FROM FARM TO TABLE TO THE BOTTOM LINE

Communication requirements to move products from the idea/concept phase through

commercialization and to implementation in the foodservice market
Mark Wetzig January, 2014
This paper focuses on the "soft-skills" required throughout the product development process to
commercialize validated concepts into useful form and brought to market. There are aligned
with the technical project elements including scope, time, cost, quality, human resources,
communication, risk and stakeholder management.
The challenge for every consumer-focused company, including the restaurant industry, is to
remain relevant. This is mirrored against the long-held operational demands for efficiency and
economy. However, an effective common ground is met when a well thought-out plan mitigates
the challenges while optimizing the financial benefits. This white paper outlines the overall
business requirements to realize the goals of product commercialization and implementation.
There are seven aspects to creating an effective commercialization and implementation
program:
Plan Development
1. Situational Analysis
2. Project Goal Development
Plan Execution
3. Creative Problem Solving
3. Working An Organization
3. Information Management
3. Progress Monitors
3. Customer Ownership
PLAN DEVELOPMENT
Situational Analysis: An initial and important step is to determine what the current situation at
both the operator and manufacturing level. A key initial question to ask is if there is a need for a
project as opposed using a standard, stock item. Fact-finding through both formal and
information means allows for a broad range of topics to be surface. This allows baseline issues
to be documented and provide benchmarks for progress, process efficiency and customer
satisfaction as you move from the idea to specific concept phase. Some potential questions to
ask during this stage are:

From Farm To Table To The Bottom Line Mark Wetzig January, 2014

1. How does the new product fit into the restaurant operators menu business development
plan?
2. What are the operator needs? How does the idea fit and/or improve operations (value
proposition)?
3. Can the manufacturer produce the target idea? If there is a gap can it be addressed?
4. Where on the finished product continuum does manufacturing end and operator-level
production take over?
5. Is there adequate market research to support the product initiative?
Project Goal Development: A strong situational analysis allows for better framing if project
goals. It is critical to define the project carefully within three standard constraints: time, money
and quality. In most circumstances the priority is time coinciding with a market introduction or
menu roll out date. From there you need to drill-down to questions of why?, what if? and
tradeoffs to start bringing the dynamics of the project to life. As the goals are reduced to writing
they need to meet the business requirements of being measurable, attainable and adding value.
The benefit to front-loading project details allows for a clear focus on execution on the back end
of the plan. Some potential questions to ask at this analysis phase are:
1.
2.
3.
4.
5.
6.
7.
8.
9.

What are the time, money and resource requirements?

Is there a business case and/or consumer research to support this project initiative?
Who are the stakeholders for this project?
Who are the decision-makers for this project?
Are the combined stakeholders and decision-makers in agreement on the project goals?
If not, what is required to get there?
What are the quality requirements for the product?
What is required for training and operational controls?
Will this be a seasonal, limited-time or permanent offering?
What is the product testing format? Specifically define success criteria.
PLAN EXECUTION

Creative Problem Solving: Development teams must be able to create alternative scenarios
that match best within the restaurant operator environment. Issues such as the operator
limitations (e.g. storage, equipment) and project scope need to be considered. Challenges are
inevitable so disciplined flexibility with potential alternatives identified is a requirement. This can
test both the attainment of project tasks and team cohesiveness but is often the difference
between project success and failure.
Working Within Organizations: Understanding the timing and communication requirements to
all project resources is a key to success particularly as you move to the test and launch phase.
While project management resources such as MS Project or Stage Gate allow for the
accumulation and dissemination of information it is important to directly communicate with
relevant players before and as they are involved in the project. The process to keep moving
forward with clear, concise and direct communication becomes a priority as timelines and the
decision-making process are compressed in the latter stages of the project.

From Farm To Table To The Bottom Line Mark Wetzig January, 2014

Information Management: As mentioned in the previous section there are a number of good
resources to document and archive project activity such as MS Project, SharePoint and StageGate. A more intangible aspect of information management process is determining when
clarification or simplification is necessary. This skill is critical in keeping relevant people informed
and the process moving forward.
Progress Monitoring And Project Debrief: As the project moves forward the need to monitor
progress against plan requirements and budgets becomes critical. This allows for a full team
status review, discussion of any gaps (both positive and negative) and any plan or priority
revisions moving forward. As the project moves from the test phase through launch and full
implementation begins the project ends and gives way to on-going manufacturing and store
operations. An important final step in the project is to review key aspects of the project, discuss
any learnings and document successes and recommended process improvements for future
projects. From an operators perspective it is important to validate that product function and
finished product quality is consistent with test results and overall expectations as product
awareness is established and increases with operator marketing efforts.

PRODIUCT DEVELOPMENT STAGES

Culinary

Sourcing

Plant
Production

Training

Concept Creation
Research &
Marketing
Development

Quality
Control

Commerciallization
Demand
Labeling
Planning

Implementation
Store Operations

Finance

Customer
Service

SCM

Media/Advertising

From Farm To Table To The Bottom Line Mark Wetzig January, 2014

Additional commercialization notes From Food Processing Development Centres For

Competitive Advantage - Ron Lyons, Alberta Agriculture and Food

Important that innovation and new product development goals are built into the strategic
plan and have the support and attention of senior leadership.
Pre-development work is critical to provide a framework to establish sharp, early project/
product definition.
Only a few projects at a time.
Define development resources: money, people, resources.
Use a state gate or similar process.

Four Criteria Of Project Framework:

1.
2.
3.
4.

Product, manufacturing, technical

Product testing
Market development
Business planning

Project Phases:
1. Idea - Is the product a strategic fit for needs, requirements and budgets? Is there market
research to support?
2. Concept - More product definition. Establish testing requirements. Further market
investigation.
3. Prototype - Establish risks and financing criteria. Develop bench top samples. Define
processing and quality requirements as well as labeling and packaging requirements.
4. Pilot - Define the production system framework along with business and launch plans.
5. Test - Initial orders, market validation, confirm specifications, implement marketing plan,
update financing, project and business plan.
6. Launch - Fine tune production, testing, cost efficiencies, financial monitoring.
7. Review - Review key project detail, confirm best practices as well as any corrective
action (with timeline), establish new best practices.

From Farm To Table To The Bottom Line Mark Wetzig January, 2014