Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
Logistics involves planning and coordinating the efficient flow of goods and services from suppliers to customers. It integrates information, transportation, inventory, warehousing and packaging. The goal of logistics management is to deliver products to customers with the highest service levels at the lowest possible cost. Effective logistics can provide a competitive advantage by differentiating a company through lower costs or better customer service than competitors. Logistics management aims to strategically coordinate procurement, production and distribution to maximize profitability through fulfilling customer orders in a cost-effective manner.
Turning your farming venture into an export businessDaisy Ifeoma
A short presentation to ZWARFA women group of farmers on an export seminar organized for them by ZimTrade. The buzz word of the presentation is Upgrading. How can small to medium-scale farmers upgrade their products, processes and functions to target export markets? The presentation explains briefly paths and means by which these farmers can upgrade.
Ensuring greater local spin off from global value chains, CIATSeas of Change
1) The document discusses frameworks for developing inclusive business models that link smallholder farmers to markets.
2) It explores how to help farmers increase their skills and access markets at a higher level, and how companies can source from farmers at a lower commercial level.
3) The goal is to create new business models that establish sustained trading relationships through mutual benefits for farmers and buyers.
A vertical marketing system is one in which the main members of a distribution channel—producer, wholesaler, and retailer—work together as a unified group to meet consumer needs.
This is a USAID handout that provides examples of the Cooperation and Competition for Upgrading. It is a framework to assess the current picture and frame a future vision for value chain upgrading.
The document discusses marketing channels and how they deliver value to customers. It defines key terms like supply chains, value delivery networks, and channel members. It also analyzes channel structures such as conventional systems, vertical marketing systems, and multichannel systems. Channel design decisions and management strategies are examined to efficiently meet customer needs.
The document discusses operations management in the retail sector, specifically the fashion industry. It notes that the supply chain is complex with many parties involved, requiring careful management. Fast fashion has become important for getting clothing to stores quickly within small lead times. The future challenge for retailers is to optimize costs and build trust in the supply chain through improved communication.
Guidelines on greening agri business -relatiuonships-interfirm cooperationPRIVATE CONSULTANCY FIRM
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
Logistics involves planning and coordinating the efficient flow of goods and services from suppliers to customers. It integrates information, transportation, inventory, warehousing and packaging. The goal of logistics management is to deliver products to customers with the highest service levels at the lowest possible cost. Effective logistics can provide a competitive advantage by differentiating a company through lower costs or better customer service than competitors. Logistics management aims to strategically coordinate procurement, production and distribution to maximize profitability through fulfilling customer orders in a cost-effective manner.
Turning your farming venture into an export businessDaisy Ifeoma
A short presentation to ZWARFA women group of farmers on an export seminar organized for them by ZimTrade. The buzz word of the presentation is Upgrading. How can small to medium-scale farmers upgrade their products, processes and functions to target export markets? The presentation explains briefly paths and means by which these farmers can upgrade.
Ensuring greater local spin off from global value chains, CIATSeas of Change
1) The document discusses frameworks for developing inclusive business models that link smallholder farmers to markets.
2) It explores how to help farmers increase their skills and access markets at a higher level, and how companies can source from farmers at a lower commercial level.
3) The goal is to create new business models that establish sustained trading relationships through mutual benefits for farmers and buyers.
A vertical marketing system is one in which the main members of a distribution channel—producer, wholesaler, and retailer—work together as a unified group to meet consumer needs.
This is a USAID handout that provides examples of the Cooperation and Competition for Upgrading. It is a framework to assess the current picture and frame a future vision for value chain upgrading.
The document discusses marketing channels and how they deliver value to customers. It defines key terms like supply chains, value delivery networks, and channel members. It also analyzes channel structures such as conventional systems, vertical marketing systems, and multichannel systems. Channel design decisions and management strategies are examined to efficiently meet customer needs.
The document discusses operations management in the retail sector, specifically the fashion industry. It notes that the supply chain is complex with many parties involved, requiring careful management. Fast fashion has become important for getting clothing to stores quickly within small lead times. The future challenge for retailers is to optimize costs and build trust in the supply chain through improved communication.
Guidelines on greening agri business -relatiuonships-interfirm cooperationPRIVATE CONSULTANCY FIRM
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
The document discusses marketing logistics and channels. It describes marketing logistics network management and the physical flow of goods from producers to consumers. It also explains the roles of various intermediaries in marketing channels and how they add value. Finally, it discusses different types of retailers and wholesalers, and their target markets, product offerings, pricing, and other marketing decisions.
David Kamore presented on Walmart, founded in 1969. Walmart aims to provide everyday low prices through financial performance, customer relevance, and commitment to social responsibility. It operates various store formats worldwide, including discount stores and supercenters, offering a wide variety of products. Walmart analyzes demographics, geography, behaviors, and psychographics to develop products tailored to customers and ensure satisfaction. The presentation covered Walmart's business model, strategies, competitive advantages, and areas for improvement.
1. Marketing channel strategy has become critically important for most businesses due to the growing power of retailers, need to reduce distribution costs, and increased role of technology.
