food development case study

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Food Product Development Process: Steps & Flowchart

• Posted by by Pranav Ghule
• March 14, 2021

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Food product development in food technology (processing) industries is a continuous and never stopping process. Have you observed different Flavours in the chips? Like Tomato, Cheese n Cream, Magic masala, Sour cream & Onion etc. Or take an example of Vegan Milk ( Plant-based milk ) made from entirely plant-based ingredients.

All this we can say is a result of the food product development process. Like developing different flavours in an already present product. Then, entirely developing a new product which is not present in this world before.

Sounds interesting? So, we will look into the Food product development process, including New product development.

What is New food product development (NPD)?

New product development is the process of developing new products by any food company, to begin to need to create a new product because of changing in new food technologies or the introduction of the competitive product in the market.

A food company can process a new product development, whether that food company is a part of changing the market or not — the new product based on the already existing one and act as a complement or improvement in existing products. Or may new products based on the latest technologies without a need of suffered from others.

There are several types of classification for the new product.

Classification of new food product development

New product development is classified in four categories :

1. Major innovation

Significant innovations are new in the market—the Food products created with the latest technologies, ingredients and provide a unique experience to the customers.

For example- Beyond meat developed, completely plant based-meat products which are free from any animal best ingredients.

Read More about Beyond meat: The Beyond Meat story – Vegan Alternative to meat

2. Product improvements

In this classification, the food products developed without considering creating a new market. But, Instead targets customers from competitors.

For example- In food products such as fat-free allergen-free products, which are already in the market and compete with competitors.

3. Product additions

In this classification, the food products developed by food companies known as imitation products. In fact, The food producers create products from available resources to develop the original product. which already produced by the original producer of that food product.

For example- the local snacks processing industry produces snacks products (chips, namkeen), imitating large companies in the snacks market.

4. Repositioned products

Repositioned products are promoted in a new way, such as attracting different kinds of customers. These are not new products, formulations nor having any new features, but they positioned in the other way to attract different groups of customers.

For example, – The Lucozade energy drink business changed the product’s image from a drink to recover people from an illness to a drink for people interested in sports. [Source: Superbrands case studies: Lucozade ]

After understanding the new food product development classifications, let’s look at the food product development process.

Food product development process : 8 steps

The food product development process consists of following 8 steps:

• Idea generation
• Evaluation & Screening
• Market research
• Product specification
• Feasibility study
• Production process development
• Prototype development & testing
• Launch & Commercialization

However, We will look into this food product development process, from starting to finalising and commercialisation one by one in detail.

1. Idea generation

Two product development process start with an idea. This idea can come from any place or any source. Typically a company generate hundreds of Idea by brainstorming. Still, a handful of good ideas come to an end, and there are two sources of Idea generation from where we get an idea.

• Internal source- the company finds new ideas interior utilising research and development and also, from the contribution from its employees.
• External source – new ideas from external sources such as distributors, suppliers and competitors. But the most important external sources are customers because the new development process should focus on creating customer value.

2. Evaluation and Idea screening

The next step in NPD is idea screening. However, Idea screening means filtering the ideas to pick a good one. In Idea generation, we find different ideas, and in this stage, we screen to choose a good one. The reason is that product development cost rice greatly in later stages; therefore, the company e would like to go ahead only with the ideas that will turn into profitable products dropping the flawed ideas.

3. Market research

In this research, the company will know about consumer preferences and also the acceptance of products. all the primary and secondary markets study used to collect data. 

• Primary research – is a method of taking surveys and getting original data.
• Secondary research- analysing the data gathered in the primary survey investigating what found in the primary study.

Taking a survey to ask consumers what they want, what they need and whether they will accept the product. Also, The survey conducted to gather data & analyse, focusing on groups, gender, age, economic status, & geographical location, the research conducted to collect data.

Market research concludes that the products survive in the market or not. The company can decide whether to continue or discontinue the product.

4. Product Specification

The product specification method is a lengthy and complicated process. The process includes a description of a new product’s characteristics, including product description (forms and style), features and attributes such as flavour, texture, nutritional value, packaging, shelf life , raw materials, and supplier& Target market. 

Further, Consumer benefit includes nutrition, cost, convenience, quality. 

Pricing strategy- Pricing strategy includes selling the product price depending on the cost of competitive products, target market, and the ability to pay, company image, and product benefits.

5. Feasibility study of food product

The feasibility study conducted to check the viability of new products. In addition, The product should be technically and financially feasible. Determine whether the sales forecast’s production cost will achieve its break-even point and ability to make the new product using existing resources—availability of ingredients, new processes, cost of ingredients, microbiological safety test.

