Key Success Factors for the Development of Innovative Antibiotic Replacement Products to Accelerate Growth in Broilers

Abstract

The issue of drug-resistant bacteria and the ban on antibiotic growth has encouraged research into new additives for the broiler chicken industry, from the point of view of environmental, social, governance sustainability, and material sciences management. This study aimed to examine the newest innovative antibiotic replacement products using a mixed method of planning and development schemes. Firstly, the qualitative method was conducted to evaluate the voices of 15 key users to examine product composition through an engineering technique and the quality function deployment (QFD) method. A prototype was proposed, containing a combination of nutraceuticals, including medium-chain fatty acids, short-chain fatty acids, oregano essential oil, and sweet basil essential oil, delivered in drinking water and as a feed additive through nanostructure lipid carrier (NLC) technology. The quantitative research summarized the compositions in terms of improving the growth performance of poultry, based on 280 responses. By using confirmatory factor analysis (CFA), the key factors of a successful antibiotic replacement are that they should be standardized and must follow regulations, be perceived as easy to use, satisfy performance expectations, address industry concerns, be innovative, offer an appropriate product and physical characteristics to the farm, and be presented alongside sales opportunities and marketing. It is concluded that such a hybrid of product development and innovation will lead to novel and appropriate products in the marketplace.

1. Introduction

1.1. Research Background

The problem of antimicrobial resistance is of increasing concern; approximately 700,000 people have already died, as a result, while over 10 million people are expected to lose their lives because of resistance in the next 35 years [1]. The Global Action Plan (GAP) on antimicrobial resistance is regulated under the One Health approach, regulated by the tripartite comprising the World Health Organization (WHO), the World Organization for Animal Health (WOAH), and the Food and Agriculture Organization (FAO) [2]. Because of this regulatory structure, each country must have its own National Action Plan regarding antimicrobial resistance to reduce drug resistance in humans, help identify the cause and origin of antimicrobial resistance, and prevent contamination from animal products. The European Union was the first governing body to act by banning the use of antimicrobials to promote animal growth and prohibiting antibiotics in 25 animal species. Along with the EU [3], China announced the termination of antimicrobial substances for growth performance in 2020 and later ended the manufacture of antimicrobial drugs in 2021 [4] The high stock density and intensive raising method escalates the risk of bacterial contamination, thus increasing the demand for antimicrobial replacements made from natural products [5].

There are both advantages and pitfalls to the termination of antimicrobial drug use. Consumers are reassured that animal products do not contain antimicrobial residues. Therefore, the consumers’ likelihood of experiencing antimicrobial resistance is then extremely low. However, farmers experience challenges in maintaining the quality of the meat; prohibiting the use of antimicrobials increases the susceptibility to disease and the stress levels of the animals [6]. These changes have negative effects on growth performance, average daily gain, feed conversion ratio, and the cost of production. Moreover, animal products are contaminated with pathogenic bacteria, e.g., Salmonella spp., Clostridium spp., and Listeria spp. [7].

The alternative design of antibiotics offers a solution to the livestock industry. The products in the industry usually share common traits, including the materials that follow the market needs. Currently, most alternatives to antimicrobial drugs are natural products, particularly nutraceuticals such as organic acids, short-chain fatty acids, medium-chain fatty acids, enzymes, prebiotics, probiotics, fibers, herbs, and essential oils [8]. The combination of antimicrobial alternatives and modern farming systems made the animals healthier and reduced the use of antimicrobials; however, research into the replacement of antimicrobials has not yet been successful. The alternative substances alone cannot reach the same level of effectiveness as the antimicrobials [9].

Building sustainability in the food and agriculture industry must involve specific characteristics, such as food safety and food security, throughout the production chain. Product planning and development is a pathway toward understanding customers’ demands and creating a new business opportunity [10]. The new product needs to surpass those already in the market to generate a higher income for the company. It is recommended that business owners should study the market, including the market needs, competition structure, and consumer behavior [11]. Customer-led product development was established in 1990 by connecting marketing activity to customer services and research and development within the organization itself [12]. A customer-centric strategy prioritizes the current and upcoming issues that could arise for the customers [13] In the agriculture and feed industry, innovative approaches toward new products and services revolve around the following components: change in customer behavior in response to society, the economy, and technology [14], the customer-centric market [15], finding balance in the limited resources available for an increasing population [16], product development that consistently considers the company’s technology and customers’ demand [17], find the market opportunity by studying the market and the customers’ responses throughout the product development process [18], and acquiring customer demand from studying the market or through personal experience when working with the customers [19].