2. Effective channel strategies are needed to deal with the power and changing behaviors of large retailers who operate on low margins and compete for market share.
3. Building long-term partnerships with channel members through cooperation, communication, and addressing their needs can provide competitive advantages over rivals with less developed distribution networks.
The document discusses key elements of developing a retail strategy, including:
1) Defining target markets and retail formats to focus on, sources of competitive advantage, and criteria for selecting target markets.
2) Developing objectives, positioning approaches like mass, differentiated, and niche retailing.
3) Considering elements of the retail mix like location, merchandise, pricing, and communication for retailers like Macy's and Walmart.
4) Obtaining resources and considering relationships with vendors, human resources, distribution systems, and store location.
This document discusses consolidation and concentration in the agribusiness sector. It notes the trend toward fewer and larger firms across food and agriculture businesses. Extensive consolidation can result in economic concentration where one or a few large firms have the power to influence prices. The document examines different types of consolidation like horizontal and vertical. It also outlines concerns that consolidation raises for farmers like facing market power from large firms, loss of price discovery, and environmental impacts. Finally, it discusses potential measures to address issues stemming from consolidation like affecting industry structure, increasing bargaining power, and regulating market behavior.
This document discusses value chain strategy and distribution channel management. It covers strategic roles of distribution, types of distribution channels, selecting and managing channel strategies, international distribution alternatives, and supply chain management issues. Key concepts include evaluating criteria for selecting channels, the efficient consumer response program, lean and agile supply chain elements, and the impact of supply chain strategy on marketing.
This document discusses different market structures including perfect competition, monopoly, monopolistic competition, and oligopoly. It provides details on the key characteristics of each market structure type and gives examples. Perfect competition has many buyers and sellers, homogeneous goods, free entry and exit, and perfect information. A monopoly has a single seller, no close substitutes for its product, and barriers to entry. Monopolistic competition features differentiated products, many firms, and independent pricing decisions. Oligopoly is characterized by a few dominant sellers, each with a significant market share.
This topic looks at one of the strategies used by farmers and small firms in the agribusiness sector to leverage cost, access markets and become competitive in the market. Emphasis was made on the use of contract farming (vertical linkage) and cooperatives (horizontal linkage).
This document discusses the growing importance of channel marketing strategy. It notes that while product, price, and promotion strategies were previously emphasized, channel strategy (place) has been neglected. However, it is increasing in importance due to: (1) the need to find sustainable competitive advantages beyond just product and price; (2) the growing power and size of retailers; (3) the need to reduce distribution costs; (4) the role of new technologies; and (5) a new focus on growth over downsizing. Developing an effective channel strategy is critical for most businesses to satisfy customers and gain competitive advantages.
This document discusses pricing strategy and management. It covers analyzing pricing situations, selecting pricing strategies, and determining specific prices and policies. Key aspects include analyzing customer price sensitivity, competitors, and costs. Pricing strategies include skimming, penetration, and being at, above, or below competition. Determining specific prices considers costs, demand, and pricing in action. Policies manage pricing structure and discounts. Special situations involve pricing across segments, channels, and a product's life cycle.
This document discusses strategies for managing distribution channels and supply chain management. It covers topics such as the strategic role of distribution, types of distribution channels, factors that influence channel structure choices, managing channel relationships, and initiatives to improve supply chain efficiency through approaches like Efficient Consumer Response programs. Samsung is provided as an example of a company that implemented a strategy of focusing on higher-end retail channels and product lines to build its brand image and competitiveness.
This document discusses international logistics and supply chain management. It defines international logistics as designing and managing the forward and reverse flow of materials, services, and information across international corporations. It also discusses key aspects of international logistics like materials management, physical distribution, transportation infrastructure, inventory management, packaging, and storage facilities. International logistics is more complex than domestic logistics due to factors like varying transportation infrastructure in different countries.
This document discusses principles of marketing, distribution channels, wholesaling, retailing, and marketing logistics. It covers the roles that intermediaries play in distribution channels in matching supply and demand. It describes different types of retailers based on their level of service, product assortment, and prices. It also discusses wholesaling functions like selling, promotion, buying, bulk-breaking, and risk management. Finally, it outlines the nature and importance of marketing logistics in managing the physical flow of materials and goods to provide customer service at lowest cost.
This document discusses analyzing a company's external environment including the general environment, industry environment, and competitor environment. It defines opportunities and threats as conditions in the general environment that could help or hinder strategic competitiveness. It also describes Porter's five forces model for industry environment analysis and discusses analyzing competitors, strategic groups, and key success factors.
Crimson Publishers - Who Made Our Clothes Under Which Conditions? A Call for ...CrimsonpublishersTTEFT
Who Made Our Clothes Under Which Conditions? A Call for Ethical Standards in the Fashion Supply Chain by Anna Kathrin Sebald* in Trends in Textile Engineering & Fashion Technology
Distribution Management, Need for Marketing Channels,Decision involved in setting up the channels, Management Strategies, Introduction to logistics Management, Retailing, wholesaling, Multi Channel Marketing.
