Manufacturing industries Books

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Book SynopsisA variety of oil company-related items from small give-aways to hundreds of colorful oil cans, globes, and signs are presented here. The products of major national companies like Gulf and Texaco share space with many smaller and specialized products of marine, automotive, aviation, locomotive and small engine lubrication. The book has sections covering gasoline pumps, maps, badges, buttons, and signs for the refreshment sodas sold at the service stations. Over 500 color photographs present the graphics which make this area of advertising and packaging so entertaining. Current market values of the items are included with the captions.

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Book SynopsisThe Pharmaceutical Studies Reader is an engaging survey of the field that brings together provocative, multi-disciplinary scholarship examining the interplay of medical science, clinical practice, consumerism, and the healthcare marketplace.Table of ContentsAcknowledgements vii 1 Introduction 1Jeremy A. Greene and Sergio Sismondo Part I Pharmaceutical Lives 17 2 The Pharmaceuticalisation of Society? A Framework for Analysis 19Simon J. Williams, Paul Martin and Jonathan Gabe 3 Pharmaceutical Witnessing: Drugs for Life in an Era of Direct]to]Consumer Advertising 33Joseph Dumit Part II New Drugs, Diseases, and Identities 49 4 Releasing the Flood Waters: Diuril and the Reshaping of Hypertension 51Jeremy A. Greene 5 Dep®ession and ConsumŠtion: Psychopharmaceuticals, Branding, and New Identity Practices 70Nathan Greenslit 6 BiDil: Medicating the Intersection of Race and Heart Failure 87Anne Pollock 7 Manufacturing Desire: The Commodification of Female Sexual Dysfunction 106Jennifer R. Fishman Part III Drugs and the Circulation of Medical Knowledge 121 8 Following the Script: How Drug Reps Make Friends and Influence Doctors 123Adriane Fugh]Berman and Shahram Ahari 9 Getting to Yes: Corporate Power and the Creation of a Psychopharmaceutical Blockbuster 133Kalman Applbaum 10 Pushing Knowledge in the Drug Industry: Ghost]Managed Science 150Sergio Sismondo 11 Transcultural Medicine: A Multi]Sited Ethnography on the Scientific]Industrial Networking of Korean Medicine 165Jongyoung Kim Part IV Political and Moral Economies of Pharmaceutical Research 179 12 Uncommon Trajectories: Steroid Hormones, Mexican Peasants, and the Search for a Wild Yam 181Gabriela Soto Laveaga 13 “Ready]to]Recruit” or “Ready]to]Consent” Populations? Informed Consent and the Limits of Subject Autonomy 195Jill A. Fisher 14 Clinical Trials Offshored: On Private Sector Science and Public Health 208Adriana Petryna 15 The Experimental Machinery of Global Clinical Trials: Case Studies from India 222Kaushik Sunder Rajan Part V Intellectual Property in Local and Global Markets 235 16 Intellectual Property and Public Health: Copying of HIV/AIDS Drugs by Brazilian Public and Private Pharmaceutical Laboratories 237Maurice Cassier and Marilena Correa 17 Global Pharmaceutical Markets and Corporate Citizenship: The Case of Novartis’ Anti]Cancer Drug Glivec 247Stefan Ecks 18 Generic Medicines and the Question of the Similar 261Cori Hayden Index 268