Industry insights regarding customers’ demand and product development suggestions could be acquired from experienced product consumers (users), early adopters and advanced users who can deal with problems independently (lead users), and the people at either end of the spectrum of product users (extreme users). Among the three groups of target users, the lead users usually encounter business issues ahead of the rest of the marketplace. They are able to obtain solutions and put forward benefits from new innovations [20]. This approach is recommended when the organization works collaboratively with the target consumers in planning, taking action, and adjusting the workload to suit both parties. Especially in a competitive environment, the creation of open innovation requires constant communication from both parties [17]. It is recommended that researchers should categorize the acquired data based on importance, which could facilitate the process of relating the customers’ feedback to areas of the company [11]. Therefore, this study has constructed a strategic approach to planning and developing food and nutraceutical products as an antibiotic alternative or as an antimicrobial replacement product. By studying the farmers’ problems, the ultimate goal is to create accurate and efficient solutions with an emphasis on food security, sufficient protein content, and relevant and high-quality products for a reasonable price, in order to increase the quality of life for humankind and reach sustainable development goals [4].

1.2. Research Motivation and Purpose

Currently, the number of innovative product planning and development tools for animals available to users is limited. The majority are mainly designed for the pharmaceutical and food industry and are distinctly separate from those of the feed industry regarding animals. Hence, this study aimed to examine new and innovative antibiotic replacement products using a mixed method of planning and development involving customers’ insights and demands. The degree of newness of nutraceutical product innovation is unique at the industry level. This study will help to prolong sustainable innovation for world livestock farming and the food industry since it lessens antimicrobial usage while keeping the animals healthy and reducing the likelihood of contamination [21,22]. Balanced gut health is beneficial to overall broiler performance and, by extension, the environment corresponding to the BCG model (biology, the circular economy, and the green economy), which will drive the country toward reaching the United Nations’ sustainable development goals in 2030 [23].

2. Materials and Methods

The mixed research methods utilized in this study can help to deliver innovative products through the combination of customer feedback and the industry’s demand for a product planning and development process and favorable market entry. The research process began with the qualitative method to study market needs and new product recommendations. To develop product planning, parts development, process planning, and process control, the participants’ responses were categorized and analyzed using the quality function deployment (QFD) technique. The results from the initial study helped shape the selection of product composition and delivery system for product testing. The quantitative study further established the model for the sustainable innovative planning and development of products suitable for the market and industry.

2.1. Qualitative Method

The qualitative research method was employed via the purposive sampling of 15 stakeholders in the broiler chicken business (7 users, 6 lead users, and 2 extreme users). The data from in-depth interviews were collected and examined iteratively until no new dimensions emerged, indicating information saturation, then the data were categorized appropriately [24]. The participants were asked about their company’s value in the industry, product usage, and product benefits [25]. The categories in this study were organizational goals, common issues, product application, regulations and standards, and innovativeness. The NVivo™ computer software (version 10 free trail, QSR International (Americas) Inc., Burlington, MA, USA) was used to analyze the data.

2.2. Quality Function Deployment (QFD)

The information gathered from the qualitative study samples was broken down into customer requirements and design requirements. The association between the two aspects was evaluated using an engineering technique called Quality Function Deployment into 4 “houses of quality”, as shown in Appendix A [26].

House of quality 1: Product planning. Then customers’ requirements (what the customers want) were acquired based on customer satisfaction, as ascertained by the qualitative study responses. The information given displayed the preferred elements of and drawbacks to the product, which helped define quality characteristics in what form they want the product), which covered the physical features, work methods, and procedures. As a result, the properties of the potential nutraceuticals were assessed, along with the industry demand. The criteria to pin down other facets of the nutraceuticals, including safety, price, and traceable origins, in terms of natural products, essential oils, organic acids, short-chain fatty acids, medium-chain fatty acid, or suitable compounds.

House of quality 2: Part deployment. The parts characteristic of the product was built upon the findings of house of quality 1. In this section, the properties of components, technology, and product development have been determined by comparing the advantages, disadvantages, limitations, and solubility of each potential raw material. The technology selection process evaluated the physical characteristics of the nanoparticles, product outcome, shelf life, after-sale service, and innovative features. The most important criteria were that the delivering technology should be compatible with the nutraceutical compounds and should transport them directly to the target sites. The chemical and pharmaceutical properties of the delivered nutraceuticals should remain in their most effective form. This is to ensure that the product can be developed and promoted commercially.