6. Production process development

A new product can be unique and different from the existing line or a simple line extension. So, according to that, the process is to developed. Involves converting factory to accommodate new product; line extension products only need minor changes. If the product is new, equipment and factory layout need to alter, involving raw materials, tasks, equipment, processing, quality management, packaging, labelling, and storage.

7. Food product Prototype development and testing

Prototype development is necessary to get an idea about large scale processes. Large scale production helps to manage production and storage. 

Prototype testing- Testing of a new product carried to see if it satisfies food standards. After the prototype undergoes testing, commercialisation (full-scale production and manufacturing) take place.

Quality testing -checks the effectiveness of quality management parameters and hygiene standards.

Sensory evaluation test market of field based on texture flavour colour and Aroma.

Packaging test – Test conducted to determine effectiveness handling storage durability e interaction effect of packaging. Storage trials to stimulate distribution retail in-home storage condition safety and quality after storage and establish shelf life.

8. Launch & Commercialization

Finally, the launching of the product in the market. Commercialization of developed product into the market and doing its marketing and advertisement is the next process. However, to check whether the launched product making enough sales and generating profits is required.

Conclusion- Food Product Development

In conclusion to our new food product development process. And we can say that this NPD process is lengthy. But Every food manufacturer has to follow this process to grow, sustain and compete in the market.

However, This product development process may vary from manufacturer to manufacturer according to their products, services, market and area of study.

What do you guys think about this process? If you liked this article then comment below your thoughts. If you have any suggestion or feedback please comment below.

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Consumer-led eco-development of food products: a case study to propose a framework

PurposeThe purpose of this paper is to propose an agile methodology for the development of food products that has two key characteristics: (1) consumers are included as co-creators and (2) the assessment of environmental impacts plays a central role.Design/methodology/approachIn collaboration with a French small-to-mid-size enterprise, a research-intervention approach was used to test the agile methodology designed, which features three iterative runs of food product development. In each run, prototypes were presented and modified with consumers during focus groups. Life cycle analysis assessed the relative environmental impacts of the prototypes. The research data from consumers were mainly qualitative.FindingsThe main result of this work is the implementation of a methodology to develop new food products in an efficient way by integrating consumers' insights and environmental concerns simultaneously. The method was successful in integrating consumers as co-creators and in drawing attention to the potential environmental effects of different prototypes for the decision-making process.Research limitations/implicationsThe research is based on a single case study. Thus, generalisation to other companies is limited. The authors invite further research focussed on different types of companies. The methodology and the tools could be modified to suit a variety of contexts.Originality/valueThis work addresses the need for guidelines to integrate consumers and environmental considerations into the food development process by testing an agile methodology with a company. It contributes to the scope of sustainable and consumer-oriented food innovation management.

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British Food Journal

ISSN : 0007-070X

Article publication date: 23 March 2021

Issue publication date: 29 June 2021

The purpose of this paper is to propose an agile methodology for the development of food products that has two key characteristics: (1) consumers are included as co-creators and (2) the assessment of environmental impacts plays a central role.

Design/methodology/approach

In collaboration with a French small-to-mid-size enterprise, a research-intervention approach was used to test the agile methodology designed, which features three iterative runs of food product development. In each run, prototypes were presented and modified with consumers during focus groups. Life cycle analysis assessed the relative environmental impacts of the prototypes. The research data from consumers were mainly qualitative.

The main result of this work is the implementation of a methodology to develop new food products in an efficient way by integrating consumers' insights and environmental concerns simultaneously. The method was successful in integrating consumers as co-creators and in drawing attention to the potential environmental effects of different prototypes for the decision-making process.

Research limitations/implications

The research is based on a single case study. Thus, generalisation to other companies is limited. The authors invite further research focussed on different types of companies. The methodology and the tools could be modified to suit a variety of contexts.

Originality/value

This work addresses the need for guidelines to integrate consumers and environmental considerations into the food development process by testing an agile methodology with a company. It contributes to the scope of sustainable and consumer-oriented food innovation management.

• Intervention-research
• Open innovation
• Sustainability

Acknowledgements

The authors wish to thank the contributors to this project: the Région Bretagne for the financial support, the company GlobeXplore for allowing these experiments and the researchers Vincent Boly, Anne Saint-Eve, Catherine Renard, Jean-Marc Ferrandi, Gaëlle Pantin-Sohier, Gwenola Yannou-Le Bris, Cécile Grémy-Gros, Anthony Delamarre, and Aurélie Perrin for their academic support. Funding : The research project was financed by the Région Bretagne. Conflict of interest : The authors declare no conflicts of interest.

Thomas, C. , Maître, I. and Symoneaux, R. (2021), "Consumer-led eco-development of food products: a case study to propose a framework", British Food Journal , Vol. 123 No. 7, pp. 2430-2448. https://doi.org/10.1108/BFJ-11-2020-1050

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Copyright © 2021, Emerald Publishing Limited

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Case Studies: Food Science & Technology

All food science & technology case studies.

