Case study

At BVA, we work daily not only with stationary gastronomic points, optimizing their functioning, but also support the implementation of new products (food and technological) in the market as part of our product development service.

How do we carry out such projects? Most often, everything starts with an idea that the client brings to us, followed by a thorough analysis of its potential, based on our knowledge and experience. In this case, it involved introducing a new food product to the Polish market, starting with the HoReCa sector (with its reaction serving as a test for the viability of further actions). According to our initial assumptions, this product was intended for restaurants and cafés, as well as for individual customers.

The first stage of the project was to create a prototype, or more precisely, an MVP (= Minimum Viable Product), which is a product that has reached a sufficient level of readiness for market introduction to gather as much information as possible from potential consumers. The process of creating the prototype began with developing the recipe, considering various flavor variants and competing references and inspirations. We started with a recipe passed down from generation to generation, and the product itself was, and still is, a traditional item often prepared in home conditions. To create an attractive and enticing product, it is essential to ensure its high quality, taste characteristics, as well as choose a trade name. In this case, we had several possibilities, and the final name choice was a compromise between tradition and the specifics of the Polish market. This aspect is often influenced by personal preferences, but selecting the trade name under which the product will enter the market is crucial.
Sometimes our clients approach us not only with an idea and inspiration but also with a prepared business plan. Our task is to verify it based on all the assumptions and make any necessary adjustments. As a consulting company, we also offer to prepare a business plan from scratch. When creating it, it is essential to provide a detailed description of the product, including competition analysis, as well as provide complete information about the chosen business model and pricing details.

As BVA, we collaborate daily with chefs and have the necessary infrastructure, which allows us to carry out such projects under suitable conditions. During the implementation phase, while developing the schedule, we determine the number of kitchen tests and tasting panels, where we assess the final outcome of the conducted tests together with the client. Due to various reasons, the test results may be unsatisfactory, requiring additional work to adjust our assumptions. Regardless of the complexity of the assignment, we always strive to meet our clients' needs and remain flexible.

After the testing phase, it's time for qualitative market research. This stage consists of several elements: designing surveys, selecting the research location and exposure, conducting the research (product tasting + survey completion). The research was conducted multiple times on weekdays and weekends, with participants being customers of confectioneries with several tables and restaurant guests with waiter service. This allowed us to examine the reactions to the tested product in different contexts and with the involvement of two different target groups.

The survey prepared for this project included questions not only about the sensory characteristics of the product (e.g., taste, smell, texture) but also willingness to purchase (Willingness To Pay = WTP) based on the pricing policy we outlined earlier. After successfully conducting the research, it was time to gather all the obtained responses and perform a detailed analysis. Based on this data, we can draw conclusions and develop the next steps in project implementation or make necessary adjustments to the recipe, communication, or broadly understood strategy.

Based on the survey responses, together with the client, we decided to organize an additional tasting session, aiming to select not three but two flavor variants of the product. The next and final step was to develop technological schemes, considering the step-by-step preparation of the product, process parameters, and necessary equipment. The technological scheme also serves to design an appropriate production line during the scaling-up phase, which in turn increases production efficiency for larger-scale operations.
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