House of quality 3: Process planning. This step oversaw the whole production process, from the raw materials selection process to the market launch. The factors that should be considered when planning an innovative product include raw material and carrier procurement, accessibility, production method, factory layout, quality and standards, factory management, and research and development. This process finalized the raw materials, machines, and equipment used throughout the production process.

House of quality 4: Production planning. When finalizing the production planning, the decision on the production process was based primarily on the customers’ feedback. This was the step in which the product idea was converted into a concrete plan. After the production process was designed, the producer would also plan the intellectual property management, a management system, and a traceable database for transparency, and plan to maintain good relationships with the customers and partners. In the end, the prototype was produced and tested in the field to evaluate the efficiency of the innovation.

2.3. Quantitative Research and Confirmatory Factor Analysis

After the prototyping product was tested, quantitative research was conducted to develop the model further to ensure that the factor components of innovative products were complete. The selection of the sample population was performed through random samplings of the farmers and personnel in the Thai broiler chicken industry. The number of samples had to be more than 5–10 times that of the questions in the questionnaire [27]. The questions about customer and market needs were designed to confirm and extend the responses from the qualitative study. On basis of the questions formulated, the composition of the new innovative product was determined by using a confirmatory factor analysis of the product composition model. The questionnaire contained the consent form, organization information, preliminary screening on the antibiotic replacement experience, customers’ needs and usage purposes, along with the participants’ information. A paper and an online questionnaire were created by linking the data to Google Drive. A QR Code, linked to the questionnaire, and the URL link were provided for the convenience of sending and completing the online questionnaire. A total of 280 responses were received. All responses were considered for product planning, while 85% of the responses were from those with previous experience (who had bought or used an antimicrobial replacement product, such as probiotics, organic acids, fatty acids, herbs, essential oils, etc.) which had been further analyzed statistically.

The data collection and quantitative analysis were conducted using descriptive statistics, including the frequency, percentage, mean, standard deviation (SD), range, coefficient of variation (CV), minimum (Min), maximum (Max), skewness, kurtosis, Pearson’s product-moment correlation, the Kaiser–Mayer–Olkin (KMO) measure of sampling adequacy, Bartlett’s test of sphericity, and confirmatory factor analysis (CFA) to confirm the observed variable of product composition [28].

3. Results

3.1. Qualitative Research for Product Planning and Process Development

In-depth interviews were performed to discover the customers’ opinions using the qualitative method. In this study, each participating sampling group offered distinct experiences, perspectives, standpoints, and creativity in terms of product planning and the development of a nutraceutical delivery system by product innovation, intended to improve broiler performance. Descriptive statistics from the sampling are detailed below.

3.1.1. Organization Goals and Market Opportunities

Approximately 26.32% of the users had set targets to terminate antimicrobial use and set the feed standard. In addition, 21.05% percent reported negative results regarding Salmonella spp. infection, while the least-adopted goals are product efficiency (10.53%) and cost reduction and productivity (5.26%).

3.1.2. Pain Points of Customers

The most encountered issue in the industry is Salmonella spp. contamination (40%). Maintaining the quality of food to the same standard as international partners, carcass yield quality and the risk of diarrhea have also been users’ concerns (26.67%, 13.3%, and 6.67%, respectively).

3.1.3. Critical Success Factors Preventing Antibiotic Replacement Use

Approximately 33.33% of respondents commented that it is challenging to overcome Salmonella spp. contamination since it can be transmitted from breeder to broiler (vertical transmission). The bacteria can be hidden in the liver and ovary. Hence, these bacteria are released and infect the host body when animals experience stress. The current antibacterial replacement products in the industry cannot resolve the diarrhea problem in broilers (22.22%). Other responses referred to the higher price of replacement products than the antimicrobial drugs, while the strong smell was referenced by 5.56%.

