Croatian Society of Food Technologists, Biotechnologists and Nutritionists
Abstract
Razvoj prehrambene industrije u Hrvatskoj povezan je s razvojem velikih i dobro organiziranih gospodarskih subjekata, ali i sa sposobnošću malih i srednjih poduzetnika da se tako organiziraju (umreže) duž lanca vrijednost, kako bi mogli osvajati prostore više razine dodane vrijednosti. Razvoj novih prehrambenih proizvoda i pića, odnosno razvoj novih prehrambenih brendova, usko su povezani s razvojem sveobuhvatnih odnosa s potrošačima kao i s uspješnim umrežavanjem s istraživačko-razvojnim jedinicama, kao i s efikasnim i dobro organiziranim inženjerskim i konzultantskim jedinicama te drugim poslovnim partnerima koji donose nova i komplementarna znanja, sposobnosti i vještine nužne za opstanak
u konkurentskom okruženju. To je tendencija razvijanja ‘proširenog’ poduzeća, onog koje nadasve nastoji na aktiviranju često znatno fl eksibilnijih eksternih resursa (poglavito znanja i kompetencija, odnosno raspoložive infrastrukture). Na jednom se polu takvo poduzeće nastoji proširiti prema potrošačima pojačavajući njihov utjecaj na bitne procese poslovanja i razvoja. Na drugom pak polu potiče se poseban oblik eksternog rasta naslonjenog na one resurse koji su eksterno dostupni, a koje bi bilo neracionalno, teško ili gotovo nemoguće razvijati kao interne.
Radom se ukazuje na potrebu preobrazbe poduzeća prehrambene industrije u ‘prošireno’ poduzeće (kompanijski model) odnosno umrežavanja malih i srednjih gospodarskih subjekata u području istraživanja, proizvodnje i plasmana hrane u različite mrežne strukture (klasteri poduzeća). Pritom se daje okosnica mogućeg normativnog modela integriranog upravljanja istraživanjem potrošača i internim i eksternim inovacijskim resursima u funkciji razvoja novog prehrambenog proizvoda na podlozi formaliziranih obrazaca kojima se povezuju istraživanje potrošača, strateške alijanse/mreže, modeli R&D, modeli transfera tehnologije i naposljetku, modeli razvoja NPP.Food industry development in Croatia is related to the development of large and well organised business enterprises, but with the capability of small and middle-sized businesses to organise (network) such a way along the value chain, to conquer areas of higher value added, as well. The development of new food products and drinks i.e. new food brands development is closely related to the comprehensive consumer-related relationships as well as effi cient and successfully organised engineering and consultancy units, together with the other business partners, bringing new and complementary knowledge, competencies and skills, that are necessary in order to provide survival in a competitive environment.
This is a tendency of developing ‘the extended’ enterprise, the one that aims on activating often much more fl exible external resources (especially the knowledge and competencies, i.e. the available infrastructure). On one pole such an enterprise aims to expand by involving customers and by intensifying their infl uence on critical performance and development related processes. On the other pole, a special form of external growth is amplifi ed, being related to those resources that are externally available, and which it would not be rational, or it could be hard or almost impossible to develop as internal.
This paper indicates the need to transform well settled food companies into ‘extended’ companies (the corporate model) i.e. to network the small and medium-sized companies in the areas of research, production and sales of food products, by creating various forms of network structures, like clusters of companies. A framework for potential normative model of customer research and new food product related internal/external innovation resources integrated management is offered, based on formalised patterns integrating the customer research, strategic alliances/
networks, models of R&D, models of technology transfer and models of new food product development
