FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2572681856> ?p ?o ?g. }

• W2572681856 abstract "Prior to 2008, Two-a-Day and other apple growers in South Africa had been successful in exporting their fruit to the EU and UK at healthy profits. But with the global recession, market share and profitability continued to diminish leaving these businesses with a difficult decision to make--which target market would they focus on and what would their strategy be moving forward in the face of each of the challenges these strategies represented? Standing at a crossroads, South African exporters were left with only a few options. That is, wait it out and hope the European economy recovers, change focus towards growing African economies, or band together by forming an alliance in order to target a global market. Each of these choices was compounded by regional taste differences and complex distribution challenges, forcing these companies to conduct a large amount of marketing research to guide their strategic decisions. Introduction In the South-African fruit industry, Two-a-Day Group (identified hereafter as TAD) was one of the major market share leaders. The Group was established in 1948 as Elgin Fruit Packer Cooperative (Elfco), but changed its name in 1993 to Two-A-Day Group (Ltd) and became a public company, specializing in the storage, packaging and marketing of apples and pears. The Group had sixty producing farms with over 2500 hectares (6178 acres) of apples and 500 hectares (1236 acres) of pears in the Elgin/Grabouw, Vyeboom, Villiersdorp and Greyton (Western Cape) districts of South Africa. All of the producing farms signed a shareholders' agreement stipulating that all fruit produced must be delivered either to TAD (fresh portion) or Elgin Fruit Juices (processing portion), a 100% owned subsidiary of TAD. Marketing was done through Tru-Cape Fruit Marketing, a separately owned subsidiary, under the brand names TruCape[TM] (premium brand) and Sun Sweet[TM] (Africa marketing). Since its inception, TAD had been 100% owned by the fruit farmers. All non-executive directors were shareholders (i.e., fruit farmers with a vested interest in the company). Across the shareholders, they believed that the cooperative management was competent and capable to look after the business of storing, packing and marketing their fruit. Once the board of directors had approved a strategy or budget, the board left the day-to-day operations in the hands of company managers. Therefore, shareholders of TAD focused on farming (their strongpoint), while management focused on cost effective operations and marketing the fruit in the most lucrative markets worldwide. Core values at TAD revolved around the fruit, the technology, and the people. The first core value revolved around the knowledge that there was only one currency in the fruit industry, and that was fruit. Everything was done to increase fruit payments to members, as this would ensure sustainability on the farms. Apples and pears, except some new varieties, had become commodities worldwide, thus the company who could produce, package and supply them most economically would survive. Every division in TAD was focused on reducing costs and increasing productivity. The fruit industry was seen as high risk, and TAD was always focused on having a healthy balance sheet with very low operational ratios. Likewise, capital retention in the business was capped at 15% of member payments to prevent capital expansion from negatively effecting cash flow on farms. Fruit deliveries to TAD were done on time and sorted by pools. Income in these pools was grouped according to quality and fruit size, and a producer would be paid the average price for a size and quality spec of fruit sold in the pool. Transparency and fairness in the division of pools were key to growers maintaining faith in TAD. Grower account packing ensured that members were paid according to quality delivered. Secondly, technology was a core value. Innovation surrounding the product had enabled TAD to stay on top in a highly competitive industry. …" @default.
• W2572681856 created "2017-01-26" @default.
• W2572681856 creator A5031118443 @default.
• W2572681856 creator A5040452268 @default.
• W2572681856 creator A5053407273 @default.
• W2572681856 creator A5061496566 @default.
• W2572681856 date "2016-01-01" @default.
• W2572681856 modified "2023-09-26" @default.
• W2572681856 title "Two-A-Day: A Choice of Target Market Selection of Apple Export Business" @default.
• W2572681856 hasPublicationYear "2016" @default.
• W2572681856 type Work @default.
• W2572681856 sameAs 2572681856 @default.
• W2572681856 citedByCount "0" @default.
• W2572681856 crossrefType "journal-article" @default.
• W2572681856 hasAuthorship W2572681856A5031118443 @default.
• W2572681856 hasAuthorship W2572681856A5040452268 @default.
• W2572681856 hasAuthorship W2572681856A5053407273 @default.
• W2572681856 hasAuthorship W2572681856A5061496566 @default.
• W2572681856 hasConcept C10138342 @default.
• W2572681856 hasConcept C120757647 @default.
• W2572681856 hasConcept C129361004 @default.
• W2572681856 hasConcept C144133560 @default.
• W2572681856 hasConcept C16051113 @default.
• W2572681856 hasConcept C162324750 @default.
• W2572681856 hasConcept C162853370 @default.
• W2572681856 hasConcept C165556158 @default.
• W2572681856 hasConcept C182306322 @default.
• W2572681856 hasConcept C195742910 @default.
• W2572681856 hasConcept C39389867 @default.
• W2572681856 hasConceptScore W2572681856C10138342 @default.
• W2572681856 hasConceptScore W2572681856C120757647 @default.
• W2572681856 hasConceptScore W2572681856C129361004 @default.
• W2572681856 hasConceptScore W2572681856C144133560 @default.
• W2572681856 hasConceptScore W2572681856C16051113 @default.
• W2572681856 hasConceptScore W2572681856C162324750 @default.
• W2572681856 hasConceptScore W2572681856C162853370 @default.
• W2572681856 hasConceptScore W2572681856C165556158 @default.
• W2572681856 hasConceptScore W2572681856C182306322 @default.
• W2572681856 hasConceptScore W2572681856C195742910 @default.
• W2572681856 hasConceptScore W2572681856C39389867 @default.
• W2572681856 hasIssue "2" @default.
• W2572681856 hasLocation W25726818561 @default.
• W2572681856 hasOpenAccess W2572681856 @default.
• W2572681856 hasPrimaryLocation W25726818561 @default.
• W2572681856 hasRelatedWork W145698741 @default.
• W2572681856 hasRelatedWork W147069077 @default.
• W2572681856 hasRelatedWork W1517461093 @default.
• W2572681856 hasRelatedWork W179269173 @default.
• W2572681856 hasRelatedWork W2093523365 @default.
• W2572681856 hasRelatedWork W2330590191 @default.
• W2572681856 hasRelatedWork W2506319122 @default.
• W2572681856 hasRelatedWork W2549766513 @default.
• W2572681856 hasRelatedWork W2590495626 @default.
• W2572681856 hasRelatedWork W2724596079 @default.
• W2572681856 hasRelatedWork W2771648544 @default.
• W2572681856 hasRelatedWork W2949074605 @default.
• W2572681856 hasRelatedWork W2994271043 @default.
• W2572681856 hasRelatedWork W3121898384 @default.
• W2572681856 hasRelatedWork W3123891479 @default.
• W2572681856 hasRelatedWork W3123922962 @default.
• W2572681856 hasRelatedWork W3124934222 @default.
• W2572681856 hasRelatedWork W3130899186 @default.
• W2572681856 hasRelatedWork W3148076117 @default.
• W2572681856 hasRelatedWork W46169903 @default.
• W2572681856 hasVolume "23" @default.
• W2572681856 isParatext "false" @default.
• W2572681856 isRetracted "false" @default.
• W2572681856 magId "2572681856" @default.
• W2572681856 workType "article" @default.