Alpha strauss - The FoodTech Community
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This document discusses the opportunities for food technology in Israel and Strauss Group's role in developing the food tech industry there. It outlines how Strauss can add value and benefit from Israel's growing food tech venture sector by connecting researchers, entrepreneurs, academia, financiers and service providers. The document proposes an "Alpha Process" where Strauss clarifies its needs, identifies relevant food tech innovations, creates an engaged community, and facilitates progress through various means to develop the industry for mutual benefit over time.
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Alpha strauss - The FoodTech Community
- 1. WHY WHAT HOW
- 2. FOOD TECH IS EVERYWHERE ACROSS THE PRODUCT VALUE CHAIN Consumer values Flexibility infrastructure Energy saving Clean water Waste water Nutrition Raw Materials Breeding for yield Taste Functional Ingredients Recipes Cost Textures Freshness Sustainability Processing Packaging Automated detection Efficiency Shelf-life
- 3. TODAY MORE THAN EVER TECHNOLOGY IS KEY TO SUSTAINABLE PERFORMANCE ⢠Volume to Value ⢠Pressure on margins
- 4. F&B VALUE CREATION WAS DRIVEN BY VOLUME Calories from the US per capita food supply* increased 19% between 1983 and 2000 4,000 Total food supply available for consumption1 3,000 Food supply adjusted for spoilage, cooking losses, plate waste and other losses2 2,000 1960 1970 1980 1990 2000 *Adjusted for losses, 1. Rounded to the nearest hundred 2. Not calculated for years before 1970 Source: USDA's center for Nutrition Policy and promotion, USDA's economic research service
- 5. THE EDGE OF VOLUME INCREASE IS GETTING CLOSER H&W AWARENESS RAW MATERIALS EDGE OF VOLUME INCREASE ERA* SUSTAINABILITY * in developed countries REGULATION
- 6. PRESSURE ON MARGINS IS HERE TO STAY MACRO ENVIRONMENT Raw materials ⢠Inflation ⢠High volatility Producers Retailers ⢠Organized trade ⢠PL Consumers ⢠Flow of information ⢠Organized consumer
- 7. MARKETS ARE BECOMING MORE & MORE PERFECTED HIGH MARGIN Branded PL HIGH LOW VALUE TO CONSUMERS
- 8. PERIPHERY IS GROWING AT THE EXPENSE OF MAINSTREAM FOOD ⢠Slow down ⢠PL ⢠Raw materials inflation Basic MAINSTREAM F&B Value added ⢠Discounters CHALLENGES â Must be strong to survive in mainstream â Volume decline in mainstream â Pressure on margins ⢠Naturally healthy ⢠Convenience ⢠Indulgence ⢠Experimenting ⢠Sustainability ⢠Aging population ⢠Food+ OPPORTUNITIES â Periphery grows at both ends â Emerging ânewâ needs â High margin, high growth value added
- 9. TECHNOLOGY IS BECOMING FUNDAMENTAL TO F&B PRESSURE ON MARGINS TECHNOLOGY â˘Enhance yield â˘Lower defects and returns â˘Develop / identify smart Ingredients â˘Increase product freshness â˘Extend shelf-life â˘Improve extraction efficiency CONSUMER VALUE PRODUCTIVITY â˘Control raw material properties and quality PRODUCT EDGE â˘Improve nutrition (functional food) â˘Maintain the natural form
- 20. ERA 4.5 â OPEN INNOVATION
- 23. CAN WE DEVELOP THE FOOD TECH COMMUNITY IN ISRAEL?
- 27. IS IT A GOOD BASE FORE FOODTECH?
- 28. THE ANSWER IS YES!! (SCREEN SHOT OF R&D ECOSYSTEM RELATED TO FOOD)
- 29. BUT THE DOTS ARE NOT YET CONNECTED Venture Financing Researchers Entrepreneurs Academy Service Providers There is an opportunity to participate in & accelerate the development of the Food Tech industry in Israel
- 30. STRAUSS GROUP ADDS VALUE & BENEFITS FROM ISRAELâS FOOD TECH VENTURE INDUSTRY Venture Researchers Financing Service Providers Entrepreneurs Academy
- 31. ALPHA PROCESS: SEARCH & DEVELOP Initiation Process: Flow Screen R&D Ecosystem Engage Develop Roll
- 32. 1 Clarify & Share Our needs 4 Facilitate All means for progress 2 Identify Rich Tech sources 3 Create Community
- 33. THE ALPHA STRAUSS JOURNEY 2011 Plan 2014 - 2016 Raw materials Sustain 2012 Community & flow creation 2013 Early wins Impact Naturally healthy Better nutrition Functional Packaging 33
- 34. LETS DEVELOP
Hinweis der Redaktion
- ×רע××× ×× ××׊. ×××× ×××××× ××Š× × ×ת ×ע×××In the long run, standards of living can be largely enhanced by technological innovation. Technological breakthroughs have been at the basis of many of the productivity gains that our economies have historically experienced. These range from the industrial revolution in the 18th century and the invention of the steam engine and the generation of electricity to the more recent digital revolution. The latter is transforming not only the way things are being done, but also opening a wider range of new possibilities in terms of products and services.