What’s in Your Food?

By Bwalya Lungu

Deep in the Weeds of Organic Farming

By Matthew S. Taylor, Mariëlle H. Hoefnagels, Mark E. Walvoord

Fishing Midst the Morning Dew

By Adela M. Acosta

Through the Grater

By Helen S. Joyner, Clinton Stevenson

Yeast Cryptography

By Brian K. Sato, Eduardo Cruz-Hinojoza, Duyen Dinh-Dang

Aisles of Confusion

By Justin A. Pruneski, Enya J. Granados, Kaylee M. Wilburn

Snow White Apples?

By Ann T.S. Taylor

Organic Food

By Suzanne R. Carpenter, Richard H. Wallace

Gastronomic Gastroenteritis at The Fat Duck

By Nienke E. van Houten

Potato Chip Problems

By Helen S. Joyner, Brennan Smith

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Sustainable Development Goals and Agro-Food System: the Case Study of the Future Food Institute

• Published on January 14, 2021

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Circular construction. Rethinking construction processes and energy consumption in construction and buildability transformation

Circular Built Environment Working Group: exploring social dimensions and measuring circularity in the buildings and construction sector

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Case studies in food product development

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Creators/contributors, contents/summary.

• Part 1 Introduction: New product development: systematic industrial technology. Part 2 Product development strategy and management: The multinational food business - strategic, organisational and management issues for product development
• The Food Research Centre - assisting small and medium sized industry in Southern Thailand. The Supermarket Industry - private label brand development
• Rural Agroenterprise - cassava development in Latin America. Part 3 Product development process: From farm to consumer - pioneering an early nutraceutical, Stolle milk
• From concept to international company - development of a new pet food product
• From kitchen to market - first came the oat cake, now the oat bake, a traditional product for today's consumers
• From basic research to marketable product - success and failure of instant baked potatoes. Part 4 Technological development: Radical process development - cutting techniques for an aerated sugar confectionery
• Process innovation from research and development to production in a large company - development and commercialisation of a low temperature extrusion process
• Up-scaling from development to production by small manufacturers - fishing, baking and sauce industries
• Spirit of entrepreneurship in commercialisation - product and process development of coconut beverage mix. Part 5 Consumer and market research: Sensory testing in the product development process - the sensory researcher as a trusted advisor
• Consumer research in the early stages of new product development - market-oriented development of meal compliment beverages
• Consumer research in product design - market-oriented development of healthy vegetable-based food for children
• Customer-centric product development - supermarket private label brands. Part 6 Product development in practice: Product design, process development and manufacturing - a roadmap for the technologist
• A roadmap through marketing and launching in product development. Part 7 Education for new product development: Effective education for product development - building new product development courses in Thailand.
• (source: Nielsen Book Data)

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Unveiling the Taste of Success in Food Delivery App Development – 3 Business Case Studies

Statistical Facts about Food Delivery Apps – Because Numbers Don’t Lie

Global growth of food delivery apps, revenue generation from the food delivery market, mobile app usage trends.

• Impact of Global Pandemic - COVID-19

Benefits of Food Delivery Mobile App Development

Increased reach and higher revenue, eliminates the entry barriers, unmatched convenience for consumers, personalized user experience, increased user engagements, predictive analytics, appinventiv: a pioneer in food delivery app development, kfc case study, pizza hut case study, domino’s case study, food delivery app development cost, how to make a food delivery app, leverage appinvenitv’s experience to build a food delivery app.

In a world of evolving lifestyles and constant motion, how we dine is changing dramatically. We crave something quick and convenient to satisfy our culinary desires. And as our culinary cravings meet the digital age, food delivery applications emerge as a revolutionary solution, redefining how we enjoy the delights of gastronomy.

In today’s fast-paced and digital landscape, on-demand delivery apps have become an inseparable part of modern lifestyle, with their widespread popularity and penetration in our lives continuing to grow.

The proliferation of food delivery apps has contributed to a significant diversification of culinary choices available to consumers. According to industry reports, users now have access to an extensive array of restaurants and cuisines at their fingertips, fostering a culture of exploration and discovery within the realm of gastronomy.

So, what factors contribute to the immeasurable success of food delivery apps? Well, the primary driver is a food delivery app development company that fuels the fire of building a cutting-edge solution that can efficiently satiate consumers’ desire for convenience and culinary cravings.

Appinventiv, a leading player in app development, plays a pivotal role in building next-generation restaurant applications . We have a proven track record of redefining the success of food delivery giants like KFC, Pizza Hut, and Domino’s.

Let’s get a sneak peek into the growing dominance of food delivery mobile app development, the statistical facts, cost, process, and case studies of food delivery businesses.

