Food and beverage companies are increasingly choosing to enhance internal idea development by pursuing an 'open innovation' approach, allowing the additional exploitation of external ideas and paths to market. Drawing on a range of important case studies, Open innovation in the food and beverage industry investigates the challenges and opportunities afforded by the incorporation of open innovation into the food industry. Part one provides a comprehensive overview of the changing nature of innovation in the food and drink industry, acknowledging trends and considering the implications and impact of open innovation. Part two then reviews the role of partners and networks in open innovation, with collaboration, co-creation of value with consumers, the effectiveness of cluster organizations and the importance of network knowledge all discussed, before part three goes on to explore the establishment and varied management aspects of open innovation partnerships and networks. Finally, open-innovation tools, processes and managerial frameworks are the focus of part four, with discussion of the development, application and psychology of a range of initiatives. With its distinguished editor and international team of expert contributors, Open innovation in the food and beverage industry is a unique guide to the implementation and management of open innovation for all food industry professionals involved in management, research and product development, as well as academics with an interest in open innovation across all industries.

Table of Contents:
Part 1 The changing nature of innovation in the food and drink industry: Trends in the acquisition of external knowledge for innovation in the food industry; The tension between traditional innovation strategies and openness: Lindt���s controlled open innovation approach; The role of open innovation in the industry convergence between foods and pharmaceuticals; Accelerating the innovation cycle through intermediation: the case of Kraft���s melt-proof chocolate bars; The impact of open innovation on innovation performance: the case of Spanish agri-food firms. Part 2 Partners and networks for open innovation: Partnering with public research centres and private technical and scientific service providers for innovation: The case of Italian rice company Riso Scotti; Consumers as part of food and beverage industry innovation; Co-creation of value with consumers as an innovation strategy in the food and beverage industry: the case of Molson Coors��� ���talking can���; Collaborative product innovation in the food service industry: Do too many chefs really spoil the broth? Effectiveness of cluster organisations in facilitating open innovation in regional innovation systems: the case of Food Valley in the Netherlands; The importance of networks for knowledge exchange and innovation in the food industry. Part 3 Establishing and managing open innovation partnerships and networks: Managing open innovation communities: the development of an open innovation community scorecard; The evolution of partnering in open innovation: From transactions to communities; Managing co-innovation partnerships: the case of Unilever and its preferred flavour suppliers; Managing asymmetric relationships in open innovation: lessons from multinational companies and SMEs; Challenges faced by multinational food and beverage corporations when forming strategic external networks for open innovation. Part 4 Open innovation tools, process and managerial frameworks: The ���Want Find Get Manage��� (WFGM) framework for open innovation management and its use by Mars, Incorporated; Crowdsourcing: the potential of online communities as a tool for data analysis; The role of information systems in innovative food and beverage organizations; Effective organizational and managerial company frameworks to support open innovation: Overview and the case of Heinz; Innovating with brains: the psychology of open innovation.