Unit 1 introduction lscm (10 pages) logistics management Suzana Vaidya
1. The document discusses logistics and supply chain management. Logistics involves managing materials flow within an organization, while supply chain management coordinates materials flow across multiple organizations.
2. Gaining competitive advantage is a key goal. This can be achieved through lower costs via effective logistics/supply chain management, or higher value to customers. Cost leadership involves achieving scale economies, while value leadership differentiates products.
3. Effective logistics and supply chain management can provide a competitive advantage by reducing costs across the entire supply chain, not just within individual organizations. This allows companies to move from undifferentiated commodity status towards cost or value leadership.
This document discusses marketing costs and efficiencies. It begins by defining marketing costs and listing the various types of costs involved in marketing functions. Population growth, rising input costs, and consumer demand for additional services have contributed to increasing marketing costs. Marketing margin is the portion of what consumers pay for food that goes to marketing firms, and is influenced by factors like time, form, location, and competition. Marketing efficiencies can be improved through operational efficiency to reduce costs and pricing efficiency to allocate resources efficiently. Total marketing costs are calculated by subtracting the farm price from the retail price. Price discrimination allows sellers to set different prices for different customer groups.
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
The document discusses marketing logistics and channels. It describes marketing logistics network management and the physical flow of goods from producers to consumers. It also explains the roles of various intermediaries in marketing channels and how they add value. Finally, it discusses different types of retailers and wholesalers, and their target markets, product offerings, pricing, and other marketing decisions.
David Kamore presented on Walmart, founded in 1969. Walmart aims to provide everyday low prices through financial performance, customer relevance, and commitment to social responsibility. It operates various store formats worldwide, including discount stores and supercenters, offering a wide variety of products. Walmart analyzes demographics, geography, behaviors, and psychographics to develop products tailored to customers and ensure satisfaction. The presentation covered Walmart's business model, strategies, competitive advantages, and areas for improvement.
1. Marketing channel strategy has become critically important for most businesses due to the growing power of retailers, need to reduce distribution costs, and increased role of technology.
2. Effective channel strategies are needed to deal with the power and changing behaviors of large retailers who operate on low margins and compete for market share.
3. Building long-term partnerships with channel members through cooperation, communication, and addressing their needs can provide competitive advantages over rivals with less developed distribution networks.
The document discusses key elements of developing a retail strategy, including:
1) Defining target markets and retail formats to focus on, sources of competitive advantage, and criteria for selecting target markets.
2) Developing objectives, positioning approaches like mass, differentiated, and niche retailing.
3) Considering elements of the retail mix like location, merchandise, pricing, and communication for retailers like Macy's and Walmart.
4) Obtaining resources and considering relationships with vendors, human resources, distribution systems, and store location.
This document discusses consolidation and concentration in the agribusiness sector. It notes the trend toward fewer and larger firms across food and agriculture businesses. Extensive consolidation can result in economic concentration where one or a few large firms have the power to influence prices. The document examines different types of consolidation like horizontal and vertical. It also outlines concerns that consolidation raises for farmers like facing market power from large firms, loss of price discovery, and environmental impacts. Finally, it discusses potential measures to address issues stemming from consolidation like affecting industry structure, increasing bargaining power, and regulating market behavior.
This document discusses value chain strategy and distribution channel management. It covers strategic roles of distribution, types of distribution channels, selecting and managing channel strategies, international distribution alternatives, and supply chain management issues. Key concepts include evaluating criteria for selecting channels, the efficient consumer response program, lean and agile supply chain elements, and the impact of supply chain strategy on marketing.
This document discusses different market structures including perfect competition, monopoly, monopolistic competition, and oligopoly. It provides details on the key characteristics of each market structure type and gives examples. Perfect competition has many buyers and sellers, homogeneous goods, free entry and exit, and perfect information. A monopoly has a single seller, no close substitutes for its product, and barriers to entry. Monopolistic competition features differentiated products, many firms, and independent pricing decisions. Oligopoly is characterized by a few dominant sellers, each with a significant market share.
This topic looks at one of the strategies used by farmers and small firms in the agribusiness sector to leverage cost, access markets and become competitive in the market. Emphasis was made on the use of contract farming (vertical linkage) and cooperatives (horizontal linkage).
This document discusses the growing importance of channel marketing strategy. It notes that while product, price, and promotion strategies were previously emphasized, channel strategy (place) has been neglected. However, it is increasing in importance due to: (1) the need to find sustainable competitive advantages beyond just product and price; (2) the growing power and size of retailers; (3) the need to reduce distribution costs; (4) the role of new technologies; and (5) a new focus on growth over downsizing. Developing an effective channel strategy is critical for most businesses to satisfy customers and gain competitive advantages.
This document discusses pricing strategy and management. It covers analyzing pricing situations, selecting pricing strategies, and determining specific prices and policies. Key aspects include analyzing customer price sensitivity, competitors, and costs. Pricing strategies include skimming, penetration, and being at, above, or below competition. Determining specific prices considers costs, demand, and pricing in action. Policies manage pricing structure and discounts. Special situations involve pricing across segments, channels, and a product's life cycle.
