第一章《绪论》教案一 第一章《绪论》教案二 第一章《绪论》教案三 第二章植物性烹饪原料教案一 第二章植物性烹饪原料教案二 第二章植物性烹饪原料教案三 第三章动物性原料教案一 第三章动物性原料教案二 第三章动物性原料教案三 第三章动物性原料教案四 第三章动物性原料教案五 第三章动物性原料教案六 第四章调辅原料教案一 第四章调辅原料教案二

The ability of a company to build a knowledge core and continuously create new nowledge is critical to the success of product development. There are four areas where knowledge is needed for product development the different cultures of the world their needs wants and attitudes. and how they can assimilate and absorb new products

Product development management in the food system is complex, long term and capital intensive. It is total company management involving every function in the company- so it is managing either a microcosm of the company or an integration of the company functions. For a major innovation, the company may set up a new venture company or division; or a new group of people may form a new company. At this time when many new companies are being formed on the innovations of information technology and biotechnology, it is interesting to speculate on new venture companies in the food industry and the basis of their new innovations. But at the present time

The four basic stages in the PD Process are the same for all food product development, but there are significant differences in the activities, techniques and timings for new product development in the primary production, industrial food processing, and food manufacturing industries Primary production's product development is based on either a breeding process from cultivated varieties or capturing a new species from the wild. The development of new plants, animals and fish takes a great deal of time and depends on times of growing and harvesting There can be a general product concept based on perceived consumer or industrial wants and needs

Best practice in product development is a dynamic target. Not only are new practices being developed and refined but the differences in organisations demand the tailored application of these practices. There are eight basic companies, all projects and at all times. But the company philosoph knowledge, skills and assets change; and these changes cause changes in the types of product innovations and the activities in product development Successful companies recognise that product development is an important strategic issue that demands constant attention. There is a need to evaluate the product development performance and the product development success rate

First published 2001, Woodhead Publishing Limited and CRC Press LLC 2001, Woodhead Publishing Limited The authors have asserted their moral rights This book contains information obtained from authentic and highly regarded sources Reprinted material is quoted with permission, and sources are indicated. Reasonable efforts have been made to publish reliable data and information, but the authors and the publishers cannot assume responsibility for the validity of all materials. Neither the authors nor the publishers, nor anyone

abilities for pd manas alysis23-4,128-30 activities 20. 95.144-6 ive 74-5 commercialisation 119-23. 322-4 and operational 71-6 337-8,342-3 consumer and industrial products apple product development 317, 319-26 318-9 design and process development assessment tool and methodology(ATM) 112-14,322,336-7,341-2

Product development has been a major activity in the food industry for over 40 years, but only gradually has it developed as a strategic business area and also as an advanced technology. For a long time it was essentially a craft, loosely related to the research and engineering areas in the company. The pressures for product development came very strongly from the needs of the growing supermarkets for a constantly changing, extensive mix of products and for continuous price promotions. So there was the drive for product difference

Managing innovation is a necessary skill for senior management of all food companies producing new raw materials, new ingredients or new consumer products. Company growth and even survival depends on the introduction of successful new products into old and new markets. The dividing line between product success and failure depends on many factors, but the most important are new product qualities, skills and resources of the company, market and marketing proficiency, and an organised product development process

Consumers are the centre of product development in the food industry, directly in the design of consumer products and indirectly in the design of commodity products and industrial products. In industrial product development, the emphasis is on the immediate customer, but consideration needs to be given to the acceptance of the final product by the consumer. It is important in product development to understand basic consumer behaviour and food choice as well as the individual product/consumer relationship(Earle, 1997). Differences among