The evolution of food delivery services has been marked by a surge in demand for digital applications. Changing consumer preferences, coupled with the need for speed and convenience, have driven the adoption of food delivery apps. Let’s throw light on some statistical facts about food delivery services:

According to Statista , the global food delivery market hit $2.52 trillion in 2021 and is anticipated to cross $4.43 trillion by 2028, growing at a CAGR of 9.9% from 2021 to 2028. This underscores the sustained and robust growth of the food delivery industry.

The global revenue from the online food delivery market is projected to reach a value of $329.7 billion by 2027. This growth trajectory demonstrates the massive potential for businesses to capture a significant market share.

As of 2022, the number of mobile app downloads related to food and drink worldwide amounted to about $717 million. This statistic highlights the increasing reliance on mobile apps for food-related activities, from ordering meals to exploring new culinary experiences.

Impact of Global Pandemic – COVID-19

The pandemic accelerated the adoption of food delivery apps, with a surge in demand for contactless dining options. A McKinsey report noted a 78-93% increase in the use of food delivery apps during the early stages of the global health crisis.

The food industry is growing exponentially, giving entrepreneurs countless reasons to invest in food delivery app development and emerge as key players in this rewarding sector. Here are some of the reasons why leveraging the power of food delivery apps can be highly profitable for businesses:

For the restaurant industry, using a mobile app translates into capturing a broader consumer segment worldwide, satisfying the needs of potential users who might otherwise miss their offerings. This extended reach can significantly boost sales and increase revenue, contributing to the overall growth and success of the restaurant.

DoorDash is a leading example of a global food delivery business, catering to customers’ culinary needs across Canada, Australia, and the US.

The food delivery sector is well-regarded for its minimal entry barriers, fostering an environment that readily embraces emerging startups and entrants. Unlike traditional businesses that require substantial initial investments and intricate infrastructures, the on-demand food delivery solutions empower aspiring entrepreneurs to start their food delivery ventures with comparatively modest investments.

Also Read: 3 Top Reasons to Invest in a Mobile App for Your Restaurant

Mobile apps bring unparalleled convenience to food lovers, bringing a host of culinary items from different regions to their fingertips. With just a few taps on their smartphones, users can effortlessly browse through diverse menus, place orders, and track their deliveries in real-time. This streamlined process eliminates the need for traditional methods like phone calls or physical menus, offering a great level of convenience that aligns with today’s fast-paced lifestyle.

Mobile apps enable a personalized user experience, allowing businesses to tailor their offerings based on user preferences and behaviors. With the emerging integration of data analytics and artificial intelligence in the restaurant industry, businesses can predict customer choices, suggest personalized menus, and even offer exclusive discounts or coupons. This level of personalization enhances the overall user experience and increases their loyalty to the brand.

A feature-rich food delivery app enables restaurants to interact actively with their customers through push notifications , messages, emails, or even chatbots . This helps businesses inform users about their latest offers, loyalty programs, and lucrative deals and discounts, keeping them engaged in your offerings.

Mobile apps provide restaurant owners with valuable data analytics . From tracking order trends to comprehending peak hours, these insights empower businesses to make informed decisions. Additionally, mobile apps streamline the ordering and delivery management process, reducing the risk of errors and ensuring operational efficiency.

These are some of the most common benefits of food delivery app development . As technology advances, businesses that opt for mobile app solutions are poised to experience more transformational advantages and sustained success in the competitive landscape of the food delivery industry.

Related Article: A Comprehensive Guide on Using Predictive Analytics for Mobile Apps

We, as a leading IT company, have established ourselves as a frontrunner in app development, particularly in the food delivery sector. With a proven track record and a commitment to innovation, we have successfully crafted innovative solutions for global businesses that elevate user experiences and drive growth.

Our approach involves a meticulous understanding of client needs, leveraging cutting-edge technologies, using the best security measures, and delivering apps that stand out in the competitive market.

Let us elucidate the case studies of three business giants in the food industry and witness how we turned their distinctive vision into an enticing reality, capturing the eyes of users worldwide.

KFC , a leading fast-food company with a global presence in 150+ countries, operates under Americana Group in the Middle East and is the world’s second-largest restaurant chain.

Challenges Faced by KFC

• Nearly 90% of KFC’s total orders were coming through aggregator apps, raising concerns about the brand’s dependency on third-party platforms.
• With a significant portion of orders funneled through aggregator apps, KFC faced increased operational costs and the risk of potential damage to the brand’s digital image.
• The challenges escalated when KFC started receiving negative reviews on its own platform, primarily related to a poor user experience.

Appinventiv’s Strategic Solution

KFC, facing such challenges in the Middle East, turned to Appinventiv for a comprehensive solution with a vision to develop seven KFC mobile applications within a year. We took these challenges as an opportunity to prove our expertise by building a robust direct-to-consumer digital channel for KFC.

