency
White Space
Leveraging existing capabilities into a largely incremental market
Building new capabilities to enter a 100% incremental market
WHEN TO CI
Innovation Strategy
DatassentialPresentation
Kelley Fechner
11
workshop #1 When to Collaborate
o on your flipchart poster
o name your columns
o fill ino share out
purpose: build a Levels of Collaboration Model
timing: 50 minutesLevel Name Development
TimeImpact on the
Business# of Companies
Involved
4. New Platform
3.
2.
1. Simple Product Change
Levels of Collaboration Model
WHEN TO COLLABORATE: Levels of Collaboration
13
1. Lack of Communication, Clarity, Transparency
2. Lack of Trust3. Failure to Align on a Process4. Not Having the Right People
Involved at the Right Time - from both sides
5. Not Painting a Complete Picture of The Project Objectives (including the foundational insight and problem to be solved) and Not Aligning on Expectations
6. Lack of Internal Alignments – internal politics
7. Lack of Clarity on Timeline and Milestones
8. Lack of/Limited Resources
9. Poor Prioritization of Projects or Resources
10. Over-committing11. Lack of Collaboration on
Execution Phase12. Poor Listening13. Not Challenging the Status Quo14. Not Establishing a Foundational
Relationship First15. Supplier’s Sales Lead Wanting to
Manage All Communication16. Not Picking the Right Partner
The greatest challenge &
roadblock centered
around communicati
on and not setting clear
expectations
Work shop output
Workshop 1: Output
Operator Panel #1
o Jim Thompson, VP Ops/Supply Chain, Chicken Salad Chicko Jeanne Bolger, Director R&D, Baskin Robbins
CSSIPresentationThomas Talbert, VP
15
workshop #2A
Choosing & Being Chosen
o discuss at your tableo create a list on your
flipcharto share out
purpose: identify behaviors that make a valuable CI partnertiming: 30 minute discussion
What Suppliers need to do/say
to be chosen
What Operators need to do/say
to be chosen
CHOOSING AND BEING CHOSEN
17
OPERATORS1. What are your distribution capabilities?2. Can you support our volume?3. Provide project clarity with priorities4. Desired price point5. Critical Paths: Timeline/Milestones6. Transparent Communication7. What is their menu strategy?8. Length of commitment to customize9. How do they view the relationship?10. Contingency Planning11. Establish partnerships vs opportunities12. Assure strategies align: innovation/production13. Be honorable: Do what you say14. Customization or Proprietary desires
SUPPLIERS1. Listen more than talk2. Understand the concept/Do your homework3. Communicate standards/capabilities4. Recognize a bad fit5. Honor commitments6. Transparent Communication7. Minimums for Customization8. Willingness to Collaborate and change9. Level of Flexibility regarding innovation10. Longer term investment plans?11. Menu Strategy/Insights/Trends12. Inventory Ownership: Custom vs Standard13. Resources: R&D/Culinary14. Samples that resonate and inspire
What Suppliers and Operators Need to Say to be Chosen
Workshop 2A: Output
Building Your CI Relationship
TRANSACTIONAL
PREFERRED
COLLABORATIVE
STRATEGICSU
PPO
RT /
CO
LLAB
ORA
TION
OCM Relationship
Pyramid
What does a good relationship look like ?
Where would your customer put you?
workshop #2B
Being Sticky
1. edit/change the level names
2. define each level’s behaviors – how do
we maintain and strengthen the
relationship?
purpose: build a CI Relationship Model
timing: 40 minute discussion 4. Trusted
3. Solutions-Oriented
2. Responsive
1. Dependable
Rela
tions
hip
Stre
ngth
BUILDING A CI RELATIONSHIP MODEL – defining levels
20
Networking / Wants success for both parties / Full accountability Confidentiality / Collaborative relationshipLeadership involved / Advocate for the other partyKnows when problem happens before operator / Customer confidence
Workshop 2B: Output
Solutions Oriented (Proactive)
Dependable (Foundational)
Responsive
Business improvement ideas / Risk Mitigation / ConsultativePro-active, but not too pushy / Scope of business beyond productMultiple points of contact / Ownership of problems
Answers communication timely / Support/ResourcesAvailable in timely manner (reactive)Quick turnarounds on requests / Credibility
Meets commitments / Transactional (order/fill) / TimelyRe-invests in business / Consistent/On-time / No surprisesQuantitative Capability / Orders & Fill RatesQuality systems in place / Customer Service
Trusted, Partner
DAY 2 - Oct 30
COLLABORATIVEINNOVATION 2019
FOODSERVICE
22
Dud: A Bad IdeaTrying to compete
with Italian
Bomb: AGood Idea with poor execution
IDEASThe Innovation-Foundation
Setting the Stage for Greatness
23
Kung Pao Cauliflower Veggie Chicken
Risky Experimentation
Safe Experimentation
workshop #3 IDEAS – The Innovation Foundation
o discuss at your tableo create a list on your flipchart
– what is needed to increase the chances of ideas that
lead to CI success?o share out
purpose: identify foundational requirements for great CI Ideas
- how do you avoid Duds and Bombs?timing: 30 minute discussion
• Duds - A bad idea from the start
• Bombs - A good idea, but bad design/execution/marketing
The INNOVATION FOUNDATION
25
1. Screening the concept2. Past history3. Building trust: Permission to experiment4. Thinking through the entire consumer
experience5. Avoid emotion: Familiarity/Excitement
balance6. Understand the consumer7. Are you chasing a trend or a fad?8. Does it tie to brand strategy?9. Test, re-test and adjust…10. Operations training and a plan to execute
throughout the operating system11. Know your brand12. Are you evolving with your customer?