This document discusses strategies for managing distribution channels and supply chain management. It covers topics such as the strategic role of distribution, types of distribution channels, factors that influence channel structure choices, managing channel relationships, and initiatives to improve supply chain efficiency through approaches like Efficient Consumer Response programs. Samsung is provided as an example of a company that implemented a strategy of focusing on higher-end retail channels and product lines to build its brand image and competitiveness.
This document discusses international logistics and supply chain management. It defines international logistics as designing and managing the forward and reverse flow of materials, services, and information across international corporations. It also discusses key aspects of international logistics like materials management, physical distribution, transportation infrastructure, inventory management, packaging, and storage facilities. International logistics is more complex than domestic logistics due to factors like varying transportation infrastructure in different countries.
This document discusses principles of marketing, distribution channels, wholesaling, retailing, and marketing logistics. It covers the roles that intermediaries play in distribution channels in matching supply and demand. It describes different types of retailers based on their level of service, product assortment, and prices. It also discusses wholesaling functions like selling, promotion, buying, bulk-breaking, and risk management. Finally, it outlines the nature and importance of marketing logistics in managing the physical flow of materials and goods to provide customer service at lowest cost.
This document discusses analyzing a company's external environment including the general environment, industry environment, and competitor environment. It defines opportunities and threats as conditions in the general environment that could help or hinder strategic competitiveness. It also describes Porter's five forces model for industry environment analysis and discusses analyzing competitors, strategic groups, and key success factors.
Crimson Publishers - Who Made Our Clothes Under Which Conditions? A Call for ...CrimsonpublishersTTEFT
Who Made Our Clothes Under Which Conditions? A Call for Ethical Standards in the Fashion Supply Chain by Anna Kathrin Sebald* in Trends in Textile Engineering & Fashion Technology
Distribution Management, Need for Marketing Channels,Decision involved in setting up the channels, Management Strategies, Introduction to logistics Management, Retailing, wholesaling, Multi Channel Marketing.
Unit 1 introduction lscm (10 pages) logistics management Suzana Vaidya
1. The document discusses logistics and supply chain management. Logistics involves managing materials flow within an organization, while supply chain management coordinates materials flow across multiple organizations.
2. Gaining competitive advantage is a key goal. This can be achieved through lower costs via effective logistics/supply chain management, or higher value to customers. Cost leadership involves achieving scale economies, while value leadership differentiates products.
3. Effective logistics and supply chain management can provide a competitive advantage by reducing costs across the entire supply chain, not just within individual organizations. This allows companies to move from undifferentiated commodity status towards cost or value leadership.
This document discusses marketing costs and efficiencies. It begins by defining marketing costs and listing the various types of costs involved in marketing functions. Population growth, rising input costs, and consumer demand for additional services have contributed to increasing marketing costs. Marketing margin is the portion of what consumers pay for food that goes to marketing firms, and is influenced by factors like time, form, location, and competition. Marketing efficiencies can be improved through operational efficiency to reduce costs and pricing efficiency to allocate resources efficiently. Total marketing costs are calculated by subtracting the farm price from the retail price. Price discrimination allows sellers to set different prices for different customer groups.
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
The document announces an event called the Million Hectare Walk Year 2 organized by Haribon Foundation on November 16, 2008 at Ninoy Aquino Parks and Wildlife in Quezon City. The event aims to raise funds to restore Philippine rainforests through Haribon's Rainforestation campaign. Participants can get sponsors who pledge a certain amount per lap completed or a flat donation amount.
ACIAR’s contributions to forestry research in AsiaCIFOR-ICRAF
ACIAR funds collaborative forestry research in Asia across four thematic areas - tree growing, sustainable forest management, efficient and sustainable forest industries, and climate change mitigation and adaptation - with a main focus on smallholder livelihoods, germplasm, agroforestry, plantations, pests and diseases, value-adding processing, and non-timber forest products. ACIAR has assisted forestry research in Vietnam, Indonesia, Laos, China, and Nepal, building research capacity and generating high returns, with research in Vietnam achieving a 32% internal rate of return and 79:1 benefit-cost ratio, and research in Indonesia achieving a 54% internal rate of return and 322:1 benefit-
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
This document discusses REDD+, a mechanism for reducing emissions from deforestation and forest degradation. It notes that past policies have failed to stop deforestation, and additional incentives are needed to encourage forest conservation. REDD+ aims to provide payments from polluters in advanced countries to support conservation and sustainable forest management in developing countries. The document summarizes key COP meetings that advanced REDD+ and established safeguards. It also provides examples of a REDD+ pilot project in Nepal that measured forest carbon, distributed payments to communities, and found social and environmental co-benefits of the program.
The document summarizes key events and concepts related to REDD+ (Reducing Emissions from Deforestation and Forest Degradation), including the establishment of the UNFCCC in 1992, adoption of the Kyoto Protocol in 1997, and introduction of REDD+ in 2005. It discusses REDD+'s scope, reference levels, financing mechanisms, and distribution of incentives. Ongoing REDD+ projects through the UN-REDD Programme are working to develop national REDD+ strategies in countries like Indonesia.