We developed seven custom food delivery apps in the Middle East across – the UAE, KSA, Kuwait, Egypt, Qatar, Bahrain, and Oman, ensuring a personalized user experience for specific regions and demographics.

Results and Impact

The development and launch of seven KFC mobile applications within the stipulated timeframe helped KFC witness a transformative shift in its digital delivery channel, leading to significant positive outcomes:

• 22% increase in conversion rate
• 4.5 average rating on the Google Play Store and App Store
• Over 50% of the total orders coming through the app
• Over 60% increase in repeat purchases across channels
• Highest customer lifetime value across all order modes
• Reduced resilience on aggregator apps from 90% to 50%
• 30,000+ orders filled through the app per day.

Pizza Hut , one of the largest multinational restaurant chains, operates 17,639 restaurants worldwide as of 2020.

Challenges Faced by Pizza Hut

• Pizza Hut faced challenges in maintaining a strong digital presence. Their existing app struggled to keep pace with modern standards, hindering its performance.
• The app lacked an extensible and scalable architecture, limiting its ability to adapt to the evolving needs of today’s digital age.
• Customers encountered difficulties navigating the app, placing orders, and enjoying a seamless interaction with Pizza Hut’s offerings, leading to poor user experience.

Our team of 1200+ tech evangelists recognized the need for a comprehensive overhaul of Pizza Hut’s app. Thus, we conducted thorough research to understand the unique needs of Pizza Hut’s target audience and created a user-friendly design that resonated with users, ensuring a more personalized and engaging experience.

To meet industry standards, we leveraged the latest tools and technologies to enhance the app’s functionality and keep it at the forefront of trends.

The redesigned app provided Pizza Hut with a revitalized digital presence, aligning with industry standards, meeting users’ expectations, and elevating the brand’s image in the digital space, which resulted into:

• 50K app downloads
• 30% increase in conversion rates
• 7 seconds increase in screen transition time
• Improved customer engagement and business growth
• Increased user interactions and order placements

Domino’s is a well-recognized powerhouse of pizza delivery worldwide, operating over 14,000 pizza restaurants in 85+ countries and delivering more than 1.5 million pizzas every day.

Challenges Faced by Domino’s

• Domino’s experienced a rising bounce rate on their mobile app, indicating that users were navigating away without completing orders.
• The company faced challenges in retaining customers and received negative reviews in terms of poor app experience, difficulty in placing orders, and an in-app user journey.
• One of the major concerns the brand faced was subpar UI/UX design , which led to a decrease in customers’ attention and engagement on the brand’s app.

Domino’s collaborated with us to resolve its pressing challenges and redefine its business identity in the market. We started the journey with a deep analysis of the core issues hindering the performance of Domino’s pizza delivery app. We dove deep into customers’ reviews and pinpointed the problem area that was making users’ in-app journeys complex.

We developed strategic solutions to revamp the UI/UX design, streamlining the app’s functionality, making it more efficient, and enhancing the overall user experience.

• The collaboration with Appinventiv facilitated the reinvention of Domino’s business image, reinforcing its position in the competitive food delivery market.
• Our refined UI/UX strategy reduced the bounce rate and increased the mobile app conversion rate by 23%.
• The UI/UX redesign contributed to a significant improvement in customer engagement. The users who were once leaving the app without placing the orders now spend time within the app to track their orders in real time.

When planning to make a food delivery app like KFC, Pizza Hut, or Domino’s, people often contemplate the restaurant app development cost . While the cost to build the latest food delivery app is one of the most crucial considerations, it is challenging to quote an exact amount as the Pizza Hut, Domino’s, or KFC food delivery app development cost significantly varies depending on multiple factors.

Some of the most important factors that affect the food delivery application development cost are:

• The intricacy and sophistication of the app’s design, level, features, and functionalities.
• The number of third-party plugins available in the app to improve user engagement.
• The targeted platform (Android, iOS, or cross-platform ) on which the app will run.
• Intensity and frequency of regular maintenance and updates required to ensure the apt app performance.
• The geographic location of the chosen mobile app development company. For instance, developers in regions like the US or the UK charge a whopping amount of $90-$110 per hour, while developers in India typically charge a more budget-friendly price, i.e., $20-$70 per hour.

On average, KFC, Pizza Hut, or Domino’s food delivery app development costs range between $30,000 to $300,000 or more, depending on the aforementioned cost-influencing factors.

Here is a visual presentation of the factors affecting food delivery mobile app development cost

There is no better way to tap into the flourishing food market than to make a feature-rich application for your business. However, making an app for food delivery is a complex and challenging process, requiring professional expertise and experience in building similar applications.

