Dutch Flower Business: Competitiveness and Marketing Strategies

Wijnands, J.H.M.; Hack, M. D.

doi:10.17660/actahortic.2000.536.66

Cited by 2 publications

(1 citation statement)

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“…The selection of CSFs is based on the findings from Grant (1995), Fearne and Hughes (2000), Hack (2000), Poot et al (2000), Splinter et al (2000), Wijnands and Hack (2000), Collins (2003, 2006), Müller et al (2004) – Grant studied the changing structures and strategies of European fruit supply chain players; Fearne and Hughes (2000) listed the success factors in the fresh produce supply chain in UK; Wijnands and Hack (2000) underlined the determinative key factors for the Dutch horticulture industry; Poot et al (2000) emphasized the needed information to support Dutch vegetable supply chain effectiveness; Splinter et al stressed out the critical arrangements for the success of the Dutch horticultural chains; Collins (2003, 2006) made a map of the fresh produce supply chains performance criteria and listed the critical quality drivers of those chains; and Müller et al (2004) listed the success factors of organic fruit and vegetables supply chains in Germany. From this triangulation of sources, and keeping in mind the objectives previously cited, first four key performance categories were distinguished: efficiency, responsiveness, quality, flexibility.…”

Section: Performancementioning

confidence: 99%

Assessment of innovation and performance in the fruit chain

Trienekens

Uffelen²,

Debaire

et al. 2008

British Food Journal

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PurposeThis paper aims to bridge the concepts of innovation and performance and to develop a framework to assess innovation and performance in food chains.Design/methodology/approachBased on an extensive literature search the paper identifies critical success factors (CSFs) and related indicators for innovation in food chains, on the one hand, and performance in food chains, on the other. Main CSF categories for innovation are: product, process, market and organization. Main CSF categories for performance are: efficiency, responsiveness, quality and flexibility. A chain process model is developed that enables one to identify main chain processes that impact on innovation and performance. A trade‐off matrix is constructed in which effects of innovations on performance and vice versa in typical chain processes can be identified.FindingsThis article reviewed available supply‐chain innovation and performance indicators and models and methods used to assess performance and innovation within fruit supply chains. Based on the existing literature a conceptual framework for assessing innovation and performance of companies in the European fruit supply chain has been developed. The framework consists of a supply chain process model and an innovation‐performance matrix which have been successfully applied to several cases along the apple chain in The Netherlands.Practical implicationsThe chain process model and matrix are applied in an integrated way to the Dutch fruit chain. An apple grower case and a fruit cooperative case are worked out. Managers in food chains can use the framework to assess their company's innovations and performances.Originality/valueThe paper aims to bridge the concepts of innovation and performance. Literature and research on this subject are minimal.

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Section: Performancementioning

confidence: 99%

Assessment of innovation and performance in the fruit chain

Trienekens

Uffelen²,

Debaire

et al. 2008

British Food Journal

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Kenyan cut-flower and foliage exports: A cross country analysis

Laibuni¹,

Waiyaki²,

Ndirangu³

et al. 2012

J. Dev. Agric. Econ.

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In terms of volume and value, cut-flowers and foliage are the single most important horticultural exports, followed by vegetables and fruits. There are three main consumption centres where the market value for cut-flowers is high these are; the European union (EU), United States of America (USA) and Japan. Competitions for these markets are stringent, suggesting that countries may be easily substituted, making it critical to explore ways to improve Kenya's market share and strategy. In the European Union market cluster, the country should focus on market penetration and product development. The Japanese market is a prime candidate for diversification and development of new, special and differentiated products. While in the USA market the country should pursue new products and market development, this is because the South American countries already have a comparative advantage. These initiatives should go hand in hand with promotion and lobbying to increase market share. The market infrastructure needs to be strengthened so as to facilitate the development of new strategies for marketing Kenyan products such as the use of geographical indications. Finally, domestic support needs to be increased and safeguards for cut-flower exports by enhancing financing to the sector as envisioned in the Cotonou partnership agreement.

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Dutch Flower Business: Competitiveness and Marketing Strategies

Cited by 2 publications

References 0 publications

Assessment of innovation and performance in the fruit chain

Assessment of innovation and performance in the fruit chain

Kenyan cut-flower and foliage exports: A cross country analysis

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