SFS - Revision history

Andrew at 10:15, 19 December 2018

2018-12-19T10:15:43Z

Jacandrade at 17:51, 5 August 2018

2018-08-05T17:51:48Z

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Jacandrade at 15:47, 7 March 2018

2018-03-07T15:47:43Z

Jacandrade at 15:45, 7 March 2018

2018-03-07T15:45:25Z

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Jacandrade at 15:41, 7 March 2018

2018-03-07T15:41:28Z

Jacandrade at 15:36, 7 March 2018

2018-03-07T15:36:34Z

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Jacandrade at 15:27, 7 March 2018

2018-03-07T15:27:19Z

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Jacandrade at 15:17, 7 March 2018

2018-03-07T15:17:30Z

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Jacandrade at 16:56, 6 March 2018

2018-03-06T16:56:27Z

Jacandrade at 16:54, 6 March 2018

2018-03-06T16:54:07Z

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 == Introduction ==
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-Prime DSS has been designed to help fishing sector stakeholders to improve their competitiveness in the Fisheries and Aquaculture markets. One core component of identifying areas of competitive improvement involves the collection and dissemination of data revealed in success and failure stories. These stories include information collected on innovative product development and consumer behavior to understand which product attributes best fit customer preferences and therefore improving the possibility of a successful product launch.
+Prime DSS has been designed to help fishing sector stakeholders to improve their competitiveness in the Fisheries and Aquaculture markets. One core component of identifying areas of competitive improvement involves the collection and dissemination of data revealed in success and failure stories. These stories include information collected on innovative product development and consumer behavior to understand which product attributes best fit customer preferences and therefore improve&nbsp;the possibility of a successful product launch.
 All fishing sector stakeholders are invited to share their stories about success and failure experiences when launching innovative products onto the market place. Over time, sector users will have access to a wealth of information that will provide invaluable insights into consumer behaviour and reactions to specific product attributes that will assist with launching successful products. The Success & Failure stories tool is a collections of the stories shared among stakeholders.
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 == The tool ==
-===Landing page===
+=== Landing page ===
-[[File:Sfs_home.png|home]]
+[[File:Sfs home.png|home]]
-In the landing page the user will be able to see the latest approved stories on the left, and also a list
+In the landing page the user will be able to see the latest approved stories on the left, and also a list of stories uploaded by the user with their current status. The user can click the upload story button to open a modal where the story details can be entered and submitted for upload. Uploaded stories will then go through a review process by the DSS administrators and will either be approved or rejected by the administrators.
-The user can also use the search form to search for specific stories containing desired attributes and click the
+The user can also use the search form to search for specific stories containing desired attributes and click the search button to see if any stories match their query. If no parameters are selected, all stories will be displayed.
-[[File:Sfs_search.png|search]]
+[[File:Sfs search.png|search]]
 Both at the home page or at the search results, the user can click the ''read'' link on a story to read its full content.
-[[File:Sfs_read.png|read]]
+[[File:Sfs read.png|read]]
 == References & readings ==

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 == Introduction ==
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 Q4: What factors are responsible for success or failure in product innovation?
 == Methods ==
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 ====Innovation at the project level====
-======'''Drivers for innovation'''=====
+====='''Drivers for innovation'''=====
 In most of the cases the main driver for innovation, whether product or process, was the pursuit of