The food delivery app development process is quite similar to building any other mobile app. It passes through the same stages of project planning, design conceptualization, feature integration, coding and development, rigorous testing, and ultimate deployment.

In straight terms, developing a food delivery app like KFC, Pizza Hut, or Domino’s requires meticulous planning, visually appealing UI/UX design, the right tech stack, seamless feature integration, and continual maintenance.

Thus, you must consider outsourcing your project to a professional app development company to ensure a smooth and successful food delivery app development process. Collaborating with an experienced restaurant app development company with a proven history of developing similar solutions not only improves your chances of building a successful solution but also ensures its ongoing success in the competitive market.

For an in-depth understanding of the food delivery application development process, delve into our comprehensive guide on Mobile App Development for Businesses .

You may like to know: How to start your own food delivery business.

Appinventiv’s expertise in food delivery mobile app development has played a pivotal role in revamping the applications of industry giants – KFC, Pizza Hut, and Domino’s, redefining their brand image.

We are committed to shaping the future of food delivery apps through the effective utilization of cutting-edge technologies, innovative solutions, a deep understanding of market dynamics, and a commitment to staying ahead of industry trends.

These case studies serve as a testament to the transformative impact that our strategic app development services can have on the success of food delivery businesses.

So, if you also want to create a food delivery app like KFC, Pizza Hut, or Domino’s, don’t hesitate to partner with us . Our skilled team will stand by you throughout the food delivery app development process, helping you take your business to greater heights.

Q. What features can be added to build a food delivery app?

A. Building a successful food delivery app requires incorporating multiple features to enhance user experience. Mentioned below are some of the most essential features to add to a food delivery app :

• User registration and profiles
• Real-time order tracking
• Secure payment gateway
• Search and filters
• Rating and reviews
• Promotions and discounts
• Multiple platform compatibility
• Referrals and rewards
• Push notifications
• Multi-language support
• Geolocation services
• Social media integration
• Customer support chatbot
• Offline accessibility
• Analytics and reporting

Q. How much time does it take to make a food delivery app?

A. The time required to develop a food delivery app can vary significantly based on several factors, including the app’s complexity, choice of platform (iOS, Android, or hybrid), feature list, tech stack, UI/UX design, and the location of the app development company.

On average, a simple app with basic features can take around 4 to 9 months to develop, while a more complex app with advanced features may take 9 months to a year or more.

You should define your clear project objectives and discuss your app idea with an experienced development team to know the exact timeline it will take to bring your vision to life.

Q. How much does it cost to develop a food delivery app?

A. Determining the cost of developing a food delivery app involves considering various factors such as the app’s features, complexity, platform choice, design intricacies, and the location of the development team.

On average, food delivery app development costs range between $30,000 to $300,000 or more.

How Much Does It Cost to Develop an App Like KFC?

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How to Start Your Own Food Delivery Business in 2024?

You might be running a restaurant already or in the process of starting one, but shifting online would help you expand better. and even though it might seem like a task to start a food delivery business from scratch, you only need a brilliant idea, the right software development team, and the motivation to make….

How to build an online food delivery app like Talabat?

Technology is paving its way in the food industry rapidly. the ease and convenience of ordering food and quick deliveries are changing how food businesses operate. with the ease of ordering online, the growth in the online food delivery application has shown a steep upward trend. as per the report by statista, the number of….

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Applying Industry 4.0 to Food Safety

Industry 4.0 relies on a group of disruptive technologies to drive insights and speed in decision-making. This article demonstrates the potential benefits that can be created and captured across a food business through thoughtful and deliberate application of Industry 4.0 technologies.

Developing Food Safety Leadership Skills: Building the Workforce of Tomorrow

This article, authored by speakers summarizing their workshop at the 2023 Food Safety Summit, explores components for food safety professional development and business management to help empower food safety leaders throughout their careers and in their day-to-day work.

Root Cause Analysis: Putting It to Work for You

At the 2023 Food Safety Summit, a dynamic workshop brought together leading experts to introduce the concepts, methods, and different tools of root cause analysis (RCA). Participants learned how to dig into systems and find meaningful data to identify the root causes of issues develop impactful solutions that prevent problems from recurring. An RCA session at the 2024 Summit will further explore these concepts. This article discusses applied RCA and the Food Safety Summit associated education offered on this topic.

Global Case Study on FSMS Implementation in Small- to Medium- Sized Companies in Developing Regions

A recent review of case studies on food safety management systems (FSMS) in small- to medium-sized food businesses in developing regions around the world has painted a picture of global FSMS developments and identified the constraints and advantages associated with their implementation.

A Melting Pot of Cultures—and Microbial Risks

The U.S. and Canada are melting pots of cultures, and one of the most evident expressions of this diversity can be found in the variety of ethnic foods available in markets. While the influx of these foods has brought new and exciting flavors to North American palates, it has also brought the risk of new microbial hazards.