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Book SynopsisMeat inspection, meat hygiene and official control tasks in the slaughterhouse have always been of major importance in the meat industry, and are intimately related with animal diseases and animal welfare. The history of meat inspection has largely been a success story.Table of ContentsContributors xix 1 Introduction 1 Hannu Korkeala 2 From Farm to Slaughterhouse 5 Sirje Jalakas, Terje Elias and Mati Roasto 2.1 Scope 5 2.2 Animal health and welfare 5 2.3 Transport 9 2.4 Lairage 14 2.5 Food chain information 14 Summary 16 3 Ante-Mortem Inspection 19 Päivi Lahti and Jani Soini 3.1 Scope 19 3.2 Introduction 19 3.3 Identification of animals 21 3.4 Abnormalities 22 3.5 Cleanliness of animals 25 3.6 Animal welfare 26 4 The Slaughter Process 29 Eero Puolanne and Per Ertbjerg 4.1 Scope 29 4.2 General 29 4.3 Pigs 31 4.4 Cattle, sheep and goats 36 4.5 Poultry 41 4.6 Treatment of slaughter by-products 43 5 Animal Welfare – Stunning and Bleeding 47 Michael Bucher and Peter Scheibl 5.1 Scope 47 5.2 Introduction 47 5.3 Pig 49 5.4 Cattle, sheep and goats 61 5.5 Poultry 67 5.6 Conclusions 70 6 Post-Mortem Inspection and Related Anatomy 73 Paolo Berardinelli, Rosanna Ianniciello, Valentina Russo and Thimjos Ninios 6.1 Scope 73 6.2 Introduction 73 6.3 Anatomy of the head 74 6.4 Anatomy of viscera 84 6.5 Anatomy of carcass 122 6.6 Anatomy of poultry 145 6.7 Post-mortem inspection 153 7 Risk-Based Meat Inspection 157 Maria Fredriksson-Ahomaa 7.1 Scope 157 7.2 Introduction 157 7.3 Risk-based meat inspection 158 7.4 Visual-only post-mortem meat inspection 159 7.5 Food chain information (FCI) 160 7.6 Monitoring of diseases by serology in the slaughterhouse 160 7.7 Conclusions 160 8 Meat Inspection Lesions 163 Jere Lindén, Leena Pohjola, Laila Rossow and Daniele Tognetti 8.1 Scope 163 8.2 Introduction 163 8.3 Bovines 164 8.4 Domestic swine 173 8.5 Small ruminants 184 8.6 Poultry 188 9 Sampling and Laboratory Tests 199 Riikka Laukkanen-Ninios 9.1 Scope 199 9.2 Introduction 199 9.3 Collecting and packaging samples 200 9.4 Boiling test 201 9.5 Measurement of pH 202 9.6 Bacteriological examination of carcasses 203 9.7 Zoonotic agents 204 9.8 Animal diseases 214 9.9 Chemical residues 214 9.10 Process and slaughterhouse environment controls 216 10 Judgment of Meat 219 Thimjos Ninios 10.1 Scope 219 10.2 Meat inspection 219 10.3 Evaluation of the meat 221 10.4 Record keeping in meat inspection 223 11 Classification of Carcasses 225 Rosanna Ianniciello, Paolo Berardinelli, Monica Gramenzi and Alessandra Martelli 11.1 Scope 225 11.2 Classification of beef carcasses 225 11.3 Classification of pig carcasses 234 11.4 Classification of sheep carcasses 239 11.5 Classification of poultry carcasses 245 12 Control, Monitoring and Surveillance of Animal Health and Animal Infectious Diseases at the Slaughterhouse 249 Ivar Vågsholm 12.1 Scope 249 12.2 Background 249 12.3 Evolution of meat inspection 251 12.4 Additional purposes of meat inspection 254 12.5 Some useful concepts 255 12.6 Quantifying the MOSS of meat inspection 262 12.7 Purposes of MOSS at meat inspection 266 12.8 EFSA reviews of meat inspection 271 12.9 Summary and conclusions 275 13 Public Health Hazards 277 A. Biological Hazards 277 Maria Fredriksson-Ahomaa 13.1 Scope 277 13.2 Bacteria 277 13.3 Viruses 306 13.4 Parasites 314 13.5 Prions 323 13.6 Antimicrobial resistance in meat-borne bacteria 329 B. Control of Biological Meat-Borne Hazards 334 Sava Buncic 13.7 Scope 334 13.8 Introduction 334 13.9 Hazard identification 335 13.10 Prioritization (ranking) of meat-borne hazards 337 13.11 Carcass meat safety assurance framework 340 C. Chemical Hazards and their Control 354 Marcello Trevisani, Giuseppe Diegoli and Giorgio Fedrizzi 13.12 Scope 354 13.13 Introduction 354 13.14 Residues of veterinary medicine products 357 13.15 Substances having anabolic effects and unauthorized substances 364 13.16 Residues of feed additives 371 13.17 Environmental pollutants 372 13.18 Analytical chemical methods and their validation 382 14 Meat By-Products 385 Miguel Prieto and María Luisa García-López 14.1 Scope 385 14.2 Introduction 385 14.3 Advantages of adequate ABP management 387 14.4 Separation of animal by-products, storage and recommendations on best practices and hygiene requirements 388 14.5 Identification, transport and marking 390 14.6 Processing of by-products and methods of treatment and disposing of ABPs 391 14.7 Materials obtained from animal by-products at the slaughterhouse 395 14.8 Conclusions 398 15 The Conversion of Muscle to Meat 399 Frans J.M. Smulders, Peter Hofbauer and Geert H. Geesink 15.1 Scope 399 15.2 Introduction 399 15.3 Muscle structure, composition and function 400 15.4 Post-mortem muscle physiology; rigor mortis and the conversion of muscle to meat 403 15.5 Major sensory characteristics of meat 408 15.6 Concluding remarks 419 Acknowledgements 420 16 Microbial Contamination During Slaughter 423 Claudio Zweifel and Roger Stephan 16.1 Scope 423 16.2 Introduction 423 16.3 Contamination of carcasses 425 16.4 Microbial contamination during slaughter – pig slaughtering as an example 426 16.5 Microbial examinations of red meat carcasses at the end of slaughter 430 16.6 Conclusions 437 17 Decontamination of Carcasses 439 Claudio Zweifel and Roger Stephan 17.1 Scope 439 17.2 Introduction 439 17.3 Antibacterial decontamination treatments for carcasses 440 17.4 Antibacterial activity of decontamination treatments for carcasses 444 17.5 Conclusions 451 18 Cleaning and Disinfection 453 Gun Wirtanen and Satu Salo 18.1 Scope 453 18.2 Background to cleaning and disinfection 453 18.3 Cleaning in general 454 18.4 Disinfection in general 454 18.5 Main soil types and their removal 455 18.6 Cleaning procedure 456 18.7 Improved cleaning possibilities through hygienic design 469 18.8 Concluding remarks 470 19 Pest Control 473 Mirko Rossi and Francesco Andreucci 19.1 Scope 473 19.2 Introduction 473 19.3 Control plan 473 19.4 Identification of the pest and inspection 474 19.5 Control techniques 475 19.6 Monitoring programme 478 20 Working Hygiene 485 Marjatta Rahkio 20.1 Scope 485 20.2 Introduction 485 20.3 Hygienic slaughtering 486 20.4 Motivation of workers 487 20.5 Hygiene practice at the slaughter line 489 20.6 Conclusions 493 21 Occupational Hazards 495 Karsten Fehlhaber 21.1 Scope 495 21.2 Introduction 495 21.3 Infections 497 21.4 Prevention from infections 507 21.5 Non-infectious occupational hazards and their prevention 508 21.6 Control of occupational hazards 509 22 Traceability 511 Kyösti Siponen 22.1 Scope 511 22.2 Traceability of food in the from-field-to-fork chain 511 22.3 Responsibility for safety of foods rests with food business operators 513 22.4 Health and identification mark 516 22.5 Unauthorized foods and foods posing a risk to food safety 516 22.6 Summary 518 23 Own-Check System 521 A. Structure and Implementation of the Own-Check System 521 Andreas Stolle 23.1 Scope 521 23.2 Development of OCS 522 23.3 Implementation of OCS procedures 524 23.4 Verification of the OCS 532 B. Example of an Own-Check System 534 Thimjos Ninios and Joni Haapanen 23.5 Introduction 534 23.6 Own-check plan 534 23.7 Own-check implementation 537 23.8 Own-check documentation 537 23.9 Division of own check components in SSOPs and SPSs 537 C. HACCP 540 Robert Savage 23.10 History 540 23.11 The HACCP principles 542 23.12 HACCP at the slaughterhouse 547 24 Official Control 553 A. Introduction 553 Janne Lundén B. Organization of Official Control 556 Aivars Berzin. š, Janne Lundén and Hannu Korkeala 24.1 Scope 556 24.2 Structure of official organization 556 24.3 Requirements of the official control organization 557 C. On-Site Risk-Based Control 562 Eeva-Riitta Wirta 24.4 Scope 562 24.5 Introduction 562 24.6 On-site risk-based control and own-check system 563 24.7 Verification of the own-check system 563 24.8 Systematic verification in practice 564 24.9 Practical views to on-site risk-based control in slaughterhouses 565 D. Control Plan 568 Tiina Läikkö-Roto 24.10 Scope 568 24.11 Why planning of official food control is important? 568 24.12 Planning food control in a slaughterhouse 568 24.13 Adjusting the control plan when needed 574 E. Approval of Establishments 575 Risto Ruuska 24.14 Scope 575 24.15 Why approve slaughterhouses beforehand? 575 24.16 Approval process 576 24.17 Granting approval 578 24.18 Health mark and identification mark 578 24.19 Listing of establishments 579 24.20 Withdrawal of approval 579 F. Inspection and Sampling 581 Mari Nevas and Janne Lundén 24.21 Scope 581 24.22 Inspection procedures 581 24.23 Challenging task of an inspector 583 24.24 When, what and how to inspect? 584 24.25 Preparing for inspection 584 24.26 Initiating the inspection and interviewing the personnel 585 24.27 Observing the premises and the facilities 586 24.28 Evaluating the surfaces 587 24.29 Observing the hygienic working practices of personnel 588 24.30 Evaluating the adequacy of the sanitation procedures 588 24.31 Inspecting the own-check system 589 24.32 Official veterinarian’s exemplary behaviour 590 24.33 Giving feedback on the inspection 590 24.34 Documentation of official control 590 24.35 How to ensure the efficacy of inspections? 592 G. Enforcement 593 Outi Lepistö, Janne Lundén and Karoliina Kettunen 24.36 Scope 593 24.37 Good governance of enforcement measures 593 24.38 Forms and application of enforcement measures in slaughterhouses 598 24.39 To advise or to use enforcement measures? 603 H. Auditing Official Controls 605 Juha Junttila 24.40 Scope 605 24.41 Background 605 24.42 Different types of audits 607 24.43 Why audit official controls? (What is the added value?) 608 24.44 Auditing processes and systems 610 24.45 Key principles 611 24.46 Auditor qualifications 613 24.47 The audit process 614 24.48 Concluding remarks 619 I. Transparency in Official Controls 621 Juha Junttila 24.49 Scope 621 24.50 What is transparency? 621 24.51 Good governance 622 24.52 Objectives of transparency 623 24.53 Who needs transparency? 623 24.54 Benefits of being transparent 623 24.55 Degrees of transparency 624 24.56 Obstacles to transparency 625 24.57 What does this mean for meat inspection? 626 24.58 Concluding remarks 626 J. Food Frauds 628 Niels S.T. Obbink, J.M. Frissen and S.B. Post 24.59 Scope 628 24.60 Definition 628 24.61 Slaughter chain and food fraud 629 24.62 Criminal acts and behaviour 630 24.63 Organization in the Netherlands to combat food crime 635 24.64 Conclusion 637 K. Flexibility and Uniformity of Official Control 639 Veli-Mikko Niemi and Janne Lundén 24.65 Scope 639 24.66 Introduction 639 24.67 Achieving flexibility by legislation 640 25 International Trade 643 Hentriikka Kontio 25.1 Scope 643 25.2 International trade 643 25.3 European Union trade 644 25.4 Exporting procedures 648 26 Scientific Risk Assessment – Basis for Food Legislation 651 Riitta Maijala 26.1 Scope 651 26.2 Introduction 651 26.3 Risk analysis standards are set by international organizations 653 26.4 Risk analysis is a decision making process 654 26.5 Risk assessment estimates the level of risk 655 26.6 Other parts of risk analysis: risk management and risk communication 661 26.7 Risk assessments of EFSA impact on EU food safety legislation 662 26.8 Concluding remarks 665 27 Use of Meat Inspection Data 667 Hannu Korkeala and Janne Lundén 27.1 Scope 667 27.2 Use of meat inspection data 667 27.3 Requirements of collection and recording of meat inspection data 671 Index 675