3.1.4. Customer Needs

In terms of product quality, 26.32% of respondents required the product to be free from heavy metal contamination and carry traceable documents, while 10.53% wanted the product to satisfy international partner criteria for exporting. The antibacterial product should also have an innocuous to no smell, should easily dissolve in water, should not leave sediments in the drain, must control bacterial contamination and other related problems, have high stability, and be stored in opaque containers (5.26%). In terms of price, 42.86% of the users accepted around 9–15 cents/bird. In total, 21.43% wanted the price to be close to the market price, while 14.29% had a set budget for price/treatment. In terms of the producers, the manufacturer should be certified for both Thai and international production standards (31.58%). The producing company must exhibit its transparency on the documents (26.32%). As for the innovativeness of the product, 10.53% said that the producers should have ownership of the technology and value-added features (5.26%). For customer services, the key person responsible for the customer experience is the staff member working most closely with the farm veterinarian and their support team (33.33%). Other factors include express delivery, the product’s certificate of analysis (COA), improvements in the product quality, and customer factory visits (16.7%).

3.1.5. The Factors of Decision-Making

Half of the responses corroborated the respondents’ satisfaction with the trial outcomes, such as water-dissolving ability; the effect on the broilers’ appetite, drinking, and eating patterns was the main driving force. Of the respondents, 25% agreed that the company profile and certification also played an important role. The product had been registered with the Department of Livestock Development in Thailand and met the criteria of the partner countries (16.7%). The technology and innovative features of the product, with clarified measurements, were also part of this determination (8.33%).

3.1.6. Key Success Factors

Currently, the users believed that the industry pain points could be addressed with an efficient product that serves the objectives (30.77%). Salmonella spp. infection control is another factor to its success, along with product traceability (23.08% and 7.69%, respectively).

3.2. The Four Types of “Houses of Quality” and the Product Prototype Model According to Quality Function Deployment

Quality function deployment (QFD) helps transform the responses and demands of customers into product engineering characteristics. In other words, this tool converts thoughts and opinions into concrete factors. It is essential to have data and recommendations from consumers prior to analysis, to ensure that the resources have been prioritized appropriately [29].

There are four phases in quality function deployment, as detailed below.

3.2.1. House of Quality 1: Product Planning

The customer feedback was decoded according to the product properties by connecting customer requirements (what) to the objective of this development, the quality characteristics (how). The sample group was interested in creating a practical product innovation that could be used regularly to solve disease infection and contamination problems, such as Salmonella spp. and Clostridium spp. contamination. The technology used in this product enables the active ingredient to stay in its active form to balance the good and bad bacteria in the digestive tract. The product has various components that are different from the current products in the market in the case of both in-water and in-feed mixing methods. The product has been certified with GMP, HACCP, and FAMI-QS, as stated in the partner country’s regulations.

Ultimately, the product was declared free from chemicals, heavy metals, and other contaminants. The short-chain fatty acids in the prototype helped balance the bacteria in the gut, which improved gut health [30]. The medium-chain fatty acids elucidated disease-causing agents, such as Salmonella spp. [31]. As for the essential oil, the oregano essential oil acted as an anti-inflammatory and antioxidant [6], while sweet basil essential oil facilitated coccidiosis control [32]. These nutraceuticals have the ability to increase digestibility and balance the bacteria inside the gut.

3.2.2. House of Quality 2: Parts Deployment

In this part, we distinguished the parts characteristics of the product in terms of composition and technology. The selected nutraceuticals include short-chain fatty acids, medium-chain fatty acids, oregano essential oil, and sweet basil essential oil.

The goal of the product planning and development stages was to increase broiler growth. Since the ingredients were in solid and liquid form, nanostructure lipid carrier was selected as a delivery system because it could deliver solid and liquid lipids, as well as surfactants and emulsifiers, in one formulation [33].

3.2.3. House of Quality 3: Process Planning

Product components and technology were combined to construct the procedure, beginning with raw materials selection, sourcing, media production, the producing process, the plantation site, production standards, factory management, and research and development, and ending with the product launch [34].

3.2.4. House of Quality 4: Process Control

This complex roadmap comprises the management guidelines and suggestions to improve the product according to customer feedback. It emphasizes the decision-making method to ensure that the product meets the customers’ needs. In addition, it includes information regarding the use of a strengthened intellectual property management system and product database as a way to establish good relationships with customers and partners [35].

The advantage of qualitative research is that it focuses on the demands of customer insights by resolving current market-related issues, using the QFD’s systematic product engineering technology, and producing the guidance for product planning and development.

3.3. Quantitative Method and Confirmatory Factor Analysis

This quantitative study result was derived by qualitative study and product testing to assess the level of technology and product adoption. The factor components of the innovative products are shown in

Table 1. Factor components of an innovative product.