13. Is there a need for the product?14. Is your customer ready for it?15. Common sense process of elimination16. Transparency from vendors17. Upfront consumer research18. Differentiate: Different is better than better19. Outline your expectations/parameters20. Avoid allowing the “golden vote” to
override the data21. Engage the team early and often through
the process22. Have a clear roadmap in place
What is needed to increase the chances of ideas that lead to successful CI?
Work shop output
Workshop 3: Output
OperatorPanel #2
o Richard Pineda, VP Supply Chain, Pieologyo Tom Smith, Sr Manager R&D/Corporate Chef, Checkerso Peter Boylan, President Ballard Brands
Pam Everett, Sr Director of Innovation & Product Strategy
S&D COFFEEPresentation
workshop #4What do you Really Expect?
o discuss at your tableo fill in charto share out
purpose: identify what does good and bad CI looks like?
timing: 30 minute discussion (Operators and Suppliers separate)
What expectations do we have of an
Operator for great CI to take place?
What are common Operator CI mistakes?
What expectations do we have of a Supplier
for great CI to take place?
What are common supplier CI mistakes?
WHAT DO YOU REALLY EXPECT: Operator
29
Work shop output
Workshop 4: Output
What expectations do we have of a Supplier for great CI to take place?
What are common supplier CI mistakes?
1. Over committing/promising2. Not knowing distribution needs3. Sharing “my” info with competition vs market
info4. Ego: Thinking you know our business better
than we do5. Come with solutions6. Not giving access to technical team7. Sales vs partner8. Not doing your homework on how our
operations work9. Problems don’t get better with time10. Don’t approach via backdoor (ie.
Franchisees)
1. Sharing of resources: Insights, trends, applications
2. Honesty: Tell when I can reasonably expect samples
3. What are your strengths and weaknesses?4. Cognizant of operator’s culture5. Willingness to collaborate between suppliers6. Contingency plan/redundancy7. Sharing of risk8. Need true timelines9. Share technical information10. Take initiative11. Be proactive12. Confidentiality
WHAT DO YOU REALLY EXPECT: Supplier
30
Work shop output
Workshop 4: Output
What expectations do we have of an Operator for great CI to take place?
What are common operator CI mistakes?
1. Lack of responsiveness/communication2. Too narrow on ask3. Inaccurate forecasting4. Unreasonable timelines5. Change of focus/priorities6. Not open to new suppliers7. Not sharing test results8. Unrealistic expectations 9. Lack of internal alignment10. Not sharing the approval process11. Trust: Transactional vs strategic12. Not sharing a “real” price target
1. Transparency and communication2. Clear strategy and objectives3. Timing expectations4. Who are the decision makers5. What does success look like?6. Collaborative culinary development7. Fair return on investment8. Commitment to product volume9. Opportunity for ongoing dialogue10. Open to potential alternate solutions11. Access to operators’ cross functional
teams
Commodity Board Panel
o Jim Murray, Corporate Chef, Pork Marketing Boardo Rafael Rivera, Manager Food Safety & Production, US
Poultry and Egg Associationo David Spirito, Culinary & Foodservice Director,
Avocados from Mexico
THINKING BIG Fish Tacos done right
Multi-supplier collaboration
workshop #5 Go Big - Multi-Supplier Collaboration
o discuss at your tableo on a flip chart 1) describe the platform2) list the suppliers/
organizations involved
purpose: understand what multi-supplier CI looks like
timing: 45 minute discussion
Create a new product platform that delivers on the following:
1) Super food
2) Bold flavors3) Must promote the source of
one ingredient4) Final BOH prep time of less
than 5 minutes5) Include the next generation
of take-out packaging6) Be Truly different
GO BIG-MULTI-SUPPLIER COLLABORATIONWhat Multi-Supplier CI Looks
LikeCEO of operator has come down to the basement where the innovation
team works and challenges you with the following goal. Create a new
product platform that delivers on the following: 1) Super food, 2) Bold
flavors, 3) Must promote the source of one ingredient, 4) Final BOH prep time
of less than 5 minutes, 5) Include the next generation of take-out
packaging, 6) Be Truly different. She has asked that you come back to her
in one month with an outline of the platform and the companies that will
be involved in the development.
Platform Ideas1. Tarcado - Avocado based with extreme heat & Middle Eastern flavors.
Fresh HPP, diced puck for easy execution in a hemp- based package. (6 suppliers)
2. Poppables - Savory or Sweet. Pasta made with pumpkin-kale and filled with pumpkin mac & cheese with an Aleppo pepper sauce and coated. (Up to 12 suppliers)
3. Single Serve Chopped Salad - US grown eco-friendly vegetables and heritage proteins & grains, interactive plant-based packaging with a dressing activation for guest. (Up to 6 suppliers)
4. Bacon Cone - Hand held carrier filled with various proteins and veggies with multiple daypart applications. Incorporate avocados & uncured, nitrite free bacon.(Up to 8 suppliers)
5. High Protein Breakfast Wrap - Plant-based carrier, avocado, chimichurri, cotija cheese, country chorizo (6+ suppliers)
6. Tiger Nuts Blend Base plus Chia - Sustainably grow in Spain, Flavors such as curry/jalapeno, plant-based packaging (5+ Suppliers)
7. Power Beverages - Coffee/Tea base with turmeric/ginger/acai in plant-based cup with easy execution (6+ suppliers)
34
Work shop output
Workshop 5: Output
Tim Hand847-857-8330
Bruce Reinstein617-455-9396
Art Bell312-371-6771
FSCollaborativeInnovation.com