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Book SynopsisFood products have always been designed, but usually not consciously. Even when design has been part of the process, it has often been restricted to considerations of packaging, logos, fonts and colors. But now design is impacting more dramatically on the complex web that makes up our food supply, and beginning to make it better.Table of ContentsAuthor Biographies xiii Forewords xv Acknowledgements xvii Part 1 THE ROLE OF DESIGN AND TECHNOLOGY IN THE FOOD INDUSTRY 1 Design and technology 3 All is flowing: π ́ αντα ’ρϵ̃ı 3 How design influences our lives: form and function 8 The HGTV effect 10 Design in the food industry 12 Reasonable price 15 Adapted for small families, households with smaller numbers of people 15 Safety 16 Easy to open 17 Easy to see 18 Easy understanding of label claims 19 Easy handling 19 The role of product design in the food industry 20 Conclusions 21 Topics for further discussion 22 References 22 2 Design: from object to process 23 The expanding role of design 23 Why now? Drivers of change = the industry shifts + design expands 24 New platforms / new options 25 Speed to market / direct to market / new retail models 26 Open innovation / systems innovation 27 Creative economy / sharing economy 28 Maker culture / hacker culture / DIY / new craft 28 3D Printing 29 Being design driven: icons at the intersection of business and design 30 The value of the designer: a new mindset 32 The era of the design entrepreneur 33 Design impact: making / meaning / transforming 35 Design as a process of exploration (making) 35 Design as a process of creating relevance (meaning) 36 Design as a catalyst for change (transforming) 37 The future of meaningful product experiences: design delivers 38 Creating meaningful food experiences 38 Conclusions 40 Topics for further discussion 41 References 42 3 How food companies use technology and design 43 Form and function in action 43 Importance of design in the consumer goods industry 46 The role of technology and design in packaging innovation and renovation 48 Food safety, quality & environment 48 Supply chain 53 Suppliers 54 Costs 54 Consumers 55 Customers 60 Manufacturing 62 Conclusions 63 Topics for further discussions 63 References 64 4 Design and technology in academia: a new approach 65 From the beginning to today 65 The sponsored project: redefining products, experiences, brands and systems 67 Design as process for exploration 68 Design as a process for creating relevance 70 Design as a process of transformation 74 The expanding role of design/business being design driven + design being business driven 76 From “multi-discipline” to “über-multi-discipline” and the future of “design +” 77 Preparing the next generation of innovators/the “experience portfolio” 80 New ventures in design education/from non-profit to for-profit 81 The future of design and technology in academia: new models/new schools/new programs 82 Conclusions 85 Topics for further discussion 86 References 87 5 Design and the business world 89 Design: the helper for business and technical 89 Design: the connector of business elements 91 The “n-dimensional design space” in the business environment 92 Typical and desirable business interactions inside today’s consumer goods industry 96 Design: the enabler for logistics and supply chain 98 Design as a counterfeit fighter 101 The way forward: “down-to-earth design” 104 The future: design is management 107 Conclusions 110 Topics for further discussion 111 References 111 6 The corporate reality in a changing world 113 The decision makers in our society: a “new order” 113 The decision makers and takers in the corporate environment 115 Some historic lessons in complexity building 116 The profit margin race 119 Venture capital (VC): decision makers become risk averters 121 Utopia: from old reality to a new reality? 123 Conclusions 130 Topics for further discussion 131 Reference 132 7 Design and technology: innovation is the connector 133 Design: beyond connecting business elements 133 How companies define their business strategies: a short historical perspective 137 From strategy to action 138 The Nestlé example 139 The Unilever example 139 The PepsiCo example 141 The General Mills example 141 The Kraft example 142 Design as an integral part of business plans and marketing strategies: a possible reality? 143 The elements of a typical business plan 143 Innovation as connector of technology and design 145 Innovation in design and technology can influence how the food industry operates 146 Examples from the Nestlé Company 147 Examples from P&G 149 Examples from the Unilever Company 150 How commitment to innovation can influence the corporate environment: a first glimpse 150 Conclusions 151 Topics for further discussion 152 References 153 Part 2 INNOVATION: THE MUCH TALKED ABOUT, YET NOT WELL UNDERSTOOD ELEMENT 8 Innovation understood 157 Innovation and creativity: the four stages of value creation 157 People and attitudes 159 How to be an innovator in the food industry 162 Innovations and inventions in food and beverages: a short historical overview 165 Where and when does innovation begin? 169 The people in the food industry 170 Commitment to innovation 173 Conclusions 174 Topics for further discussion 175 References 175 9 Nurturing the innovators 177 “People are our most important assets” 177 How the right people are best supported: define values 179 Continuous learning 183 How can design contribute to continuous learning? 184 Supporting innovators in driving their innovations through complex organizations 186 The secret of sharing 188 Personal nurturing tools 190 Conclusions 193 Topics for further discussion 194 References 195 10 The innovation tools 197 From rituals to innovation tools 197 The innovation environment 199 Execution 200 Quest 202 Movie 203 Fog 204 From brainstorming to creative problem solving (CPS) 205 The divergence—convergence pain 206 FastPack: a brainstorming exercise specially designed for packaging development 208 The IdeaStore 209 Inside the box 213 Conclusions 215 Topics for further discussion 216 References 217 11 From open innovation to partnerships 219 From open innovation to partnerships: a logical transition 219 The creation of the innovation partnership model 224 How to deal with intellectual property in innovation partnerships 230 Turning partnerships into successful and sustainable endeavors 232 The future of open innovation and innovation partnerships 233 Conclusions 235 Topics for further discussion 237 References 237 12 What can the food industry learn from Silicon Valley? 239 Introduction 239 Hi, I am a connections explorer 239 Six degrees of separation 240 The strength of weak ties 240 Formal approaches to innovation partnerships 242 Singularity University 242 Corporate venture groups and innovation labs 242 Bridge organizations 244 But how does somebody become a networker or connector or a connections explorer? 244 The power of networking: networking principles 246 Silicon Valley and its eco-system 246 What about food and tech incubators/accelerators/co-working spaces in the USA and the San Francisco Bay Area? 248 Food incubators and accelerators outside of Silicon Valley 249 What else does the food industry borrow from Silicon Valley? 250 More Examples 252 A food revolution beyond Silicon Valley 253 Funding good design is now officially mainstream 255 Who are the food and design start-up players? 258 Conclusions 258 Topics for further discussion 259 13 What was it all about? An attempt at a conclusion 261 A few moments in the life of Manny Middle 261 From field to fork 263 Manny Middle discovers the role of design 269 Minnie Middleton takes a closer look at the role of technology and discovers the concept of supplier partners 271 Minnie Middleton discovers the value of innovation in her company 272 Minnie Middleton and Manny Middle discover the power of networking and travel to Silicon Valley 273 Epilogue: the questionnaire 274 Feedback from the Unilever CEO 276 Other feedback, combined from several “voices” from the industry 278 Index 287

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Book SynopsisThe history of the business and technology that was responsible for the enormous growth of the global polyethylene industry from the laboratory discovery in 1933 to reach an annual production of over 75 million metric tons in 2012 and become the leading plastic material worldwide. This book is an in-depth look at the history of the scientists and engineers that created the catalysts and the methods used for the modern commercial manufacture of polyethylene and its products. The book outlines the processes used for the manufacture of polyethylene are reviewed which include the high-pressure process and the three low-pressure processes; slurry, solution and the gas-phase methods. The techniques used to fabricate polyethylene into end-use products are reviewed with a discussion of blow-molding, injection molding, rotational molding, blown-film, cast-film and thermoforming are also discussed in detail.Table of ContentsPreface xviii 1. Global Polyethylene Business Overview 1 1.1 Introduction 1 1.2 The Business of Polyethylene 2 1.3 Cyclical Nature of the Polyethylene Business 2 1.4 Early History of Ethylene and Polyethylene Manufacturing 6 References 44 2. Titanium-Based Ziegler Catalysts for the Production of Polyethylene 47 2.1 Introduction 47 2.2 Titanium-Based Catalyst Developments 47 2.3 Titanium-Based Catalysts for the Manufacture of Polyethylene 52 2.4 Second Generation Ziegler Catalyst for the Manufacture of Polyethylene 62 2.5 Catalysts Prepared on Silica 76 2.6 Characterization of Catalysts Prepared with Calcined Silica, Dibutylmagnesium or Triethylaluminum and TiCl4 82 2.7 Kinetic Mechanism in the Multi-site Mg/Ti High-Activity Catalysts 96 References 104 Appendix 2.1 107 3. Chromium-Based Catalysts 109 3.1 Part I - The Phillips Catalyst 109 3.2 Part II - Chromium-Based Catalysts Developed by Union Carbide 126 3.3 Next Generation Chromium-Based Ethylene Polymerization Catalysts for Commercial Operations 164 References 165 4. Single-Site Catalysts Based on Titanium or Zirconium for the Production of Polyethylene 167 4.1 Overview of Single-Site Catalysts 167 4.2 Polyethylene Structure Attained with a Single-Site Catalyst 169 4.3 Historical Background 172 4.4 Single-Site Catalyst Based on (BuCp)2ZrCl2/MAO and Silica for the Gas-Phase Manufacture of Polyethylene 193 4.5 Activation of the Metallocenes Cp2ZrCl2 or (BuCp)2ZrCl2 by Solid Acid Supports 197 4.6 Dow Chemical Company Constrained Geometry Single-Site Catalysts (CGC) 202 4.7 Novel Ethylene Copolymers Based on Single-Site Catalysts 205 4.8 Non-Metallocene Single-Site Catalysts 207 4.9 New Ethylene Copolymers Based on Single-Site Catalysts 211 4.10 Compatible Metallocene/Ziegler Catalyst System 215 4.11 Next Generation Catalysts 217 References 219 Appendix 4.I 222 5. Commercial Manufacture of Polyethylene 223 5.1 Introduction 223 5.2 Commercial Process Methods 226 5.3 Global Polyethylene Consumption 228 5.4 High-Pressure Polyethylene Manufacturing Process 229 5.5 Free-Radical Polymerization Mechanism for High-Pressure Polyethylene 243 5.6 Organic Peroxides as Free-Radical Source for Initiation Process 246 5.7 Structure of High-Pressure LDPE 248 5.8 Low-Pressure Process 255 5.9 Gas-Phase Process 274 5.10 Gas-Phase Process Licensors 290 5.11 Solution Process 294 5.12 DuPont Sclair Process 295 5.13 Solution Process (2012) 298 References 300 6 Fabrication of Polyethylene 303 6.1 Introduction 303 6.2 Early History of Polyethylene Fabrication (1940-1953) 308 6.3 Stabilization of Polyethylene 310 6.4 Historical Overview of Some Common Polyethylene Additives 316 6.5 Examples of Additives Presently Used in the Polyethylene Industry (2012) 318 6.6 Rheological Properties of Polyethylene 326 6.7 Fabrication of Film 327 6.8 Blown Film Extrusion 328 6.9 Fabrication of Polyethylene with Molding Methods 341 6.10 Rotational Molding 355 6.11 Thermoforming 357 References 359 7. Experimental Methods for Polyethylene Research Program 361 7.1 Introduction 361 7.2 Experimental Process 363 7.3 Important Considerations for Laboratory Slurry (Suspension) Polymerization Reactors 368 7.4 Polymerization Reactor Design for High-Throughput Methods 391 7.5 Polymer Characterization 393 7.6 Process Models 393 References 394