Salmonella Outbreak Linked to Italian-Style Meats

Since early 2022, CDC and FDA have investigated an ongoing Salmonella outbreak linked to Italian-style meats. The outbreak has affected at least 36 people across 17 states.

Using Frontline Feedback to Nudge Food Safety Culture Improvements

To improve the food safety culture of an organization, it is critical that a key focus be the frontline employees. A proven tool to improve frontline employee engagement in effective food safety behaviors is the concept of "nudging"—a regular cadence of small, easily controlled, and easily taken actions to make a change process more effective, manageable, and sustainable. This article will showcase real-life examples of nudging and share successful examples.

Recent Outbreaks of Listeriosis Linked to Fresh, Soft Queso Fresco-Type Cheeses in the U.S.

This article presents the key findings of outbreak investigations from 2014–2021 that have been linked to the consumption of fresh, soft queso fresco-type cheeses in the U.S. The authors outline some of the specific circumstances that small manufacturers of all cheeses may encounter in an effort to provide lessons learned and highlight available resources.

Looking Back: E.coli O157:H7 and the Legacy of Dr. David Theno

This article looks back at the events of the 1993 E. coli  outbreak associated with hamburgers served at Jack in the Box restaurants along the U.S. West Coast, examining the regulatory changes inspired by the fatal outbreak and its impact. Also discussed are the corporate and industry changes, spearheaded by Dr. David Theno, that set new standards for leadership and management in foodservice and food safety. 

How to Adapt Food Safety Culture Efforts to Functional Ways of Working

Food safety guiding principles are the same for all companies, but how they are used is dependent not only on the uniqueness of the company but also upon the biases and culture inherent to the company. The latter are often underestimated in their importance and impact. To address these topics, Food Safety Magazine recently hosted a webinar that featured a group of experienced senior leaders and a food safety culture expert as the panelists and moderator, which this article summarizes.

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Columbia Bars Student Protester Who Said ‘Zionists Don’t Deserve to Live’

After video surfaced on social media, the student, Khymani James, said on Friday that his comments were wrong.

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By Katherine Rosman

Katherine Rosman reported from the campus of Columbia University.

Columbia University announced on Friday that it had barred from its campus a leader in the pro-Palestinian student protest encampment who declared on video in January that “Zionists don’t deserve to live.”

Video of the incendiary comments resurfaced online Thursday evening, forcing the school to again confront an issue at the core of the conflict rippling across campuses nationwide: the tension between pro-Palestinian activism and antisemitism.

The student, Khymani James, made the comments during and after a disciplinary hearing with Columbia administrators that he recorded and then posted on Instagram.

The hearing, conducted by an administrator of the university’s Center for Student Success and Intervention , was focused on an earlier comment he shared on social media, in which he discussed fighting a Zionist. “I don’t fight to injure or for there to be a winner or a loser, I fight to kill,” he wrote.

A Columbia administrator asked, “Do you see why that is problematic in any way?”

Mr. James replied, “No.”

He also compared Zionists to white supremacists and Nazis. “These are all the same people,” he said. “The existence of them and the projects they have built, i.e. Israel, it’s all antithetical to peace. It’s all antithetical to peace. And so, yes, I feel very comfortable, very comfortable, calling for those people to die.”

And, Mr. James said, “Be grateful that I’m not just going out and murdering Zionists.”

In announcing their decision to bar Mr. James from campus, the university did not make clear if he had been suspended or permanently expelled.

Other protest groups condemned the comments and pointed out that one student’s statements do not reflect the tenor of the movement as a whole. But the remarks were widely shared on social media and go to the heart of a question that has animated criticism of the protests: How much of the movement in support of the Palestinian people in Gaza is tainted by antisemitism?

College administrators have pledged to Congress that they will take swift action against hateful attacks on Jewish students and antisemitic threats. “I promise you, from the messages I’m hearing from students, they are getting the message that violations of our policies will have consequences,” Columbia’s president, Nemat Shafik, told congressional leaders last week.

On Friday, a school spokesman said, “Calls of violence and statements targeted at individuals based on their religious, ethnic or national identity are unacceptable and violate university policy.”

Brian Cohen, the executive director of Columbia/Barnard Hillel, the center for Jewish campus life, described Mr. James’s statements as dangerous. “I think students who make comments like that don’t belong on campus,” he said.

Noa Fay, 23, a first-year student at the School of International and Public Affairs, said she was shocked by the “unabashedness” of the video. “It’s one of the more blatant examples of antisemitism and, just, rhetoric that is inconsistent with the values that we have at Columbia,” she said. “I was mostly very surprised to see that it was just so out in the open.”