Factor Components	Code	Item
Industry concerns	IC	Industry problems that need to be solved
Product physical characteristics	PC	Physical characteristics of the product: packaging, smell, color
Perceived ease of use	PEOU	Ease of use for workers and animal preferences
Performance expectation	PE	Product efficiency and Benefits
Sales and marketing	SM	Sales and marketing strategy to target customers
Standards and regulation	SR	Regulations and requirements of manufacture and export
Innovativeness	IN	Innovation, new ideas, solving problems, and commercialization

, with the analyzed basic statistics in

Table 2. Basic statistical analysis of the variables in the study.

Factor Component	$\overline{\mathit{X}}$	Rank	SD	CV	Min	Max	Sk	Ku
Optimism (OPT)
Performance expectation	4.65	3	0.46	9.95	3.25	5.00	−1.58	1.85
Sales and marketing	4.19	7	0.55	13.03	2.40	5.00	−0.70	1.57
Innovativeness (INN)
Innovativeness	4.40	5	0.55	12.37	2.75	5.00	−1.23	0.93
Discomfort (DIS)
Industry concern	4.45	4	0.43	9.72	3.40	5.00	−0.61	−0.04
Standard and regulation	4.70	1	0.47	10.09	3.00	5.00	−1.92	3.39
Insecurity (INS)
Perceived ease of use	4.68	2	0.46	9.82	3.00	5.00	−1.81	3.41
Product physical characteristics	4.24	6	0.54	12.70	2.60	5.00	−1.10	1.74

.

From Table 2, it is clear that all eight observable variables had a range of 1 to 7; the lowest value was 2.40, and the highest was 5.00, with a mean of between 4.19 and 4.74 at the lowest and highest levels. The standard deviation (SD) ranged from 0.43 to 0.55, indicating that the data was distributed close to the mean. The data coefficient of variation (CV) was between 9.37 and 12.70. When considering the skewness or asymmetry of the distribution, variables were distributed in a right- to left-skewed manner. This shows that the data for all variables had a score above the mean. The skew values were between (−1.92) and (−0.61), while the kurtosis values were between −0.04 and 3.41, indicating that the variables were valid for the model analysis.

From

Table 3. Conformity index of innovative product model for broilers via nutraceuticals (after model adjustment).

Index	Model: Innovative Product Model
	After Adjusting the Model to Conform to the Empirical Data (Pass the Criteria)
Factor loading	(>0.50)	0.35–0.89
Chi-square	-	9.15
Degree of freedom (df)	-	8
Chi-square/df	(<5.00)	1.14
p-value	(>0.05)	0.33
Comparative fit index (CFI)	(≥0.90)	0.99
Goodness of fit index (GFI)	(≥0.90)	0.98
Adjusted goodness of fit index (AGFI)	(≥0.90)	0.96
Tucker–Lewis index (TLI)	(≥0.90)	0.99
Root mean square error of approximation (RMSEA)	(<0.08)	0.03
Root mean square residual (RMR)	(<0.08)	0.01

, the product composition model has been acquired via confirmatory factor analysis (CFA) using LISREL or the Amos program. The result from the programs showed significant consistency with the empirical data. The criteria used to define the conformity of the empirical data and hypothesized model in terms of chi-square/df is less than 5. The calculated chi-square/df is 1.14, which is less than 5, and the calculated p-value of 0.33 is also less than 0.05, therefore suggesting that the observed data fit with the model [28,36,37]. The conformity index for CFI, GFI, AGFI, and TLI is more than 0.90. The calculated values of CFI = 0.99, GFI = 0.98, AGFI = 0.96, and TLI = 0.99 are all higher than 0.90, which implies that the data in this study are statistically significant and fit in the model [28,37,38]. Lastly, the calculated values of 0.03 for RMSEA and 0.01 for RMR are less than the conformity criteria of 0.08 [39]. As shown above, the confirmatory factor analysis (CFA) has confirmed the accuracy and conformity between the participants’ responses and the innovative product model.

From Figure 1 and

Table 4. Confirmatory factor analysis results for the final model of the innovative product model.