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Book SynopsisRadio Frequency Identification (RFID) is a key technology in the food industry that facilitates real-time visibility of items as they move through the supply chain and on to the end-consumer. Among all the currently available automatic identification technologies, RFID has clear dominance in terms of its ability to support real-time two-way communication, data storage and update, authentication, ambient condition sense and report, batch read without direct line-of-sight, operation in harsh environments and sensor-based applications. RFID and Sensor Network Automation in the Food Industry provides sufficient detail on the use of RFID and sensor networks from `farm to fork? (F2F) to allow the reader to appreciate the myriad possible applications of RFID and associated sensor network systems throughout the entire food supply chain. This includes precision agriculture, the provision of seamless visibility in track and trace applications, reduction of wastage, identificatioTable of ContentsPreface, xiii Acknowledgments, xvii Part I: Introduction 1 Book overview, 3 1.1 General trends, 4 1.1.1 Population growth, 4 1.1.2 Food quality and safety, 6 1.2 Challenges faced by the food industry, 7 1.2.1 Political, economic, and social influences, 8 1.2.2 Global warming, 9 1.3 Traceability in the food industry, 10 1.4 Structure of this book, 13 References, 15 2 RFID, sensor networks, 17 Summary, 17 2.1 History of RFID and relevant technologies, 17 2.1.1 AIDC technologies, 19 2.1.2 Applications, 22 2.2 Technology overview of RFID, 23 2.2.1 Tags, receivers, and information systems for RFID, 23 2.2.2 RFID tag, 24 2.2.3 RFID receiver and information system, 26 2.3 RFID and sensor networks integration in the food industry, 27 2.3.1 RFID and WSN architectures, 27 2.4 RFID implementation challenges, 37 2.4.1 Ownership transfer issues, 37 2.4.2 Cost issues, 40 2.4.3 Privacy/security issues, 41 2.4.4 Back-end system bottleneck, 42 2.4.5 Risk of obsolescence, 43 2.4.6 Read error, 44 2.4.7 Economic disincentives to sharing item-level information, 45 2.4.8 Recent debates, 46 References, 47 Part II: RFID in food production, the supply chain, retailing, and sustainability 3 RFID in agriculture, 53 Summary, 53 3.1 Agricultural production systems, 56 3.1.1 Crop cultivation system, 56 3.1.2 Livestock production systems, 59 3.1.3 Mixed crop and livestock systems, 61 3.1.4 Productivity and potential constraints, 62 3.2 RFID-enabled sensor network automation in agriculture, 63 3.2.1 Environmental monitoring, 63 3.2.2 Precision agriculture, 67 3.2.3 Machinery management, 74 3.2.4 Facility automation, 79 3.2.5 Agricultural traceability, 81 3.3 Standards, challenges, and limitations, 83 3.3.1 Technological implementations, 83 3.3.2 RFID standardization in agriculture, 84 3.3.3 Harsh environment, 85 3.3.4 Read range and accuracy, 85 3.3.5 Data management and information granularity, 86 3.3.6 Cost, 86 3.3.7 Skilled personnel shortage, 87 3.3.8 Integration with chemical sensors, 87 References, 87 4 RFID and sensor network in food processing, 93 Summary, 93 4.1 Automated food-processing technologies, 95 4.1.1 Process control systems and structure, 96 4.1.2 Food-processing stages, 98 4.2 RFID and sensor network automation in food processing, 101 4.2.1 Sensor networks in food processing control, 101 4.2.2 Automation in food processing, 106 4.2.3 Accurate and fuzzy controls, 108 4.3 Case study, 110 4.3.1 Wine bottle traceability at Chateau Louis, 110 References, 111 5 RFID in food supply-chain management, 113 Summary, 113 5.1 RFID and the food supply chain, 114 5.1.1 Globalization of the food supply chain, 114 5.1.2 Contamination incidents, 115 5.1.3 Government regulations, 115 5.1.4 RFID as an indispensable solution, 116 5.1.5 RFID Advantages in the food supply chain, 118 5.2 Food supply chain traceability, 120 5.2.1 Related literature, 121 5.2.2 Examples of traceability, 122 5.2.3 Modeling traceability in the food chain, 124 5.2.4 Intelligent transition model of physical traceability, 125 5.2.5 Data analysis: An example of Bayesian network, 126 5.3 Global food supply chain e-collaboration, 129 5.3.1 EDI in the food industry, 130 5.3.2 RFID’s impact on EDI in the food industry, 132 5.4 Cold-chain logistics with RFID, 133 5.5 Third-party certification (TPC), 135 5.6 Case studies, 141 5.6.1 Nut farming with RFID, 141 5.6.2 RFID for the best tasting beer, 143 5.6.3 RFID in the seafood supply chain, 145 References, 145 6 RFID in food retailing, 149 Summary, 149 6.1 Internationalized food marketing and retailing, 149 6.1.1 The international food retailing trend, 150 6.1.2 Structure of growth, 151 6.1.3 International food retailing in the 2000s, 152 6.1.4 The role of information technologies in global food retailing, 153 6.2 Dynamic food retailing management with RFID, 153 6.2.1 Dynamic item-level pricing framework, 154 6.2.2 Retailing with dynamic item-level pricing, 154 6.2.3 Dynamic pricing, 157 6.2.4 Knowledge-based system performance evaluation, 163 6.3 Multiple-channel retailing of food products, 170 6.3.1 Multiple-channel framework, 170 6.3.2 Consumer preference and consumer-targeted marketing, 173 6.3.3 Recommender systems, 174 6.3.4 Strategic implications, 176 6.4 Food retail inventory management, 182 6.4.1 Shelf life, 182 6.4.2 Perishable food item inventory management, 187 6.4.3 Number of facings, 189 6.5 Loyalty program and customer-relationship management with RFID, 193 6.5.1 Consumer preference mining framework with RFID, 193 6.5.2 Customer service optimization with consumer preference measurement, 198 6.5.3 Functional Analysis with Item-Level Identification, 199 6.5.4 Managerial insights, 203 References, 205 7 Sustainability and green food supply chain, 211 Summary, 211 7.1 CF and LCA, 213 7.2 Challenges associated with CF for food items, 215 7.3 Local food and the food miles concept, 217 7.4 CO2e labels, 219 7.5 Practicality of carbon footprint measurement and credit assignments, 220 7.6 RFID use in carbon label information generation, 221 7.7 Reducing emissions through supply-chain efficiency, 222 References, 223 8 Perishable food and cold-chain management, 227 Summary, 227 8.1 Cold-chain management, 227 8.2 Traceability in cold chains, 229 8.3 Contamination, ePedigree, supply-chain visibility, 231 8.4 Food safety and traceability, 234 8.5 RFID for traceability in cold chains, 235 8.6 Case studies, 239 8.6.1 Milk logistics to discover RFID, 239 8.6.2 RFID Solution, 240 8.6.3 Process and Communication Transparency, 241 References, 241 Part III: Food quality, safety, policy, and future 9 REID for food quality, safety, and security, 245 Summary, 245 9.1 Food quality and safety, 245 9.2 Biosensors for foodborne pathogens, 248 9.3 Food spoilage and foodborne illness, 250 9.3.1 Food spoilage and biological factors, 250 9.3.2 Food spoilage and chemical factors, 251 9.3.3 Food spoilage and physical factors, 251 9.4 Prevention and retardation of food spoilage, 252 9.4.1 Food handling and processing, 253 9.4.2 Food preservation, 254 9.4.3 Food processing equipment, 254 9.4.4 Food packaging and storage, 255 9.4.5 Sources of information, 258 9.5 Microbial detection, GIS, sensor networks, 259 9.5.1 Microbiological detectors for food safety applications, 259 9.5.2 Surveillance with weather-based GIS, 261 9.5.3 Sensor network-enabled automated surveillance, 262 9.6 Case study: RFID helps ensure safety in meat processing, 263 References, 264 10 Big data in the food industry, 267 Summary, 267 10.1 What are big data?, 268 10.1.1 Big data – variety, 269 10.1.2 Big data – velocity, 269 10.1.3 Big data – volume, 270 10.1.4 Challenges, 270 10.1.5 Benefits and practices, 270 10.2 Data analytics, 271 10.2.1 Algorithms and models, 271 10.2.2 Bias-variance, 272 10.2.3 Preprocessing data, 273 10.3 Big data in the food industry, 276 10.3.1 Recipes, restaurants, 276 10.3.2 Help feed nine billion people by 2050, 277 10.4 Big data and the food supply chain, 278 10.4.1 Food supply chain visibility, 279 10.4.2 Intelligent food supply chain, 279 10.4.3 Risk management, 280 10.4.4 Price optimization, perishable inventory management, 281 10.4.5 Barriers, 283 References, 283 11 Food policy and regulations with information technology, 285 Summary, 285 11.1 The role of RFID and sensor networks in food-safety certification, 285 11.1.1 A general perspective on food-chain criticalities, 286 11.1.2 Primary and secondary sources of contamination, 287 11.1.3 Cost constraints of RFID implementation, 288 11.2 The role of RFID and sensor networks in good manufacturing practice compliance, 289 11.2.1 Buildings/facilities and equipment, 290 11.2.2 Personnel and quality assurance, 292 11.2.3 Processes, 294 11.2.4 Products, 295 11.2.5 Role and constraints of RFID in GMP compliance, 296 Index, 299