The document reports on conservation efforts by Fauna and Flora International Philippines (FPE) on Sibuyan Island from 2007 to 2009. It finds that the island experienced a net loss of 251.37 hectares of forest cover over this period, with the largest contributions coming from degradation of old growth forest to advanced secondary growth forest. The annual deforestation rate was calculated at 0.36%. The document also identifies potential habitat conservation value areas on the island based on trigger species distribution modeling. It notes that conservation targets and goals for the program should include quantifying threats to habitats and targets for restoration, reduction of degradation rates, and improved livelihoods.
1) The document discusses frameworks for developing inclusive business models that link smallholder farmers to markets. It focuses on helping farmers increase their skills and market access, and helping companies source from smallholders.
2) Key elements for inclusive business models include capable farmers, willing buyers, and an enabling policy environment. The goal is to create new business models that support sustained trading relationships.
3) A toolkit is described that helps actors discover opportunities, implement and evaluate interventions, and measure results to create partnerships that are equitable, viable, and inclusive of smallholders.
Value Chain Bankrolling: Strategy towards enhancing growth in Agriculture sec...IJMER
This document discusses value chain financing as a strategy to enhance growth in India's agriculture sector. It defines key concepts like value chains and supply chains. It also outlines a 3-pronged strategy for value chain financing: 1) Understand the market in-depth, 2) Finance activities along the entire value chain, and 3) Develop strategic partnerships along the chain. The document advocates for financing the entire agricultural value chain from inputs to production to processing and marketing in order to reduce risks and costs compared to isolated financing of individual activities. This integrated approach could boost India's agriculture sector and reduce food waste.
Value Chain Analysis for Sustainable Rural Development
by: Ivan Idrovo and Marian Boquiren.
Contracted by: GIZ-Department of Agriculture-NCI-Philippines
This document summarizes the evolution of research on closed-loop supply chains over the past 15 years. It describes five phases:
1) A narrow, technically focused approach
2) Recognition of closed-loop supply chains as a distinct research area
3) A focus on operational and technical issues
4) Consideration of closed-loop supply chains from a holistic business perspective
5) The current understanding that sees closed-loop supply chains as a fully recognized sub-field of supply chain management requiring coordination across the entire product lifecycle to maximize value recovery.
Fair Trade aims to create more equitable trading relationships that provide sustainable livelihoods for marginalized producers. It connects consumers seeking sustainability and justice with producers in need. Fair Trade is based on principles of market access, sustainable trading, capacity building, awareness raising, and a social contract between buyers and producers. Fair Trade products are verified to uphold these principles. Producers benefit through fair prices, premiums for community development, environmental protection, stronger organizations, and links to conscious consumers.
Value chain methodology: Potential use by the Ethiopian Livestock Feed (ELF) ...ILRI
Presented by Getachew Legese (EIAR) at the inception meeting for the ‘Fodder and feed in livestock value chains in Ethiopia’ project, ILRI, Addis Ababa, 21-22 February 2012
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Connecting B2C to B2B: a Top Down Approach for Industrial DistributorsStephane Bratu
In this article, the author discusses the importance for pricers in many industries – and particularly in the distribution industry – of engaging in both business-to-business and business-to-consumer markets. This article focuses on proposing a new way to execute pricing strategies and operations for industrial distribution companies that sell both to other businesses (B2B) and directly to consumers (B2C). This industry specific example provides pricing strategies and analytic approaches that can be applied by pricers in multiple businesses and markets. Dr. Stephane Bratu is Direc- tor of Pricing and Analytics at Arrow Electronics.
1. The document discusses the differences between traditional food supply chains and values-based food value chains. Traditional supply chains focus on competitive relationships and maximizing profits, while value chains emphasize collaborative strategic partnerships and fair treatment of all partners.
2. Value chains are distinguished by business relationships built on trust and win-win partnerships, as well as products differentiated by attributes like environmental stewardship. Mid-tier value chains connect mid-sized independent businesses producing significant volumes of differentiated food.
3. Successful value chains require high performance, trust, shared values and vision, transparency between strategic partners, and joint decision-making. They balance scale with product differentiation and cooperation with competition.
Channel management and physical distributionAvinash Jolly
This document discusses channel management and physical distribution. It focuses on selecting distribution channels that align with marketing strategy. Using intermediaries can improve efficiency by reducing transactions compared to direct marketing. Key decisions include price policies, terms of sale, territorial rights, and responsibilities. Distribution strategies include extensive coverage through many outlets for mass markets, or selective coverage targeting specific segments.
A Synthesis Paper on Integrated Agri-Supply Chain ManagementShekhar Jyoti Das
This document is a synthesis paper report on integrated agri-supply chain management submitted by Shekhar Jyoti Das to instructors at the Indian Institute of Plantation Management. The paper aims to examine the various components of an integrated agri-supply chain in India and address issues related to post-harvest management losses. It also highlights a successful model implemented in Karbi Anglong District of Assam that overcame challenges to establish an effective integrated supply chain. The paper includes sections on advantages for supply chain members, components of an agri-supply chain, agri-marketing and coordinated supply chains in India.
