WELFARE EFFECTS OF ECO-LABEL PROLIFERATION: TOO MUCH OF A GOOD THING?

Given that existing food eco-labels are still not well defined in consumers' experience, there is potential for new labels to generate more confusion. Consumers incur fixed costs to learn about a label's meaning. Market shares for existing certifications may be eroded by perceptions that new products are good substitutes for them. The eco-label certifier must respond with information that reduces these costs or lose consumer and producer confidence in the label. Using a model of spatial competition in attribute space, the effect of search costs and educational expenditures on market share and price for competing certifiers is simulated. The results show that educational spending and/or improvements in efficiency of educational spending increase market share when consumer search costs are positive. Underspending on consumer education reduces the price a firm is able to charge within its market niche. The consumer and producer surplus effects of new certifier entry are calculated using a simulation model of market segmentation. Under the assumptions made, segmentation reduces producer surplus while keeping consumer surplus about the same. Market prices decline due to associated search costs as share is captured from the conventional segment by eco-labels. Within segments, consumers gain at the expense of producers, even if market share is maintained by existing eco-labelers after entry of new labels, and even if consumer search costs decline.eco-labeling, market segmentation, organic agriculture, product differentiation, search costs, simulation, spatial competition, Environmental Economics and Policy, Marketing,

CHALLENGES FOR BRAZIL'S FOOD INDUSTRY IN THE CONTEXT OF GLOBALIZATION AND MERCOSUR CONSOLIDATION

This paper examines how the Brazilian food industry has been heavily affected by several recent institutional and economic changes. The food industry, including the processing and retail sectors, is part of a broader agribusiness system that conditions corporationsÂ’ strategies, performance, and adoption of adequate governance structures. The Brazilian agroindustrialization process that preceded the formation of the sub-regional free-trade area (Mercosur) and economic liberalization influenced subsequent development of the agribusiness and food system in the Mercosur countries and their investment and trade links to countries outside Mercosur. The article emphasizes business strategies for coping with challenges and opportunities that have arisen from Mercosur integration, from economic stabilization programs and, more importantly, from a broad range of institutional changes such as trade liberalization, deregulation, and the friendlier treatment of foreign capital. These changes have together fostered the globalization process in the region and have stimulated different responses from large and small firms, all threatened by the new, competitive environment.Agribusiness, International Relations/Trade,

NEEDS SEEDED STRATEGIES

This paper addresses the issue of developing strategies starting from the identification and comprehension of true consumer needs. Needs and opportunities are linked to markets, benefits and strategies through a specific 3D model based on Maslow�s pyramid. A further model, denoted the PIE (Persons, Institutions and Enterprises), also contextualises needs seeded strategies also for institutions. Furthermore the paper builds on declared and latent needs and the author shows how both can live together, or separately, irrespective whether or not one sees them from the demand or supply side. The argument is that demand strategies are essentially based on declared needs and are �red ocean� in nature while supply strategies pace consumers by hitting latent needs and produce �blue ocean� favoured strategies. It is argued that current strategy frameworks e.g. Porter�s competitive advantage, Wernerfelt�s resourcebased strategy and Hax and Wilde�s integrated competitive advantage models, need to pace rather than chase the consumer. Strategies are considered as being the outcome of strategic choices that enterprises need to answer in order to stay or become (more) competitive. If an enterprise is to build its strategy on satisfying consumer needs then it is necessary to view resources from two perspectives, namely customers and assets. For each one of these two resources three possible scenarios are discussed namely that the resources are Insufficient, Limited or AbundantStrategy, Blue-ocean, Red-ocean, Declared, Latent, Needs

PRODUCT AND BRANDING INNOVATIONS IN THE AUSTRALIAN BEEF MARKETING SYSTEM

Meat Standards Australia (MSA) represents a new beef classification system, derived from consumer preferences, which allows classifying beef in interesting ways to consumers and creates the basis for product differentiation and branding. Currently, branding of beef cuts occurs on a limited scale; however, research has revealed clear segmentation across consumers and premiums for preferred products in niche markets. The objective of this study is to identify the potential for large-scale differentiation and branding in the Australian beef marketing system and how this may best be done given the structure of the supply chain.Innovation, Branding, Australian beef marketing system, Livestock Production/Industries, Marketing,

Demand Management Opportunities in E-fulfillment: What Internet Retailers Can Learn from Revenue Management

In this paper, we explain how Internet retailers can learn from proven revenue management concepts and use them to reduce costs and enhance service. We focus on attended deliveries as these provide the greatest opportunities and challenges. The key driver is service differentiation. Revenue management has shown that companies can do much better than a one-size-fits-all first-come-first-serve strategy when selling scarce capacity to a heterogeneous market. Internet retailers have strong levers at their disposal for actively steering demand, notably the offered delivery time windows and their associated prices. Unlike traditional revenue management, these demand management decisions affect both revenues and costs. This calls for a closer coordination of marketing and operations than current common practice.ketenbeheer;revenue management;home delivery;E-fulfillment;demand management;marketing-operations interface