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Book SynopsisResearch and development represents a vast spread of topics and can be an arena for controversy. In academia, such controversymay stem from conflicting interpretations of data and subsequent conclusions, the question of who was first to discover a particular finding and whether or not the said finding is of any value to the scientific community. R&D in corporate environments is mostly defined and driven by costs and clearly identified, consumer-focused targets. There is, however, common ground between these two approaches as both strive to maximize knowledge, though for different reasons and in differnt ways. The equipment and scientific rigor may be similar or identical, however their usage, approach and interpretation are different. This book discusses thehistory and background of today''s food industry R&D asseen by consumers, academia and the industry itself, with several chapters dedicated to new and disruptive approaches. A must-read for all professionals in the packageTable of ContentsAbout the Authors xvii Foreword xix Preface xxi Acknowledgment xxiii Part 1 WHAT WE HAVE TODAY AND HOW WE GOT HERE 1 1 A typical food R&D organization: Personal observations 3 1.1 Introduction 3 1.1.1 Business people always know better 4 1.2 A look back in wonderment 5 1.2.1 Innovation is everyone’s business 5 1.2.2 Let’s go and have a drink 6 1.2.3 Never give up and continue to hope 6 1.3 A look back to the beginnings of a typical food industry R&D 7 1.3.1 It all starts with a great idea 8 1.3.2 People were frightened 8 1.3.3 Are we depleting our resources? 9 1.3.4 Focus, focus, focus 10 1.3.5 A historic perspective 11 1.3.6 Let’s cut costs 11 1.3.7 Food industry has simple and tangible goals 12 1.4 From single and large to multiple and complex 13 1.4.1 Nutrition has growing pains 13 1.4.2 The new risk management approach: Many projects 14 1.4.3 Too many projects? No problem, reorganize 15 1.5 Why does the food industry need R&D after all? 16 1.5.1 Million dollar answers to the million dollar question 16 1.5.2 Here we go: Justifications 17 1.5.3 Because we can is a great reason! 17 1.5.4 New product development is everything, or is it not? 18 1.5.5 Consumer is king 19 1.5.6 It’s all about long]term thinking, stupid 20 1.6 Summary and major learning 21 References 22 2 A typical food R&D organization: The world consists of projects 23 2.1 All R&D work is project based 23 2.1.1 Project has many meanings 23 2.1.2 Third]generation R&D 24 2.1.3 Strategic business units became popular 25 2.1.4 Organization is everything 26 2.1.5 Freeze the project design 26 2.1.6 How free can you be? 27 2.1.7 Small is beautiful 27 2.1.8 Pipelines 28 2.1.9 Try it out first 29 2.2 Project management 30 2.2.1 Manage or lead? Manage and lead 30 2.2.2 Select the right project and deliver 31 2.2.3 Teamwork is not everything, it’s the only thing! 32 2.3 All projects are sponsored 32 2.3.1 SBUs: The new, old kid on the block, happy anniversary! 33 2.3.2 Accountability and responsibility: A “repartition” of roles 34 2.3.3 SBU demands, R&D delivers 35 2.3.4 A brief comes from above 36 2.4 The predictable organization 36 2.4.1 First ritual: Research the consumer 36 2.4.2 From “business scenario” to “business plan” 37 2.4.3 More rituals 38 2.4.4 Projects never seem to die 39 2.4.5 It’s all about results 39 2.5 Valuation of projects 41 2.5.1 Your project could have delivered more! 41 2.5.2 That’s what others invest 41 2.5.3 Sell your project better: Start by explaining it so that everyone can understand it 41 2.5.4 Communication is king! 43 2.5.5 Speed is everything 43 2.6 Summary and major learning 44 References 46 3 A critical view of today’s R&D organization in the food industry: Structures and people 47 3.1 A typical setup of a food R&D organization 47 3.1.1 New idea? Let’s wait 48 3.1.2 Food is a conservative beast 48 3.1.3 Small is beautiful, or is it not? 49 3.1.4 Ingredient is king 49 3.1.5 Quality and safety are not everything, they’re the only thing! 50 3.1.6 Technologies are always product related 51 3.1.7 What’s my project worth? 51 3.1.8 Cui bono? 52 3.2 The people in the food R&D 52 3.2.1 Do I stay, or shall I move on? 53 3.2.2 Twenty percent! Are you out of your mind? 53 3.2.3 More hoppers 55 3.2.4 More stayers 55 3.2.5 Change can be frightening 56 3.3 The role of discovery and innovation in food R&D 57 3.3.1 It’s all about discovery 57 3.3.2 It’s all about innovation, or is it renovation? 58 3.3.3 Size matters 59 3.3.4 Here’s a way out 59 3.3.5 What would the consumer say? 60 3.4 Additional personal observations and R&D]related stories 61 3.4.1 The business project 62 3.4.2 The secret project 63 3.4.3 The pet project 64 3.4.4 The never]ending project 64 3.4.5 The trial]and]error project 65 3.4.6 The please]someone project 65 3.4.7 The defensive project 66 3.4.8 The knowledge]building project 66 3.4.9 Change is needed! 67 3.5 Summary and major learning 67 References 69 4 Understanding intellectual property and how it is handled in a typical food R&D environment 70 4.1 Quest for intellectual property: An important driver 70 4.1.1 Patents 70 4.1.2 Recipes 71 4.1.3 Trademarks 72 4.1.4 Trade secrets and secrecy agreements 72 4.1.5 Experts: Actions and results 73 4.1.6 Alliances and partnerships 74 4.1.7 Protect everything! 74 4.1.8 One last attempt 76 4.2 The value of intellectual property for a food company 76 4.2.1 Poor principles in practice 77 4.2.2 Change is on its way 77 4.2.3 Patents forever 78 4.2.4 Numbers and more numbers 79 4.2.5 And more numbers 79 4.2.6 Here are more and even bigger numbers 80 4.2.7 Is my patent actually profitable? 81 4.2.8 It’s all about brands! And about service level! 82 4.2.9 Good communication is key, great communication creates value 83 4.3 Intellectual property as the basis for industrial intelligence and counterintelligence 83 4.3.1 List everything 84 4.3.2 Technologies and people 84 4.3.3 Who are the experts? 84 4.3.4 Don’t ask questions, just fill in the form! 85 4.3.5 I want monthly highlights, although I don’t read them 86 4.3.6 Open up! 86 4.4 Commercializing IP assets 87 4.4.1 A good license deal is better than no license deal or so you would think 88 4.4.2 Licensing out most often is a deviation of the traditional business model of a food company 88 4.5 Summary and major learning 89 References 90 Part 2 POSSIBLE FUTURE OF THE FOOD INDUSTRY 91 5 The need for a new approach to R&D in the food industry 93 5.1 R&D in the food industry is inefficient: An analysis 93 5.1.1 Innovation at zero extra costs 93 5.1.2 Real changes are required 94 5.1.3 Small is beautiful; large becomes inefficient 95 5.1.4 The good, the creative, and the productive 95 5.1.5 What’s wrong with R&D? 96 5.1.6 I don’t know which half to cut! 96 5.1.7 Let’s eliminate every second word 97 5.1.8 Let’s do another budget cut 98 5.1.9 Innovation is key! 98 5.1.10 The secret: Combine sensible budget cuts with instilling a creative constraints atmosphere 99 5.2 R&D under the influence and guidance of consultants 100 5.2.1 Consultants sell you back your idea; What’s wrong with this? 100 5.2.2 It’s you or your boss who asked for help 101 5.2.3 Consultants well used can be of real help 101 5.2.4 Being coached is everything 102 5.2.5 How to bring it to the consultant 103 5.3 R&D under the tutelage and guidance of marketing and operations 104 5.3.1 Marketing has greater leverage 104 5.3.2 Marketing gives orders; marketing does not make compromises 105 5.3.3 Operations act like a strict father 106 5.3.4 A bit of humor 107 5.3.5 Here’s one example 108 5.3.6 Let’s be respectful with each other 108 5.4 Evolutionary change in a typical food R&D organization 109 5.4.1 R&D is not alone in mediocrity 109 5.4.2 Let’s change, gradually! 110 5.4.3 Watch out for support and best timing 110 5.4.4 Cyclical versus anti]cyclical 111 5.4.5 From 10 make 1 or make 10: Which do you prefer? 111 5.4.6 Let us team up! 112 5.4.7 Change comes easy 112 5.5 Summary and major learning 112 References 114 6 Consumer perspectives for change to R&D in the food industry 115 6.1 The fast moving consumer goods industry (FMCGI) 115 6.1.1 Fast, furious, and cheap! 116 6.1.2 What consumers really want? The million dollar question, the billion dollar answer! 117 6.1.3 Food should be all natural it should be all this… 118 6.1.4 Food companies don’t like risks; they “wait them away” 118 6.1.5 Lean and efficient: Don’t you get it? 120 6.1.6 Mutual understanding is not everything; it’s the only thing 120 6.1.7 Here are some ways out 121 6.2 The consumer in the center 121 6.2.1 No risk, no fun, or else? 122 6.2.2 What’s architecture got to do with this? 123 6.2.3 In search of the ultimate answer 123 6.2.4 Emancipate from the consumers! 124 6.2.5 I think we may have the wrong people, oops! 125 6.2.6 Observation and smart conclusion: Two successful siblings 125 6.2.7 Observation is king 126 6.2.8 What do I do with what I have seen? 127 6.2.9 Tell the consumers, don’t let them tell you! At least try 127 6.2.10 The ultimate downturn: Administrative processes 128 6.3 The consumer]driven food R&D 129 6.3.1 The “a]ha” moment 130 6.3.2 Take the risk and become independent 131 6.3.3 And better back it up with successful results! 131 6.3.4 I want to play with my own toys and make my own rules 132 6.4 Consumer groups: The public opinion 132 6.4.1 Early warning is the name of the game 133 6.4.2 Oops, we got it wrong 134 6.4.3 Working together for the common goal: Consumer benefits 134 6.5 Summary and major learning 135 References 137 7 University perspectives for change to R&D in the food industry 138 7.1 How did we get to this? 138 7.1.1 Why have “food science” and “food engineering” developed in parallel to mainstream science disciplines? 139 7.1.2 Why does industry sponsor research 140 7.1.3 IP “there’s gold in them there hills”: The intellectual gold rush 141 7.2 The “state of the art” 143 7.2.1 What does the food industry know about academia? 143 7.2.2 Academics: Three different ones 143 7.2.3 Nutrition, medical science, claims, and regulatory bodies 146 7.2.4 Getting money from governments via grants and awards 149 7.2.5 Academics as consultants 151 7.3 Where are we heading? 151 7.3.1 Reunification? 151 7.3.2 Research as a marketing tool 151 7.3.3 Crowd]sourcing solutions: Open innovation pros and cons 152 7.3.4 Scientific publication in the future 153 7.3.5 A multidisciplinary future 154 7.3.6 How to collaborate better? 154 7.4 Summary and major learning 154 Reference 156 8 Industry perspectives for change to R&D in the food industry 157 8.1 A typical food industry set]up 157 8.1.1 Branded products or private label? 158 8.1.2 The food industry: A champion of complexity 158 8.1.3 Some stories: Small food businesses and simplicity in their setup 159 8.1.4 How it all started 160 8.1.5 A bit of history: Strategic business units 161 8.1.6 It’s getting really confusing now 162 8.1.7 One important change of R&D setup as a consequence of a changing business structure 162 8.1.8 What’s first: The chicken or the egg? 163 8.2 The food industry: An easy money]maker or a daily battle? 164 8.2.1 Marketing is really old, really, really old 164 8.2.2 Can the food industry turn to a new direction and new business model? Is a revolution possible? 165 8.2.3 Let’s do this together 166 8.2.4 Easy money or daily struggle? 167 8.3 Is the food industry really innovation driven? 168 8.3.1 Innovation in the food industry is rather an antique affair 169 8.3.2 IBM or Kodak: Which would you rather follow? 169 8.3.3 Change or perish! 170 8.3.4 Small is beautiful and creative 170 8.3.5 Change your business model 171 8.4 The perceived value of the R&D organization: It’s in the eye of the beholder 172 8.4.1 Why R&D is useless… 172 8.4.2 And why R&D is great! 173 8.4.3 It’s because of the tax man 174 8.4.4 The sense of urgency is really missing 174 8.4.5 “Good]weather” versus “bad]weather” managers 175 8.4.6 Constraint is good, smartly dealing with it is better 176 8.5 Summary and major learning 177 References 179 Part 3 DISRUPTIVE OUTLOOK FOR THE FOOD INDUSTRY’S R&D 181 9 Outlook to other industries’ R&D organizations 183 9.1 Introduction 183 9.2 Brief historical review 184 9.3 Let the journey begin: What we can learn from their players and industries 184 9.3.1 Google 184 9.3.2 Google X 185 9.3.3 Back to Google X and the future 186 9.3.4 Google Research 187 9.3.5 Google for Entrepreneurs (GfE) 188 9.3.6 Google Ventures 188 9.3.7 Westfield Labs: Designing the mall of the future 189 9.3.8 Attack on the the brick]and]mortar model by e]tailers Zappos and Amazon 190 9.3.9 The rise of social shopping 191 9.3.10 Traditional industries meet tech 193 9.3.11 The art of dating 193 9.3.12 Learning from the least sexy industry role model 194 9.4 Halftime 195 9.4.1 The lean startup methodology 196 9.4.2 The lean network approach: The nomad approach 196 9.4.3 R&D]I]Y 196 9.4.4 The IKEA effect 197 9.4.5 Open source 197 9.4.6 The street is your R&D lab 198 9.4.7 Projects to promote interdependence 199 9.5 Summary and major learning 199 References 199 10 Utopia or visions for the future: A new reality? 201 10.1 What if I had a magic wand? My first set of magic tricks 201 10.1.1 Abracadabra… 202 10.1.2 Integration across the borders in the food industry 202 10.1.3 Open innovation still remains much of a lip service approach 203 10.1.4 Brand strength is volatile 204 10.1.5 Store brands become more popular, or so it seems 205 10.1.6 Let’s join forces 205 10.1.7 We have to accept that there are problems out there 206 10.1.8 We need to take the consumers’ fears seriously 206 10.1.9 It’s so confusing out there, please help me! 207 10.1.10 The new business model 2.0 208 10.1.11 The R&D]centric company model 2.0 (equally applicable to model 2.1) 210 10.2 What if I had a magic wand? My second set of magic tricks 211 10.2.1 Change is inevitable in all areas! 212 10.2.2 The new product will be know]how 213 10.2.3 That’s what’s important for business model 2.1 214 10.2.4 Here are the details 215 10.2.5 Some calculations, just examples 216 10.2.6 The company can earn more with model 2.1! 217 10.2.7 More changes: A new type of employee 218 10.3 The new scientists and engineers: A new type of people 218 10.3.1 The new educational focus: Communicate 219 10.3.2 Choose your words and help me to understand 220 10.3.3 That’s what it takes 220 10.4 The new R&D organization 221 10.4.1 Change is a risky business 222 10.4.2 Here’s the list 222 10.5 Summary and major learning 224 References 226 11 Testing the hypotheses 227 11.1 Too good to be true or simply wrong? 227 11.1.1 Let’s look at business model 2.0 first 228 11.1.2 Let me take stock 228 11.1.3 Model 2.0: It’s either all or nothing 229 11.1.4 We don’t want to change anything; all is just perfect or is it not? 230 11.1.5 It’s about time for R&D to jump into the driver’s seat 231 11.1.6 What about business model 2.1? Too disruptive and outlandish? 232 11.1.7 So, what’s bad about model 2.1? 233 11.1.8 We better start the gradual transition today 233 11.1.9 It’s all about people 234 11.1.10 Selling the intangible: The new mantra 235 11.2 The new people: What does it mean? 235 11.2.1 Really new people with a new level of education are needed 236 11.2.2 And there has to be more 237 11.2.3 Hiring by committee 238 11.3 Some case studies: Personal views 238 11.3.1 Charlie and the chocolate factory 239 11.3.2 It’s all about talking to clients 239 11.3.3 Observe and learn; don’t impose and remodel 240 11.3.4 Citius, altius, fortius 240 11.3.5 Some reasons for the separation 241 11.4 Business model 3.0 for R&D 242 11.4.1 Change was in the air 243 11.4.2 A short commercial 243 11.4.3 Change or perish 244 11.5 Summary and major learning 245 Reference 247 12 Summary, conclusions, learning, and outlook 248 12.1 The typical R&D organization in the food industry 248 12.1.1 You are too old for marketing 249 12.1.2 How it all started 249 12.1.3 Why R&D? 250 12.1.4 Everything’s a project 251 12.1.5 And here came the strategic business units 251 12.1.6 Clever project management 252 12.1.7 The role of the SBUs and how it influenced R&D 252 12.1.8 The rituals: Consumer research, business plans, and the project definition 253 12.1.9 A critical view of today’s R&D organizations in the food industry 253 12.1.10 People in the food R&D 254 12.1.11 Discovery and innovation: More projects 255 12.2 Understanding intellectual property 255 12.2.1 We want to own everything: Should we really? 256 12.2.2 Service: An added value for any food company 256 12.2.3 What are other companies doing? What is my company working on? 257 12.2.4 I want to know who stands behind the competencies 257 12.2.5 What’s my IP worth? 258 12.3 New approaches and perspectives for change 258 12.3.1 Something’s wrong in the state of R&D 258 12.3.2 Consultants: A necessary evil? 259 12.3.3 Lessons from marketing and operations 259 12.3.4 Evolutionary change in a typical R&D organization 260 12.3.5 How would consumers see changes in the food industry’s R&D? 260 12.3.6 Consumer research isn’t everything; sometimes it’s actually the only thing 261 12.3.7 Consumer groups and the public opinion 262 12.3.8 University perspectives for change 263 12.3.9 IP: The intellectual gold rush 264 12.3.10 What does the food industry know about the world of academia? 264 12.3.11 Nutrition, medical science, claims, and regulatory 265 12.3.12 Where to get the money from: The role of grants and awards 265 12.3.13 Academics as consultants 265 12.3.14 What’s the future direction? 265 12.3.15 Scientific publication in the future: Multidisciplinary future and collaboration 266 12.3.16 Industry perspectives regarding change in food R&D 266 12.3.17 Food and beverage companies are really old 267 12.3.18 Anticipate change or be forced to change 268 12.4 Outlook to R&D organizations in other industries 268 12.4.1 And the winner in the innovation competition is 269 12.4.2 The street is your lab 269 12.5 The vision for the future: Testing the vision 269 12.5.1 The new reality for the food industry’s R&D and for the entire food industry 269 12.5.2 The new suggested business models 270 12.5.3 Brand strength is becoming increasingly volatile 270 12.5.4 We are not there yet 271 12.5.5 This change is going to be really tough 272 12.5.6 Testing the hypotheses: First model 2.0 272 12.5.7 What about suggested business model 2.1? Too disruptive and detached from reality? 273 12.5.8 Finally, here yet another business model 3.0 for the R&D in a food company 273 Reference 274 Index 275