BMS510 Logistics And Supply Chain Management.docxstudywriters
This document provides an overview of supply chain management concepts and Zara's supply chain strategy. It discusses key supply chain concepts like being consumer-centric, partnerships, adaptability, risk control, and innovation. It then describes Zara's supply chain process of designing, manufacturing, shipping and selling products in an integrated manner. Zara is able to get products to stores within 2 weeks compared to an industry average of 6 months. The document also discusses how an effective supply chain can provide competitive advantages through cost savings and efficiency. Zara's rapid response supply chain is highlighted as giving it an advantage over competitors. Challenges for Zara's supply chain like unpredictability and expansion are also summarized. Finally, the interrelationships between the
MBM_6109_CAT 1_Deliverable_Lamed.docx for coursework submissionahimbisibwelamed
This document contains a student's answers to questions about industrial marketing. For part (a), the student provides a detailed explanation of how the marketing mix applies differently in industrial and consumer market environments. The marketing mix (4Ps and 3 additional Ps) considers factors like product, price, place, and promotion which are applied differently when marketing to businesses versus consumers. For part (b), the student outlines major differences in strategic planning for industrial versus consumer markets, such as industrial strategic planning involving recognizing and responding to marketplace changes to achieve opportunities consistent with business objectives and capabilities. The student also discusses key elements of industrial and consumer market environments.
This document contains a student's answers to questions about industrial marketing.
Part a provides a 3-sentence summary of the marketing mix and how it applies differently in industrial versus consumer environments. It explains the 4Ps of product, price, place and promotion and how they are tailored for business-to-business needs in industrial markets.
Part b outlines the major differences between strategic planning for industrial versus consumer markets, noting industrial markets have fewer, larger volume buyers who seek long-term commitments from suppliers.
This document discusses drivers for change towards reducing food loss in agricultural value chains in developing countries. It identifies six key drivers based on an analysis of 14 projects worldwide: 1) All chain actors have an incentive to contribute, 2) Government creates an enabling environment, 3) The private sector is involved, 4) A champion is personally involved, 5) Local context is taken into account, and 6) New technology is available. It emphasizes that a combination of drivers is most effective, and that solutions are context-specific. The first driver involves motivating all stakeholders along the value chain to cooperate and create value for consumers through effective supply chains and incentives.
This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses.
In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses.
As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an
acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil.
Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all.
The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price.
This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing.
Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise
throughput. They are also affected by the potential for strained relations with good customers.
Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding
value, pricing naturally assumes increased weight in the marketing mix.
We have found many companies reluctant to discuss their own processes.
Some may wish to avoid betraying a lack of sophistication.
Similar to Guidelines on greening agri business -business models2 (20)
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Guidelines on greening agri business -business models2
1. SECTION 6: A LOOK INTO BUSINESS MODELS
A “business model” describes how an individual firm organizes itself and its relationships in
order to create and capture value. It tells us how the building blocks of production,
marketing, costs and revenues come together to provide a value proposition in the
marketplace that differentiates the firm from its competitors. The business model concept is
linked to business strategy (the process of business model design) and business operations
(the implementation of a company's business model into organizational structures and
systems).1
A major difference between conventional and green inclusive business models is the need
to capture value in different parts of the value network, most notably for smallholder
suppliers and primary producers. Any business model needs to be appropriate for the
geography and structure of the supply chain. The choice of business model will depend on
the nature of the partner networks, product (perishable, differentiated or bulk commodity)
and the nature of the end buyer These same factors determine the nature of economic
dependency between chain actors. The business model is in a way a summary or the
consolidation of the analysis made on markets, relationships, and chain upgrading.
1
A. (2008) The Business Model Canvas http://business-model-design.blogspot.com/
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 1
2. Sources:
- Linking Worlds: New Business Models for Sustainable Trading Relations between Smallholders and
Formalized Markets
- New Business Models for Sustainable Trading Relationships
- USAID MicroReport: Facilitating Behavior Change and Transforming Relationships
- Getting to “Good Enough” in Product Upgrading: Idrovo & Boquiren SDCAsia and the Cardava Banana
Value Chain
Inclusive green business models designed to assist fair and equitable smallholder inclusion
in formal markets need to create win-win relationships which can be characterized as
follows:
a) Durable: with long-term trading relationships
b) Equitable: specifically increasing market access for smallholders with equitable balance
of risk, responsibilities, and benefits among the chain actors
c) Efficient: improving financial sustainability
d) Effective: assisting in guaranteeing purchaser access to consistent supplies of
agricultural products that meet or exceed market standards
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 2
3. e) Adaptable: offering sufficiently flexible procurement standards that enable both buyers
and sellers to respond to changing markets and social and environmental conditions
f) Credible: recognized as offering real benefits and free of double standards.