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 Finally, when it comes to each of the selected case products, the material was analysed based on factors such as; source of the innovation, innovation strategy, organisation of the NPD (individuals, relations, management involvement, etc), type of innovation (incremental, radical, ‘originality’), market and consumer knowledge, process of new product development and perception of success and effect on performance.
-&nbsp;
 == Background: literature review ==
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 Generally, growing disposable incomes in industrialised countries has translated into changes in the patterns of expenditure on food, such that an overall higher level of expenditure on food, through consumption of higher quality and more diversified foods rather than higher quantity, can be observed (Traill, 1997). When it comes to seafood, however, the development of consumer prices has played a similarly important role in determining consumption trends. Since price is often cited among the main barrier to consumption of fish and seafood (Birch, Lawley, & Hamblin, 2012; Liu, Bui, & Leach, 2013; Myrland, Trondsen, Johnston, & Lund, 2000; Trondsen, Scholderer, Lund, & Eggen, 2003; Verbeke & Vackier, 2005), a decrease in their prices relative to other sources of protein can act as a driver for consumption and overall expansion of the market. Indeed, good illustrations of this are shrimp, salmon, tilapia and pangasius, all of which are internationally traded commodities whose real prices have declined over time due to increased and more efficient production methods (Asche, Bjørndal, & Young, 2001). For example, shrimp and salmon have been leading the international farmed seafood market for almost three decades, with current real prices a third of what they were three decades ago (Asche, Roll, & Trollvik, 2009). However, relative prices of close substitutes remain still important for consumers. This is particularly true at times of economic recession, when clear declines in seafood consumption can be seen as consumers ‘trade down’ the food basket (Seafish, 2015).
-&nbsp;
 ==== Consumer concerns ====
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 As the populations of many industrialized countries are becoming older, richer, more educated and more health conscious, the demand for food that promotes health and well-being is growing (FAO, 2008). Seafood has often been promoted as a having a variety of positive health properties. Because of that, seafood, and especially oily fish, can also be seen as a functional food (Gormley, 2006), a fast growing market with high opportunities for innovation (Khan, Grigor, Winger, & Win, 2013). However, risks of eating fish linked to contamination with carcinogens has also been communicated to the public (Sidhu, 2003). As a result there is a general confusion over the right choice of seafood (Oken et al., 2012), the individual choice whether to consume fish or not being eventually dependent on the type and accuracy of information consumers are exposed to (Burger & Gochfeld, 2009).
-&nbsp;
 ===== '''Environmental concerns''' =====
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 !Percentage of products with sustainable claim.
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 A wide array of non-economic factors is also at play in determining the trends in food consumption. Increasingly, these relate to ‘intangible’ aspects of the product, such as ethical and sustainable sourcing.
-=====Diet and health=====
+====='''Diet and health'''=====
 As the populations of many industrialized countries are becoming older, richer, more educated and more health conscious, the demand for food that promotes health and well-being is growing (FAO, 2008). Seafood has often been promoted as a having a variety of positive health properties. Because of that, seafood, and especially oily fish, can also be seen as a functional food (Gormley, 2006), a fast growing market with high opportunities for innovation (Khan, Grigor, Winger, & Win, 2013). However, risks of eating fish linked to contamination with carcinogens has also been communicated to the public (Sidhu, 2003). As a result there is a general confusion over the right choice of seafood (Oken et al., 2012), the individual choice whether to consume fish or not being eventually dependent on the type and accuracy of information consumers are exposed to (Burger & Gochfeld, 2009).
-=====Environmental concerns=====
+====='''Environmental concerns'''=====
 Consumers, as well as major distributors, are increasingly concerned about the sustainability and risk of depletion of marine stocks. While the range of fish and seafood products labelled as sustainably sourced is expanding and the demand for sustainable seafood products is rising (Roheim, 2009), there is a debate whether this is due to genuine consumer demand or due to influences by NGOs and branding strategies by retailers (Gutierrez & Thornton, 2014). Gulbrandsen (2006) and Bush et al (2013) for example argue that most markets for eco-labelled forestry and fisheries products have been created as a result of pressure by environmental groups on consumer-facing corporations, rather than resulting from consumer demand. In any case, consumers have as a result an increasing abundance and diversity of certified seafood product to choose from. Increasingly, consumer behaviour is shaped by the growing popularity of sustainable seafood guides, such as Monterey Bay Aquarium’s Seafood Watch and MCS Good fish (Roheim, 2009). However, the availability of too much information from different sources, with sometimes conflicting advice can lead to consumer confusion and even negatively impact consumption (Oken et al., 2012; Roheim, 2009). The issue whether demand is genuinely ‘consumer driven’ or resulting from a ‘retailer push’ would remain nevertheless important to the performance of new seafood products on this market.
-=====Production methods and safety=====
+====='''Production methods and safety'''=====
 Consumers have become increasingly concerned about the ways in which food is produced, with ranging attitudes towards the use of certain new food technologies (Grunert et al., 1997). More stringent demands for assurance concerning safety is yet another high-profile issue that has emerged in recent years and shaping consumption patterns. As a result a variety of safety certifications have been developed which have become requirements by supermarket chains. European retailers for example increasingly expect supplies to comply with quality standards such as BRC and IFS, as well as traceability (CBI, 2015).
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 ====At the company level====
-=====Interaction with other companies=====
+====='''Interaction with other companies'''=====
 Innovation capabilities at the company level can be influenced by the existence of clusters of companies producing interrelated products and having high level of coordination between their activities, thus exploiting a larger pool of skills and enhancing their innovative power. The same advantages can be exploited in a network of companies, not necessarily physically clustered together (Grunert et al., 1997).
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 The role a company plays in the supply chain can directly influence its innovative potential. Harmsen & Traill (1997) show that the seafood company ‘Royal Greenland’ increased considerably its innovation activities when it expanded its customer base from food service to retail. Similarly, Christensen et al. (2011) find that firms delivering directly to end users were more likely to be innovative than those delivering to the processing or wholesale links of the value chain.
-=====Size of company =====
+====='''Size of company '''=====
 Size of the company has been a central variable in much of the literature on innovation activity at the company level. The neo-Schumpeterian view maintains that large companies are more innovative than small companies, largely because of better resource base; human and financial (Grunert et al., 1997). In fact, previous research has shown that small firms face the liability of smallness (Aldrich and Auster, 1986; Freeman et al., 1983), that refers to the limited access to financial resources and competitive human capital. Such constrains might generate a limited market power and a small customer base (Carson, 1985), as the firms are unknown to their potential customers (Gaddefors and Anderson, 2008). Thus, these companies must devote several resources to building an identity, but the process is lengthy and costly (Gruber, 2004).
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 An alternative view, argues that SMEs tend to be market makers while large companies tend to be imitators, if the potential market volume allows large scale production. It has also been argued that SMEs are more prone to innovate because of organisational and behavioural characteristics allowing them to react to market changes more quickly e.g. little bureaucracy, high commitment and motivation by managers, higher exposure to competition, lower innovation costs, higher R&D efficiency. Similarly, it has been hypothesised that radical innovation is more typical of small and medium scale companies because it does not fit with the pragmatic philosophy of larger companies which are looking for a systematic innovation process. Nevertheless, according to Grunert et al. (1997), there is no consensus in the literature regarding the influence of firm size on its innovativeness.
-=====Orientation of the company =====
+====='''Orientation of the company''' =====
 Innovative activity can be seen as pertaining to a particular innovation or to the company in general. When it comes to particular innovations, it has the dimension of how new it is to the market and how new it is from a technological point of view. Innovation at the company level can be broken down to innovation speed, innovation willingness, innovation capacity and innovation quality (Grunert et al., 1997).