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Book SynopsisTwo founding fathers of American industry. One desire to dominate business at any price.“Masterful . . . Standiford has a way of making the 1890s resonate with a twenty-first-century audience.”—USA Today“The narrative is as absorbing as that of any good novel—and as difficult to put down.”—Miami HeraldThe author of Last Train to Paradise tells the riveting story of Andrew Carnegie, Henry Clay Frick, and the bloody steelworkers’ strike that transformed their fabled partnership into a furious rivalry. Set against the backdrop of the Gilded Age, Meet You in Hell captures the majesty and danger of steel manufacturing, the rough-and-tumble of the business world, and the fraught relationship between “the world’s richest man” and the ruthless coke magnate to whom he entrusted his companies. The result is an extraordinary work of popular history.Praise for Meet You in Hell“To the list of the signal relationships of American history . . . we can add one more: Andrew Carnegie and Henry Clay Frick . . . The tale is deftly set out by Les Standiford.”—Wall Street Journal“Standiford tells the story with the skills of a novelist . . . a colloquial style that is mindful of William Manchester’s great The Glory and the Dream.”—Pittsburgh Tribune-Review“A muscular, enthralling read that takes you back to a time when two titans of industry clashed in a battle of wills and egos that had seismic ramifications not only for themselves but for anyone living in the United States, then and now.”—Dennis Lehane, author of Mystic River 