Below are the key principles to be considered when building the business model:
a) Chain wide collaboration on shared competitiveness vision/goals and identified
champions for those goals
This represents a shift from the traditional firm-based view of business models, to one of
chain-wide processes involving multiple actors. Chain wide collaboration ensures that
all chain actors are pulling in a similar direction guided by the competitiveness vision.
Often, value chain participants are not conscious of how their actions and behavior
affect the competitiveness of the whole chain and, ultimately, impact their livelihood.
Many value chain actors saw the implications of their actions only from their own
perspective and that of their immediate links (e.g., input suppliers or intermediary
buyers). It is, therefore, necessary to help producers, intermediaries, and processors
understand the entire value chain, not only their specific role in it.
Close collaboration is vital for perishable commodities such as fresh vegetables, dairy
and meat, which require traceability and have higher food safety risk profiles.
Collaboration is also key to upgrading, in terms of quality or sustainability, in the
commodity trade. This is increasingly visible in the growing number of certified products,
such as organics, Rainforest Alliance, Fairtrade and other certification based systems.
In many cases, a greening and upgrading strategy requires several fields of actions that
have to be dealt with in parallel by different chain actors. Because each attribute of the
finished product originates from a particular point in the chain, the effectiveness of the
entire supply chain is essential to the final product’s success in the market.
Food safety and quality, for example, are principally assured through the combined
efforts of all the value chain participants. Communication along the supply chain is
essential to ensure that all relevant food safety hazards and quality defects are
identified and adequately controlled at each step within the supply chain. This implies
recognition, understanding, and interactive communication of process and product
standards among and between downstream and upstream players in the chain.
Reaching and implementing agreement often involves identifying a driver or a champion
to lead the process. This champion may be from the lead firm, from a dedicated
wholesaler, a motivated farmer, co-operative manager and might be a single individual
or a group of people.
b) Upgrading of Market Linkages
Market linkages are common weak points in the inclusion of small-scale farmers in
modern markets. There almost always needs to be another link in the supply chain
between an individual smallholder and buyer. This intermediary often aggregates
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 3
4. production from small-scale producers and provides support and associated services to
meet the required standards. Market linkages are key to reducing transaction costs.
Therefore, to build sustainable business models, attention needs to be paid to
intermediary market agents and how they can best perform this function with an eye on
maximizing development benefits for smallholders. For farmers and their organizations,
these linkages should provide a stable market with clear quality, volume and price
signals as well as access to production support and contribution to improved livelihoods.
For buyers, these linkages must provide a consistent supply of safe, quality products at a
competitive price and with low transaction costs. For the stability between supply and
demand, direct communication must exist between the producer, supplier and buyer.
Supply chains, with co-investment and knowledge-sharing between producers, suppliers,
processors and retailers, are usually built around a small number of large-scale preferred
suppliers. Inclusive business models must therefore build in market linkages that put
small-scale suppliers on par with, or above, the competitiveness of large scale suppliers.
Where direct collaboration is not feasible or scalable, adapted business models are
called for. From the producer side, group organization increases farmers‟ incentives to
cooperate to compete as one single supplier, by restricting their opportunistic behavior
and by mutual control. This type of collective action saves costs for quality and quantity
verification and testing.
At the level of food manufacturers and retailers, this principle could include a
commitment to seek out these organizations of small-scale producers. Where there is
distrust of producer organizations, or where investments in producer organization will
not result in a stable procurement system, the ability to meet minimum volume
requirements, homogeneity in quality of the shipped produce, and meeting terms of
payments, then specialized intermediary enterprises or lead farmer models may be the
solution.
At the level of trading, new models can comprise the upgrading of existing formal or
informal intermediaries, or the establishment of new trading organizations and even a
“franchisable” social trader model.
c) Transparent Chain Governance
Producers and small-scale processors are typically reliant on traders and larger
processors to dictate quality standards. These standards often seem like moving targets
and with poor communication throughout a value chain, can significantly increase
market inefficiencies, leading to high wastage and lower prices. Fair and transparent
governance refers to the establishment and enforcement of clear and consistent grades
and standards, clear commitments to buy and sell certain volumes of certain grade
products at certain times, and equitable processes of risk management. Producers need
to have access to mechanisms that allow their buyers to be held accountable, and vice
versa. Some of the ways to improve the fairness and transparency of supply chains
include:
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 4
5.
A clear and accessible product standards enables the farmer to know what is
required to get the top quality prices or can facilitate productivity improvement.
Standards that are developed with participatory voices of the producers rather than
unilaterally by buyers are more likely to avoid unintentional exclusion of some
producer groups. Bringing together value chain participants can be a good way to
developing consensus-based norms/interpretation of standards and ownership of
the standards, which would help remove a sense of outwardly imposed
requirements. Immediate benefits may include lower transaction costs, owing to less
reworks and rejects, as well as a significant reduction of conflicts caused by differing
understandings and interpretations of standards.
Transparency of prices through the chain empowers more effective and grounded
negotiation even without needing transparency of margins.
Transparency about the impact of changes in pricing and policy through the whole
value chain enables decisions makers to consider the sustainability of the whole
chain.