Strategic Planning - Niche Marketing in the Agriculture Industry

The purpose of the research is to improve our understanding of the adaptation process in agriculture at the farm level and the influence through the value chain. The research identified critical managerial decision areas in the strategic planning process of blackcurrant growers in Alberta and the South Island of New Zealand. The work was a comparative study of growers that attempted to determine the correspondence between the results of case study observations and a set of theoretical propositions that were developed from a review of the relevant literature. Results indicate that growers understand their own firm’s core competencies, plan strategically and contingently to maintain flexibility and retain niche advantages. Data gathered on the blackcurrant sectors in Canada and New Zealand provided the contextual basis for the selection and analysis of the grower case studies. The sector analysis reached across the value chain. Among the findings reported was the interesting observation that although niche marketing is an accepted strategy in the marketing literature as a means to adaptive change, and although the flexibility inherent in this approach is critical to the success of traditionally resource-starved small firms, it is not clear that the firms reported on in this study engaged in niche marketing as a planned strategy but rather came upon the opportunity through serendipity. In terms of country comparison, results indicate that there may be some specific factors that contribute to the success of the blackcurrant industry in New Zealand. Closer examination of these factors may be beneficial to assisting the Canadian sector. Keywords: Niche marketing, strategic planning, adaptation flexibility JEL Codes: D81, L1, M31, O13, Q13Niche marketing, strategic planning, adaptation flexibility, Farm Management, Marketing, D81, L1, M31, O13, Q13,

Market Segmentation and the Sources of Rents from Innovation: Personal Computers in the Late 1980's

This paper evaluates the sources of transitory market power in the market for personal computers (PCs) during the late 1980's. Our analysis is motivated by the coexistence of low entry barriers into the PC industry and high rates of innovative investment by a small number of PC manufacturers. We attempt to understand these phenomena by measuring the role that different principles of product differentiation (PDs) played in segmenting this dynamic market. Our first PD measures the substitutability between Frontier (386-based) and Non- Frontier products, while the second PD measures the advantage of a brand-name reputation (e.g., by IBM). Building on advances in the measurement of product differentiation, we measure the separate roles that these PDs played in contributing to transitory market power. In so doing, this paper attempts to account for the market origins of innovative rents in the PC industry. Our principal finding is that, during the late 1980's, the PC market was highly segmented along both the Branded (B versus NB) and Frontier (F versusNF) dimensions. The effects of competitive events in any one cluster were confined mostly to that particular cluster, with little effect on other clusters. For example, less than 5% of the market share achieved by a hypothetical entrant would be market-stealing from other clusters. In addition, the product diffe- rentiation advantages of B and F were qualitatively different. The main advantage of F was limited to the isolation from NF competitors it provided; Brandedness both shifted out the product demand curve as well as segmenting B products from NB competition. These results help explain how transitory market power (arising from market segmentation) shaped the underlying incen- tives for innovation in the PC industry during the mid to late 1980s.

Market-Driven Management, Global Competition and Corporate Responsibility

The aim of the paper is to define the role of corporate responsibility in sustainable development of global firms. To be successful, global firms must be on the alert of emerging environmental trends and do their best to improve the corporate performance in line with key stakeholder expectations. In this respect, the management of corporate social responsibility highlights the criticality of the corporate intangible assets system and the need for overall assessment of corporate performance - not only financial performance but social too.Market-Driven Management; Corporate Responsibility; Corporate Social Responsibility; Intangible Assets; Global Markets

Commercialising Australia's interstate rail freight transport: Some ownership and investment issues

The paper addresses the issues of rights of way ownership and application of consistent investment appraisal techniques across modes of transport. There are linkages between ownership, rights of way, competitive strategies and market contestability which will have a significant bearing on the choice of investment criteria used by commercialised railways. Investment methodologies in competing modes of land transport must be consistent. Investment in individual elements of railway infrastructure must be integrated with the overall cost recovery strategy of the operator. Major railway projects must be submitted to both financial and economic evaluation, so that the interests of individual railway authorities and the community are considered

What does the 'New Quality' mean in view of Polish dairy cooperatives?

This paper investigates the relationship between the chosen quality strategy and the vertical co-ordination mechanism of a focal company by using new institutional economics, as well as strategic management approaches. The theoretical findings are tested using evidence from 19 of the largest Polish dairy cooperatives, surveyed in spring 2006. The results show that all co-ops recognise the changing market requirements and are treating food quality as more than plain food safety and the ability to continuously reproduce an ex ante defined set of attributes. However, compared to investor-owned dairies, co-ops are disadvantaged in quality-based competition due to their lower flexibility and access to financial and qualified human resources. To overcome this intense competition, co-ops modify their production profile, which leads to market segmentation. Moreover, the choice of quality strategy is an economic activity, guided by the co-op's profit expectations within the selected market. The chosen quality strategy determines the design of the vertical co-ordination mechanism. Thus, the higher the requirements for the final product, the further quality management systems go beyond a firm's boundaries, and the higher is the intensity of the relationships between the intermediary stages in the dairy chain.network theory, relationship management, quality management, cooperatives, Poland, Agribusiness, Livestock Production/Industries,