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Book SynopsisHow manufacturing textiles and guns transformed the United States from colonial dependent to military power. In 1783, the Revolutionary War drew to a close, but America was still threatened by enemies at home and abroad. The emerging nation faced tax rebellions, Indian warfare, and hostilities with France and England. Its arsenala collection of hand-me-down and beat-up firearmswas woefully inadequate, and its manufacturing sector was weak. In an era when armies literally froze in the field, military preparedness depended on blankets and jackets, the importation of which the British Empire had coordinated for over 200 years. Without a ready supply of guns, the new nation could not defend itself; without its own textiles, it was at the economic mercy of the British. Domestic industry offered the best solution for true economic and military independence. In Manufacturing Advantage, Lindsay Schakenbach Regele shows how the US government promoted the industrial development of textiles andTrade ReviewAn original and fascinating book that rewards the reader with discerning insights into the genesis of American industry . . . The author writes with verve and a captivating command of nuance, insight, breadth and in-depth analysis . . . In sum, both historians and economists would benefit from closely engaging with the arguments in this fine addition to the bookshelf on the early sources of American industrial supremacy.—B. Zorina Khan, Bowdoin College, EH.NetManufacturing Advantage is an important addition to the field of policy history and an equally important contribution to scholarship in several other historical disciplines, including business history, history of technology, and military history. Her analytical framework of "national security capitalism" offers an important new perspective for scholars in the above fields.—Vagel C. Keller, Pennsylvania HistoryTable of ContentsSeries Editor's ForewordAcknowledgmentsIntroduction Chapter 1. "Our Naked Troops" Chapter 2. The Political Economy of Guns and Textiles Chapter 3. Embargo and War Chapter 4. Financing Industry through Florida Chapter 5. Managing New Markets Chapter 6. Industrial Manifest Destiny Conclusion Appendix A. Terms Related to Textiles Appendix B. Terms Related to Firearms Notes

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Book SynopsisThe fascinating story of Tamiflu's development and stockpiling against global health threats.orld's most prominent medical countermeasure, Tamiflu. A pill can strengthen national security? The suggestion may seem odd, but many states around the world believe precisely that. Confronted with pandemics, bioterrorism, and emerging infectious diseases, governments are transforming their security policies to include the proactive development, acquisition, stockpiling, and mass distribution of new pharmaceutical defenses. What happenspolitically, economically, and sociallywhen governments try to protect their populations with pharmaceuticals? How do competing interests among states, pharmaceutical companies, regulators, and scientists play out in the quest to develop new medical countermeasures? And do citizens around the world ultimately stand to gain or lose from this pharmaceuticalization of security policy?Stefan Elbe explores these complex questions in Pandemics, Pills, and Politics, tTable of ContentsBrief SynopsisAcknowledgmentsList of AbbreviationsDisclaimer1. Encapsulating SecurityPart I2. Discovering a Virus's Achilles Heel3. The Pill Always WinsPart II4. What a Difference a Day Makes5. Virtual BlockbusterPart III6. In the Eye of the Storm7. 'Ode to Tamiflu'8. Data Backlash9. 'To Boldly Go'10. EpilogueReferences

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Book SynopsisTrade Review“If you’re feeling down about the world, the book, Resource Revolution: How to Capture the Biggest Business Opportunity in a Century, is an antidote.” —The New York Times “The energy industry is undergoing a breathtaking pace of change, but the scale of transformation is obscured by the vast network of legacy assets controlled by large incumbents. Resource Revolution walks us through the technological and demographic trends that will render the old business models that dominate legacy assets obsolete and argues elegantly that the next industrial revolution is upon us. With a nuts and bolts prescription on revolutionary possibilities, Stefan Heck and Matt Rogers have produced a readable, entertaining guidebook that should be on the desks of every CEO with a vision to the future. If you are over 50, oversee corporate resources or private funds, and have a millennial child who is trying to teach you how to recycle properly and benefit from the sharing economy, Resource Revolution is a must-read.” —Amy Myers Jaffe, Executive Director, Energy and Sustainability, University of California, Davis “For 50 years, resource constraints have been seen as a serious threat to human well-being and progress -- threatening food shortages, environmental collapse, and economic ruin. Heck and Rogers turn this picture upside down -- showing how the impending “resource revolution” promises to bring innovation, prosperity, and economic growth on an ever more sustainable basis. Their book is a must read for policymakers, business leaders, market analysts, and anyone else with an interest in the future of humankind.” —Dan Esty, Hillhouse Professor, Yale University, and author of Green to Gold

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Book SynopsisWe are living in a time of mounting political segregation that threatens to tear us apart as a unified society. The result is that we are becoming increasingly tribal, and the narratives of life that we get exposed to on a daily basis have become echo chambers in which we hear our beliefs reinforced and others'' beliefs demonized. At the core of tribalism exists a paradox: as humans, we are hardwired with the need to belong, which ends up making us deeply connected with some yet deeply divided from others. When these tribes are formed out of fear of the "other," on topics such as race, immigration status, religion, or partisan politics, we resort to an "us versus them" attitude. Especially in the digital age, when we are all interconnected in one way or another, these tensions seep into our daily lives and we become secluded with our self-identified tribes. Global diversity and inclusion expert Howard J. Ross, with JonRobert Tartaglione, explores how our human need to belong is the driving force behind the increasing division of our world. Drawing upon decades of leadership experience, Ross probes the depth of tribalism, examines the role of social media in exacerbating it, and offers tactics for how to combat it. Filled with tested practices for opening safe and honest dialogue in the workplace and challenges to confront our own tendencies to bond with those who are like us, Our Search for Belonging is a powerful statement of hope in a disquieting time.

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Book SynopsisIn culinary arts, recipes have been shared, written, rewritten, or given a new twist. Students using Essential Culinary Lab Workbook will learn basic cooking methods while being encouraged to put their own creative touch on a recipe.This workbook is perfectly suited for a lab format where students are working in pairs or individually, as it provides recipes that make 2-4 portions for assessment. Instructors have the ability to pick and choose from several recipes found in each chapter, as well as the freedom to alter the recipes by ingredients, amounts, or methods used. Essential Culinary Lab Workbook serves as a base-line for formatting your program.Essential Culinary Lab Workbook by George Hendry and Robert Lybrand: provides rubrics for assessment of student creations. includes a ready-to-go recipe book that can be easily taken out of the consumable book and used in the student's station. features recipes using the basic ingredients found in most institutional kitchens with cost being a major factor.