Factor Components	Factor Loading		t	R2	Factor Score
	(bSE)	β
Industry Concerns (IC)	1.00	0.35	<-->	0.12	0.05
Product physical characteristic (PC)	2.21 (0.45)	0.63	4.88 ***	0.40	0.00
Perceived Ease of Use (PEOU)	2.39 (0.46)	0.79	5.15 ***	0.63	0.05
Performance Expectation (PE)	2.75 (0.52)	0.91	5.25 ***	0.83	0.13
Sales and Marketing (SM)	2.60 (0.54)	0.73	4.83 ***	0.53	0.04
Standard and Regulation (SR)	1.57 (0.31)	0.50	5.13 ***	0.25	−0.02
Innovation (IN)	3.17 (0.64)	0.89	4.96 ***	0.79	0.11

*** p < 0.001; (x) represents the standard error of measurement; <--> SE and t are not shown since they are constrained parameters.

, the composition’s factor loading of the innovative product for improving the growth performance of broilers (IGPB) can be arranged in descending order: performance expectation (PE), innovativeness (IN), perceived ease of use (PEOU), sales and marketing (SM), product physical characteristics (PC), standards and regulations (SR), and industry concerns (IC), with the element weight in the form of a standard score of 0.91, 0.89, 0.79, 0.73, 0.63, 0.50, and 0.36, respectively, which has a statistically significant weight at the 0.001 level. Moreover, there is a variance with the factor component to increase the growth performance of broilers (IGPB) by 83%, 79, 63, 53, 40, 25, and 12, respectively.

4. Discussion

4.1. Product Prototype Using the QFD Technique

Antimicrobial prohibition has affected the efficiency of broiler production and risks increased microbial contamination in broiler products for human consumption. The participants in both the qualitative and quantitative studies agreed that the livestock market was looking for a new innovative product to replace antimicrobials, thus, ultimately increasing the efficiency of broiler farms and their revenue. This product planning was principally derived from nutraceutical and delivery system selection to ensure the innovativeness of the product to the industry. From the extensive data analysis, it has been concluded that the active ingredients in the product include medium-chain fatty acids, oregano essential oil, sweet basil essential oil, and butyric acid, delivered through a nanostructured lipid carrier.

4.2. The Factor Component of Innovative Products for Improving Growth Performance

According to Figure 1, the confirmatory factor analysis (CFA) from the qualitative study suggested that the key success factors for the development of innovative antibiotic replacement products to accelerate growth in broilers is suggested to comprise 7 aspects, from the most significant to the least significant as follows: performance expectations that address a market issue, innovativeness, perceived ease of use that correlates with field production streamlining, sales and marketing to meet demand, physical characteristics of products that are suitable for farm usage, and a standards and quality control system for the product that should satisfy the government or export criteria and that conforms to industry concerns and the prohibition of antibiotics as a growth promoter [15].

4.3. Product Planning and Product Development Tools

The research method used in this study has led to novel product planning and development tools being used in the agriculture, feed, and drug industries. Novel product use in the livestock industry must be worth the investment; the product must be safe and superior to its competitors. Therefore, new product planning and development must be completed in terms of implementation and evaluation. In accordance with the product planning and development concept, fuzzy front-end (FFE), the process is divided into two phases [10]. The first phase, in the beginning, is “front end” and concerns product planning. Once an opportunity has been identified, the organization would brainstorm to generate and screen the idea. Later, the concept will be put to the test and will be developed accordingly, along with business analysis. Extensive product testing and development and market testing for commercial purposes will be investigated during the second phase, or “back end” [40].

Therefore, this study presents three key factors and four steps in the fundamental properties of innovative product development for broilers in the field of nutraceuticals (Figure 2). The tools were developed, based on the concept of sustainable innovation [41]. The prototype was evaluated in terms of improving the growth performance of broilers, identified in 3 factors. The first factor was cost and return on investment. The prototype should be at a standard level in the market. Generally, the costs of production usually come from animal feed, breeding, housing, and vaccinations. In the current case, the new innovative product can provide a solution that addresses the cost of production and increases the production ability. In terms of factor 2, the product standard must pass the tests of the control system and regulations. The product should pass the government inspection tests and the evaluation of the comprehensive manufacturer (feedmill) regarding farm standards and the product quality prior to its distribution to customers. Especially when exporting to European countries, FAMI-QS certification is required. For factor 3, which considers product performance, it is essential that products for livestock are of the best quality while considering the company’s budget for the cost of production. At the other end of the distribution line, the farmers need to be satisfied with their increased profits and efficiency after using this innovative product.