Contracting with farmers is another way to bring about transparent chain
governance, in which smallholders know the prices they are going to receive for their
produce and the terms under which both parties should operate.
Inclusive and sustainable business models also seek to make incentives transparent and
assist in their accrual to actors responsible for positive change. Examples include
incentives for meeting or exceeding quality and quantity goals, contracts that leverage
access to credit, access to reasonably priced inputs, etc. The key issue here is the need
to align incentives with outcomes. An inclusive and sustainable business model, for
example, would link incentives for upgrading to improved market conditions under a
profit sharing agreement (i.e. the farmers improve quality which allows the product to
be sold to more exacting consumers at a higher price, with part of that price premium
returned to farmers and the remaining covering marketing expenses). It is also
recommended to start with easier, low-risk improvements that will more quickly yield
results. This strategy builds confidence and buy-in among value chain participants,
helping them use initial benefits to invest in the next stage of upgrading.
d) Equitable Access to Services and Inputs
One of the special challenges faced by small-scale producers that often prevent
successful participation in more formal (and potentially profitable) markets is the lack of
access to financial and non-financial services and inputs. Access to services may be
facilitated through the following:
Development of an indigenous community based capacity to develop and provide
services. The business development services system may be built on existing
trade/marketing structures to facilitate the flow of services and learning to all
players in the community supply chains.
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 5
6.
Promotion of embedded services (e.g., lead firms provide technical assistance to
farmers) within the context of improving own and supply chain’s operations. Careful
calculations have also to be made to ensure that service delivery did not undermine
profitability of business operations of both the value chain-based providers and the
micro enterprises. The challenge is to identify these progressive individuals at the
community level and how to motivate them to improve their capacities and
capabilities in order to provide sufficient support to their peers as a means of
improving both their incomes.
Building Blocks of a Business Model (Reference: LINK Methodology)
1. Customers
Customers are at the core of the business model because, without them, no business
can survive. It is important to understand the needs of the customers or customer
segments to determine how to best satisfy those needs.
Who are your customers?
For whom are you creating value?
To whom do you sell your products or services to?
Who are your most important customers or customer groups?
2. Value Proposition
The value proposition underpins the success of any business model. The value
proposition is the reason why customers choose your product or service over another.
To identify the value proposition for each customer or customer segment, consider the
problem or need that your product or service satisfies. In the context of small holder
inclusion, business models beyond a mere economic value are needed. The value
proposition should offer a solid combination of economic, social and environmental
value to both downstream (whom you sell to) and upstream (whom you buy from)
actors.
3. Customer Relationship
Describe the type of relationship you wants to establish with each customer segment in
order to deliver the product or value proposition. Consider the following aspects:
The channel of communication
The consistency of the communication
The cost of maintaining the communication
The potential to differentiate our company through a distinct customer relationship or
customer service.
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 6
7. 4. Revenue Streams
Revenue streams are the source/s of income. A company’s revenue stream is made up
of the following elements: A VALUE PROPOSITION that reaches a CUSTOMER (segment)
through a certain CHANNEL supported by a distinct type of RELATIONSHIP.
5. Key Resources
An organization's key resources describe those physical, intellectual, financial or human
resources that are essential to create and sustain the value proposition, deliver it to the
market, establish customer relationships and generate income.
Types of Resources
Physical: infrastructure, machinery, equipment, technology, warehouse
Human and knowledge-based: skills, ability, know-how, employees, partners Intellectual
Property: brand patents, copyrights, data
Financial: Cash flow, access to credit, savings, insurance. Social: Relationships, unions,
community, cultural assets.
6. Key Activities
An organization’s key activities are crucial for the business to successfully function. Like
key resources, they are required to create and sustain a Value Proposition, reach
markets, maintain customer relationships, and earn revenues.
Sample Categories of Activities
Production
Processing
Marketing
Logistics Management
Producer Networks
Quality assurance
Problem Solving
7. Key Partners
Only very few business models can operate without a support network of KEY
PARTNERS. Partners can be divided into two groups:
DIRECT PARTNERS with whom the company operates its core business model
(e.g. producers, transporters, input suppliers, etc.)
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 7
8. INDIRECT PARTNERS who support or facilitate the development of the business
model (e.g. financial institutions, research centers, universities, NGOs, public
sector agencies, local governments, etc.)
8. Channels
Channels refer to how the business reaches and interfaces with its customers. In the
case of agricultural products, the sales channel often is equivalent to the logistics supply
chain, which transfers the product between the producer and the final customer.
Channel Phases
Awareness: How do we raise awareness about our products and services?
Evaluation: How do we help customers evaluate our value proposition?
Purchase: How do we help customers purchase specific products and services?
Delivery: How do we deliver our value proposition to customers?
After sales: How do we provide post-purchase customer support?
9. Cost Structure
The business model’s cost structure describes the costs incurred for the creation and
delivery of a value proposition, maintaining customer relationships and generating
income
II/MB.-RESOURCE GUIDE ON GREENING AND INCLUSIVE AGRI AND AGRO ENTERPRISES, GIZ-DA-NCI
Page 8