Early Friday morning, Mr. James posted a statement on social media addressing his comments. “What I said was wrong,” he wrote. “Every member of our community deserves to feel safe without qualification.” He noted that he made these comments in January before he become involved with the protest movement and added that the leaders of the student protests did not condone the comments. “I agree with their assessment,” he wrote.

Mr. James did not respond to a request for comment, and student protesters declined to address the matter at a news conference on the Columbia campus Friday afternoon.

But in an interview earlier in the week, Mr. James drew a distinction between the ideas of anti-Zionism, which describes opposition to the Jewish state of Israel, and antisemitism. “There is a difference,” he said. “We’ve always had Jewish people as part of our community where they have expressed themselves, they feel safe, and they feel loved. And we want all people to feel safe in this encampment. We are a multiracial, multigenerational group of people.”

Sophie Ellman-Golan, the communications director of Jews for Racial & Economic Justice and a Barnard College graduate, said she found Mr. James’s comments awful and upsetting but she added that it was clear his views did not represent those of the other campus protesters.

Ms. Ellman-Golan said that in her 10 years as an organizer, there were always people who tried to inject hateful messages into public action, and that such messages tended to be amplified by those looking to smear entire movements.

“For people who want to believe that characterization, that our movements are inevitably and permanently hostile to us as Jews, this is catnip, right?” she said. “It’s irresistible.”

A spokeswoman for Jewish Voice for Peace, a pro-Palestinian advocacy group, said in a statement that the organization was glad Mr. James had realized he was wrong and had acknowledged that his words were harmful.

“We believe that all people have the capacity to transform — many of our own members once supported Israel’s violence against Palestinians,” the statement said, adding that “within the movement we are committed to holding one another accountable to respecting the dignity of all human beings.”

One student protester who is Jewish and who has spoken to Mr. James about the video said she believed he was committed to nonviolence and acceptance of all people. She said that he had reacted emotionally after being trolled online and that it was unfair that his decision to vent his frustration on social media was being used against him.

It remains unclear how many students are directing the Columbia protests, but Mr. James, 20, emerged as a public face of the demonstrations this week when he led a news conference to assert the demands the movement is making of the Columbia administration.

“This encampment — a peaceful, student-led demonstration — is part of the larger movement of Palestinian liberation,” Mr. James said at the conference.

In his biography on X, he calls himself an “anticapitalist” and “anti-imperialist.”

Mr. James was raised in Boston, and graduated from Boston Latin Academy, according to a 2021 interview with The Bay State Banner.

He told The Banner that at Columbia, he planned to study economics and political science. “The ultimate destination is Congress,” he said.

Eryn Davis , Stephanie Saul , Olivia Bensimon and Claire Fahy contributed reporting.

Katherine Rosman covers newsmakers, power players and individuals making an imprint on New York City. More about Katherine Rosman

Groundwater potential modelling and aquifer zonation of a typical basement complex terrain: a case study

• Published: 29 April 2024

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• Philips Omowumi Falae   ORCID: orcid.org/0000-0001-9407-1229 1  

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Geophysical exploration utilizing Vertical Electrical Resistivity (VES) techniques was employed to analyze aquifer characteristics and their impact on groundwater potential and vulnerability in the study area. The primary objective was to investigate the nature and groundwater-yielding potential of the area under scrutiny, comprehending the roles played by various aquifer parameters and their influence on the groundwater potential and effective characterization of hydrogeological units. To achieve the defined study objective, the electrical resistivity method was applied, employing Schlumberger electrode arrays with a maximum electrode separation (AB/2) of 50 m across 30 distinct locations for data acquisition. The acquired geoelectrical sections were subsequently utilized to generate contour maps for the aquifer parameters. The comparison of the diverse contour maps, depicting variations in hydrogeological parameters in multiple ways, proved to be insightful. The findings revealed that the overall trend of groundwater potential within the selected area is low, as indicated by Aquifer resistivity (17–678 Ωm), hydraulic conductivity 0.004–0.047 m/s), transmissivity (0.003–1.130 m 2 /day), and porosity (− 9.71 to 11.73). The groundwater potential Index map produce shows that the area is predominately made up of medium to low groundwater potential. About 56% of the area under investigation falls within the medium groundwater potential, followed by low (32%), High (10%), and very low (2%). The GWPI map created for the area can be instrumental in designing appropriate groundwater exploration and management strategies within the region, serving as a roadmap for the further expansion of research efforts.

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Ayodeji K Ogundana & Philips Omowumi Falae

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Ogundana, A.K., Falae, P.O. Groundwater potential modelling and aquifer zonation of a typical basement complex terrain: a case study. Environ Dev Sustain (2024). https://doi.org/10.1007/s10668-024-04940-8

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Received : 24 April 2023

Accepted : 16 April 2024

Published : 29 April 2024

DOI : https://doi.org/10.1007/s10668-024-04940-8

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