The fundamental steps of planning and developing a successful product have been developed from the technology push innovation model to the demand-pull innovation model, and from the linear-stage gate innovation model to the cycle model [42]. In addition, four crucial steps for performing cooperatively in a cycle are needed to constantly adapt and develop the product, to achieve the established objectives. Step 1 involves finding the voice of the customers and identifying customer needs to create a product objective. Identifying customer needs is the first step toward success by setting the relevant goals and encouraging customer behaviors. The business goals of the sample group are divided into two categories: integrated business for export and the broiler business for domestic consumption. The goal of the integrated business is to produce Salmonella-free broilers. Therefore, a high-quality product must pass the minimum criteria set by the company. On the other hand, the broiler business for domestic consumption aims to increase the broiler performance and improve the feed conversion ratio to minimize cost and maximize profit. The new product addition should be suitable forcurrent farm treatment and should not interfere with the daily farm management. The product must remain the same color, with no precipitate, and be easily dissolved for use in drinking water and feed for the chickens. The farmers wish for an appealing smell that makes the broilers drink more water and eat more food. If the product has an unpleasant smell, it will be rejected by both the farmer and the chicken. Most importantly, the product should be able to address current farm problems, such as diarrhea and fever. In this study, we conducted a qualitative study to gain customer insight into product development regarding customer needs, product characteristics, expectations, and standards in relation to the customer-centric approach [11]. Specifically, in open innovation and development, all stakeholders, both the producing company and the customers, work collectively to induce co-creation management [43]. In step 2, the product planning of nutraceutical selection, this continuous process focuses on product planning, starting from efficiency, physical characteristics, application, standard, product marketing, customer service, and the innovativeness of the product. Quality function deployment was used in this step. This is a scientific method that maps customers’ needs to meet the desired results, from product planning to product design. The mixed composition of the product has been identified as medium-chain fatty acids, short-chain fatty acids, oregano essential oil, and sweet basil oil. The selected nanostructured lipid carrier can deliver many types of oil-soluble and water-soluble components together [44].

Step 3 involves product development and technology identification. For this step, the product prototype is designed by taking the product characteristics identified in the product planning and technology stage into consideration [45]. The last step (step 4) is the product testing stage, to evaluate the success of product development, as shown in Figure 2 [46]. The production performance should excel compared to other products in the group, and the Salmonella spp. detection test should be negative. Ideally, the farmers would also gain more benefits from developed product value-added features, such as increasing the carcass quality to meet the market demand. The final process comprises management guidelines and offers suggestions to make a better product for both the customer and the supplier via the intellectual property management system [47]. This product planning and innovation tool allows users to utilize its systematic thinking skills; it is designed to work in a cycle that can go back and forth instead of using a one-way method [12]. The users may innovate the product in terms of every factor shown in Figure 2. The developed product will address the future problems that could arise and maximize the benefits for consumers, farmers, social response, governance process, and livestock. Moreover, this tool could facilitate management efficiency, as it is focused on the product’s unique market challenges, raw materials selection process, and the customers’ response.

The product that has been developed from this model is reproducible for resolving other market issues. Although the key success factors were developed specifically for innovative antibiotic replacement products, learning about customers’ demands directly from the users will shed light on product development in any field. The outcome would lead to workflow adjustment, which will be more efficient and will lead to a substantial product that improves society, general well-being, and the economy accordingly.

5. Conclusions

Product planning and development to replace antibiotics use in broilers has been developed using a multi-principles strategy. The study started by identifying the customer’s opinions by focusing on their demand and market discernment from both the producers’ and consumers’ points of view to create a novel product. The properties of the selected nutraceuticals are comparable to those of antibiotics. Moreover, with environmental, social, and governance sustainability management help to develop new products by making the decision to choose the materials science system and technology development, this foundation can be built upon by the product characteristics and the product delivery to satisfy the target customers. This model could reduce the time and resources spent on product planning and development and could accelerate the innovation’s entry into the market. However, since the study was conducted during the COVID-19 pandemic, the responses were gathered online, which could limit the follow-up questions and affect the data collection.

The utilized product planning and development tool helped to design a competitive alternative antimicrobial product. This form of innovative process planning is applicable to other innovative nutraceuticals product development, along with biosynthetic compounds such as protein and peptides. Therefore, such a product is recommended for feed and pharmaceutical companies. To further extend this study, the assessment tool can be applied in other livestock animals, including laying hens, swine, and cattle.