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Book Synopsis(Reference). The Martin is considered the finest acoustic guitar in the world, a distinction it has held for more that 160 years. Martin guitars have been played by performers Eric Clapton, Stephen Stills, Judy Collins, and Johnny Cash, as well as hundreds of thousands of other professional and amateur musicians. In C.F. Martin and His Guitars, 1796-1873 , Philip Gura chronicles the career of Christian Frederick Martin from his humble start as an importer and repairman of musical instruments in New York City in the 1830s through his move to Nazareth, Pennsylvania, and the founding of C.F. Martin & Company. Gura is the first historian to thoroughly study the Martin company records dating back to the 1830s: Letters, account books, inventories, and other documents. Using this rich archive, Gura establishes how a German immigrant from Saxony's guild tradition became the finest American guitar maker of his time and created a uniquely American business that successfully eclipsed its competition. As Gura shows, Martin's success was based on his successful navigation of the rapid economic expansion and industrialization of his time. The many sketches and hundreds of photographs illustrate how Martin adapted his artisanal craft to modern industrial methods, maintaining quality while meeting increased demand for instruments. Gura traces the network of suppliers who provided Martin with his raw materials and explores the advertising and other methods Martin employed to build a market for his goods. After Martin's death in 1873, the company continued to grow. It thrives today under the leadership of a sixth-generation Martin, producing instruments that are still the most sought after and collectable in the world. Includes an 80-page color section!

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Book SynopsisWood, rice, oil, salt, soy sauce, vinegar and tea—otherwise known as "the seven things that open the door"—are the basic kitchen necessities Chinese people cannot do without in their daily lives. Among them, tea holds a very special place. It is not only a beverage, but also an integral part of people's hearts and minds, thus shaping a unique tea culture in China.In All the Tea in China, you will learn everything about Chinese tea for practical uses, as well as for meditation. Discover the origin of tea, its different species, production method and drinking etiquette. Also, through the vivid illustrations, readers will gain information about what tea is and how to identify a good quality kind. At the same time, the quotations, poems, sayings, and stories in the book are presented chronologically so that readers can appreciate what tea has inspired and why it continues to delight the Chinese people. A joy to read, All the Tea in China will be sure to enhance your tea experience.

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Book SynopsisApparel Merchandising: The Line Starts Here analyzes the evolution and development of the merchandising function in branded apparel companies and retail private label apparel. It describes today’s challenges for both apparel manufacturers and retailers in meeting the consumer’s demands for the right products at the right prices - and at the right times. Approached from the perspective of the apparel product manager, Rosenau and Wilson cover men's and women's sportswear and activewear and children's wear in both domestic and international markets. The text follows the evolution of the merchandising function with emphasis on product development and production efficiency, highlighting the philosophies of industry executives and the effective integration of the merchandising, marketing, and manufacturing functions along the way. The third edition emphasizes the increased importance of retailer’s private brands, explores how companies apply technology to all facets of product development and supply chain management, and addresses the impact of social media on both retailers and apparel manufacturers.Table of ContentsPreface Acknowledgments Part 1: Merchandising: The Concept 1. Evolution of Merchandising in the Apparel Industry and Managing Private Label Apparel in the Retail Industry 2. Modern Merchandising Part 2: Merchandising: The Planning 3. Market Knowledge 4. Planning and Control Part 3: Merchandising: The Execution 5. Line Development: Principles and Technologies 6. Line Development: The Process 7. Pricing and Costing Strategies 8. Quality 9. Supply Chain Management 10. Sourcing Strategies 11. The Sourcing Process Part 4: Merchandising: The Future 12. Future Direction Glossary Appendix Credits for Figures Index

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Book SynopsisInternational business, especially export-import trade, is no longer an option, but a necessity for today's apparel industry to grow and generate profitsâ€"or just to survive in the global marketplace. The decision to export or import is best based on a company or individual entrepreneur's careful and thorough analysis of its internal and external resources and capabilities. Essentials of Exporting and Importing provides the merchandising, marketing, or business student a practical, basic guide for importing and exporting products, services, or technology, while maintaining compliance with government policies. Calling upon the knowledge and expertise of industry professionals and government officials as sources, the authors focus on the policies, procedures, and practices essential for success in the dynamic and expanding field of international trade.Trade ReviewThe book is very detailed and provides a large amount of information. -- Melinda Adams, University of the Incarnate Word, USThe authors are educators and it shows in the high quality of the review questions. They are on target. -- Gregory Arend, Nassau Community College and Fashion Institute of Technology (FIT), USThe organization is very good, going from the broad to the very specific. -- Kathryn Eason, West Virginia University, USTable of ContentsIntroduction Acknowledgments Part I: Globalization and the U.S. Export-Import Business Chapter 1: An Overview of Global Business Today Chapter 2: Globalization and Trade Liberalization Chapter 3: The U.S. Role in Global Trade Part II: U.S. Exporting Policies and Procedures Chapter 4: Basics of Exporting Chapter 5: U.S. Export Controls and Procedures Part III: Importing into the United States Chapter 6: Basics of Importing into the United States Chapter 7: Entering the Import Business Chapter 8: Navigating the Maze of Import Controls Part IV: Rewards and Challenges of the Export-Import Trade Chapter 9: Getting Paid or Paying for Exports or Imports Chapter 10: Cases for Essentials of Exporting and Importing Glossary Credits Index

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Book SynopsisProper selling is professional, ethical and plays a vital role in the success of any business. The Real World Guide to Fashion Selling and Management explores the proven real-world principles of personal selling, customer relationships and sales management. The second edition is updated to reflect the latest sales methods and addresses the digital world as it applies to the sales activity. The use of social media, content marketing and time management tools are key elements covered in this revised edition. Sherman and Perlman outline the essentials required for success in the industry: how salespeople define and locate their markets, the importance of developing and maintaining relationships with clients, techniques for top-notch sales presentations, basic professional do's and don'ts, dynamic "behind the label" success stories, and how to anticipate—not just keep up with—today's global marketplace. New to this Edition: - Expanded to cover professional selling in retail beyond fashion - New sections on Business-to-Consumer (B2C) retail sales management - New chapter digital and social media in sales including - Covers top sales management strategies and software tools, and how they can be used to increase productivity and time management Emphasizes how to find a job, networking, and building relationships Instructor's Guide availableTrade ReviewI like the fact that this book covers selling yourself and follow-through... I would [love] to change my [current] book to this one. -- Tammy Tavassoli, The Illinois Institute of Art - Schaumburg, USI think this book is excellent and is targeted toward Fashion majors. -- Janice Jenny, Herkimer County Community College, USTable of ContentsPreface Acknowledgments 1 Selling Isn't a Dirty Word 2 The Characteristics of Successful Salespeople and Sales Managers 3 Retail Sales and Management 4 Business-to-Business Selling 5 Getting to the Sale 6 Selling Yourself 7 The Sales Presentation 8 Follow-Through and Relationship Development 9 Digital and Social Media in Sales (New Chapter) 10 Managing a B2B Sales Force 11 Training and Tools 12 Measuring Productivity 13 Organizational Structure and Interaction 14 Adapting to Change in the 15 The Global Marketplace Resources for the Reader References Glossary Bibliography Index

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Book SynopsisBen & Jerryâs have always been committed to an insanely ambitious three-part mission: making the worldâs best ice cream, supporting progressive causes, and sharing the companyâs success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasnât been easy.This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerryâs to pursue its mission on a much larger stage. Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. Itâs a funny, sad, surprising, and ultimately hopeful story.

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Book SynopsisDemonstrating that humanity faces an imminent and prolonged global food crisis, Michael Brownlee issues a clarion call and manifesto for a revolutionary movement to localize the global food supply. He lays out a practical guide for those who hope to navigate the challenging process of shaping the local or regional food system, providing a roadmap for embarking on the process of righting the profoundly unsustainable and already-failing global industrialized food system. Written to inform, inspire, and empower anyone—farmers or ranchers, community gardeners, aspiring food entrepreneurs, supply chain venturers, commercial food buyers, restaurateurs, investors, community food activists, non-profit agencies, policy makers, or local government leaders—who hopes to be a catalyst for change, this book provides a blueprint for economic action, with specific suggestions that make the process more conscious and deliberate. Brownlee, cofounder of the nonprofit Local Food Shift Group, maps out the underlying process of food localization and outlines the route that communities, regions, and foodsheds often follow in their efforts to take control of food production and distribution. By sharing the strategies that have proven successful, he charts a practical path forward while indicating approaches that otherwise might be invisible and unexplored. Stories and interviews illustrate how food localization is happening on the ground and in the field. Essays and thought-pieces explore some of the challenging ethical, moral, economic, and social dilemmas and thresholds that might arise as the local food shift develops. For anyone who wants to understand, in concrete terms, the unique challenges and extraordinary opportunities that present themselves as we address one of the most urgent issues of our time, The Local Food Revolution is an indispensable resource.

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