- ×רע××× ×× ××׊. ×××× ×××××× ××Š× × ×ת ×ע×××In the long run, standards of living can be largely enhanced by technological innovation. Technological breakthroughs have been at the basis of many of the productivity gains that our economies have historically experienced. These range from the industrial revolution in the 18th century and the invention of the steam engine and the generation of electricity to the more recent digital revolution. The latter is transforming not only the way things are being done, but also opening a wider range of new possibilities in terms of products and services.
- ×רע××× ×× ××׊. ×××× ×××××× ××Š× × ×ת ×ע×××In the long run, standards of living can be largely enhanced by technological innovation. Technological breakthroughs have been at the basis of many of the productivity gains that our economies have historically experienced. These range from the industrial revolution in the 18th century and the invention of the steam engine and the generation of electricity to the more recent digital revolution. The latter is transforming not only the way things are being done, but also opening a wider range of new possibilities in terms of products and services.
- ×רע××× ×× ××׊. ×××× ×××××× ××Š× × ×ת ×ע×××In the long run, standards of living can be largely enhanced by technological innovation. Technological breakthroughs have been at the basis of many of the productivity gains that our economies have historically experienced. These range from the industrial revolution in the 18th century and the invention of the steam engine and the generation of electricity to the more recent digital revolution. The latter is transforming not only the way things are being done, but also opening a wider range of new possibilities in terms of products and services.
- ×××××....During the first years of the Napoleonic Wars, the French government offered a hefty cash award of 12,000 francs to any inventor who could devise a cheap and effective method of preserving large amounts of food. The larger armies of the period required increased and regular supplies of quality food. Limited food availability was among the factors limiting military campaigns to the summer and autumn months. In 1809, a French confectioner and brewer, Nicolas Appert, observed that food cooked inside a jar did not spoil unless the seals leaked, and developed a method of sealing food in glass jars.[2] The reason for lack of spoilage was unknown at the time, since it would be another 50 years before Louis Pasteur demonstrated the role of microbes in food spoilage. However, glass containers presented challenges for transportation.Glass jars were largely replaced in commercial canneries with cylindrical tin or wrought-iron canisters (later shortened to "cans") following the work of Peter Durand (1810). Cans are cheaper and quicker to make, and much less fragile than glass jars. Glass jars have remained popular for some high-value products and in home canning.Can openers were not invented for another thirty years â at first, soldiers had to cut the cans open with bayonetsor smash them open with rocks.Â
- The possibility to dry food solutions and dispersions such as milk and coffee revolutionized our way of life. Motherâs can now use milk powder and go to work⌠coffee became cheap, affordable, and easy to make. One we dry things we save energy by shipping only the dry matter without 90% of its weight = waterâŚ
- Instantanizing foods and food ingredients without compromising on texture and tasteSoupsNoodlesAFH instant mealsNew form of coffee (FD coffee)
- Living The Future:A new worldNew challengesNeed new answersBy new technologies
- ×ר××ת ×××ץ××ר×× ××× ×׊×ת â ×××׌×× ××××××§×¨× ×Š××׌×××× × ×˘××¨× ×××ר×ת/××פ×× ×××ץ××× ××× ×¨×× ××××Š× ×ת ××¤× × 1915 ××××× ×××˘×Š× ×˘× ××׌×××× ××××××:×××× ××¨× â ×פ×ץ×××ץ×× â × ×ר×× ××× â ××× ××××× - ××פ××××××× ×¨×××The first era of innovationâthat of the loneinventorâencompassed much of human history. Innovators occasionally formed or latched on to companies to exploit the full potential of their ideas, but most seminal innovations developed before about 1915 are closely associated with the individuals behind them: Gutenbergâs press. Whitneyâs cotton gin. Edisonâs lightbulb. The Wright brothersâ plane. Fordâs assembly line (actually as much a business model as a technology).
