Using insects as an alternative protein source is increasingly becoming part of the future food security equation. Westerners tend to be squeamish or phobic about insects; thus, before we can manage this kind of change in the human diet, we need to start by introducing this new protein source into the animal diet. This article investigates the French consumer acceptability of farmed trout fed insect meal instead of fish meal. From an online survey of 327 consumers, the present work set out to identify the determinants of acceptability and determine how information on the benefits of insect meal for fishery resources can change the acceptability. Our statistical analysis highlights three key factors shaping the acceptability of these novel insect‐fed products, namely, being informed, gender and food neophobia. Providing information on the negative effects of overfishing and on insect meal as a viable alternative to fishmeal in aquafeed can improve the acceptability of insects as fish feed. In all, 76% of informed participants would be ready to eat insect‐fed fish against only 64% of uninformed participants. Males appeared readier to eat insect‐fed fish, and the ‘Reluctants’ class, which represented 8% of our sample, was composed of 78% females. The ‘Fans’, which represented 41% of our sample, were more likely to be males and individuals with a lower than average food neophobia score.

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This article examines the development of partnerships between multinational companies (MNCs) and large nongovernmental organizations (NGOs) through voluntary product labeling schemes. First, the economics, management, and business literature are reviewed to highlight cross-checking, consistencies, and complementarities among these disciplines to identify and analyze the motives of partnering via voluntary product labeling. This analysis shows that, through such partnerships, companies and NGOs share similar objectives, viability and visibility and exchange essential resources, information and legitimacy. The development of shared goals and the complementarity of resources are the basis for successful partnerships, but they also create a phenomenon of blurred roles between companies and NGOs. Each partner enters the other’s sphere, which allows for better communication among partners, a clear and common vision of the partnership, a mutual trust, and a symmetric commitment of partners, necessary conditions for successful partnerships. However, I show that this phenomenon also leads to new risks for partners: competition, “NGO-capture”, and inconsistency.