- ×˘× ×× ×ץת "ק××× ××׌×ר" ×××פ×× ×תע׊××ת×ת.×ע××× ×××ר×××ת ××ע××××ת ××××Š× ×ת ×××§× ×ת ×××׌×× ×××××. ×××˘×Š× ××××× ×Š× ×××ר×ת ×××׊×××× ××××× ×× ××× ×˘× ×¨×××× ××××× ×¨××ק (ק׌×××, תק×פ×) ××ע×××× ×Š×ר××× ×× ××× ×¤××ת ××ר×קר×××× ×××××Ş× ×ר פ××¨× ××××Š× ×ת.×××××¨× ×תק××¤× ×˘××× ××ע×××ת ×Š× ×Ş××××××. ×××ר×ת ×פ×× ××××× ×Š×× ×Ś××ת ××׌××ת ×Š× ×××××× ×××׌×××ת ×ע׌××. ×××׌××ת ×Š× ×Ş×××××× 1915-1975:××פ×× × ×××ק×××ת / פ××××ר×× (× ×××××)Pampers××ק××× ×ר××× â ×׌×פ×ר ×׊××ר××ת׊ת×ת ×ע××× ××× ×××× ×××Ş×¤×Ş× ××Š× ×ת × 50/60 ××׊ר ××ר×ת ×פ×× ×××ר×××ת, ×××××ת ×××ר×קר×××ת ××תר ××× ××××××××××× ×Š× ×××× ×××רץ ××Ş× ×׊ ×˘× ×Ş×¨××ת ×ת×××× ×××׌×××× ×˘××× ×ת ×××ר×ת ××××××ת ××ק×ת ××ר×ת ××ר×ת/ק×× ×ת. ××××× ×פ×× ×§×Š×× ×˘×× ××תר ×××׌×××× ×ת×× ×ר××× ×× ××× ×Š×Ś×פ××ת ×׊××ק×× ×פ×× × ×Ą×× ××ת×××××× ×××׌×ע×× ××××× ×ק׌ר ××××....×׌××¨× ××××× / ע××××ת ××××ת ×××Š× ×ת ×××××× ×××ר×ת ×××׊×ת ×ק×× ×××˘×Š× ×ת תע׊××ת ××× ×ץ××××With the perfection of the assembly line, a century ago, the increasing complexity and cost of innovation pushed it out of individualsâ reach, driving more company-led efforts. A combination of longer-term perspectives and less stifling corporate bureaucracies meant that many organizations would happily tolerate experimental efforts. Thus the heroes of this second era worked in corporate labs, and corporations evolved from innovation exploiters into innovation creators. Many of the notable commercial inventions of the next 60 years came from these labs: DuPontâs miracle molecules (including nylon); Procter & Gambleâs Crest, Pampers, and Tide brands; the U-2 spy plane and SR-71 Blackbird fighter jet from Lockheed Martinâs famed Skunk Works.
- ×××Š×§×˘× ××××××× (×××ר×) ××××רת ×ר×× ×¤×˘××× ×ת××××Ş× ×Š× ×˘×××. ××× ××××ת תע׊××ת ××× ×Ą×××× â ××ר×××ר×××ץ, ×׊ק×ע ××××××× 70K ×1957××× ×Š××× 355 M ×ע××ר 10 ×Š× ××....××§×¨× ×ת ×ר×׊×× ×ת ×Š× ×ת ×70:ק××× ×¨ פרק×× ×Ą×Ą×ק×××××ק×ת ×פ×, ××קר×ץ×פ×, ץ×ץק×, ×××××, ××××, פ××ץ××ק....The seeds of the third era were planted in the late 1950s and the 1960s, as companies started to become too big and bureaucratic to handle at-the-fringes exploration. The restless individualism of baby boomers clashed with increasingly hierarchical organizations. Innovators began to leave companies, and with like-minded ârebels,â and form new companies. Given the scale required to innovate, however, these rebels needed new forms of funding. Hence the emergence of the VC-backed start-up. The first publicly owned venture capital organization was General Georges Doriotâs American Research and Development Corporation, whose $70,000 investment in Digital Equipment Corporation in 1957 was worth $355 million when DEC went public in 1968. The third era came into its own in the 1970s, with the establishment of Kleiner Perkins Caufield & Byers and Sequoia Capital. These and similar institutions helped to support the formation of Apple, Microsoft, Cisco Systems, Amazon, Facebook, and Google. Life became even harder for innovators in big companies as the capital marketsâ expectations for short-term performance grew. The technologies birthed during this era and the globalization of world markets have dramatically accelerated the pace of change. Over the past 50 years corporate life spans by some measures have decreased by close to 50%. Back in 2000, Microsoft was an unstoppable monopoly, Apple was playing at the fringes of the computer market, Facebook founder Mark Zuckerberg was a student at Phillips Exeter Academy, and Google was a technology in search of a business model.
- ××× ×××××× ×Š××פ׊רת ×××Š× ×ת ×ק××ת ××תר ×ע××ת × ×××× ××תר â ××ר×ת ×ץ×× ××× ××Ą× ××××Š× ×ת. ×׌××¨× ×Š× ××רת ץ×××¨× ×ף ××ת×××× ××× ×Ş×ר×ת ×§×Š× ×˘× ×Ą××× × ×׌××× ×¨×׊×× ×××. ×××× ×××ר×ת ׌ע×ר×ת ×׊ פרק ××× ×§×Ś×¨ ××ץץ ×ע×× ×˘×§× ××׊××¤× ×ת×ר×ת ××××××ת ×××× ×˘× ×§×Ś× ×פ×ת×× ××××׼ ××§×Š× ×˘× ×××¨× ××ץץ ×תר×× ×Ş×ר×ת×.××××Š× ×ת ×××רת ×ת×××××× ××××¨× ××׌×××ת.... ××××ת ×׊×ק ××××׌×× ×ת×ר×ת××××××ר×ת ×××× ×ת ××ת×××××× ××Š×Ş× ×× ××ת××××× ×ת ××ער××ת ×ת×× ××ר××× ××××ת ת×××× ××××Š× ×ת.×ת×××××× ×Š× ×××× ×תר×× ×ת×××× ×ת׊ת×ת ××××××ת××ת××××ער×ת ׊×תפ×××ת××ע ץפ׌×פ×××××ת ××ת×××× ×˘× ×¨×××׌×××××ר×× ×ק â ק×׌×× ××× ××××× (×××Š× ×ת ××׊××ת ×××× ×˘×Ą×§×, פ×× × ×Ą× ××"×...)ץ×× ×× ×× â ×רע×× ××§× ××× ×Ą××× - × ×Ą×¤×¨×Ą×Whereas the inventions that characterized the first three eras were typically (but not always) technological breakthroughs, fourth-era innovations are likely to involve business models. One analysis shows that from 1997 to 2007 more than half of the companies that made it onto the Fortune 500 before their 25th birthdaysâincluding Amazon, Starbucks, and AutoNationâwere business model innovators.
- ××× ×Ą×¤×§ ׊×× ×× × × ×׌××× ×ת××××Ş× ×Š× ×˘××× ××׊. ע××× ×פת×××ת â An Open Platform ע××× ×Š×Š××× ×ק××××ת. â Open innovation××× ×˘××× ×Ş×§×Š×רת ××××× ×× ×"ר׊ת ×××× ××××× ×Ś××" ׊××Š× × ×ת ×××××ת ×פע×× ××× ××˘× ×× × ×× ×××¨× ×ץ×××ת, ××קר, ××Š× ×ת. ××××× ×ץ×××ת ×× ×××ר ××׊ "××Š× ×ת ×ת ×ר×׊" ×××××× ×Š×× ×× ×˘××× ×Š× ××Ś×¨× ×× ×׌ר×× ×× ××× ×˘××× ×Š× ×× × ××× ×Š×˘×׊×× ××ר×× ×˘× ×× × ××× ××ר×× ×××˘× ×× × ×××. ×× ×׌ר×× ×Š×× ×××× ×ר×××§× ××ת.××× ××× ×××× × ×× ×××××× ×ת ×××××× ×˘××ר ×××¨× ×× ××××× ×××× × â ×× ×× × ×× ×Ś×¨×××× "××××× ××××ת" ×ת ×× ××××××ת ××ת ×× ××׊××××, ×× ×× × ×¨×§ ׌ר×××× ×׊×× ×ת ×××××, ×ת ×ר×× ××ת ××××××׌×× ×Š×× × ××× ×ע׊×××, ×× ×× × ×Ś×¨×××× ×פ×ץ ××¨× ×××Š× ××××××× ×Š×Ş×פ׊ר ×× × ×××× ×ת ×××××× ×××××ת... ×××××× ×××˘× ×ק ××××××ת×× ×.
- Critical massComplementary capabilitiesDiversitySynergiesConvergenceInsight â How much more or better insights exists outside than inside the companyBandwidth â The ability of the community generate more ideas more quicklyValue â The ability of the community to identify ideas that are more likely to be valuable or interestingSpeed â The ability to generate ideas more quickly Continuity â The ability to receive ideas over an extended period of time