| Summary: | 碩士 === 國立中興大學 === 農業推廣教育研究所 === 92 === This research looks at the marketing of organically grown fruit and vegetables, the way in which certification is or is not implemented, and designing & managing the supply chain to reduce costs and retail price without impacting service quality. The objectives of the research are twofold: 1) A discussion of marketing strategies adopted by those selling organic fruit and vegetables. 2) An analysis of the linkage between marketing strategy and enterprise/product positioning.
This research focuses on five case studies looking at different organizational approaches, each one a representative of a distinctive type of organic fruit and vegetable supplier. An overview of the marketing performance of such organic produce for the year 2003 can be broken down into a number of categories according to scale: 1) small scale (4 million/yr). 2) Organic Cooperatives (10 million/yr). 3) Housewives Alliance (10.8 million/yr). 4) Green-Pure (30 million/yr). 5) Li-Jen (30+ million/yr).
The scale of family “Display Courier Farms” is restricted to the area managed by an individual, making it impossible to increase product volume. As such, produce is specifically marketed to members of the Farmers Union, making it impossible to aim at non-member consumers, and necessary to adopt a strategy where the outdoor production environment is always accessible. By comparison, marketing organizations that bring together a larger group of producers employ a “Distribution Center” to manage the variety and volume of different crops planted. For example, Green-Pure developed its own wholesale distribution network, with specific importance given to product specifications, so that each kilo costs NT$5 extra for products that meet the given standard and this, in concert with distribution gross profit margin rate, determines retail price. Organic Cooperatives focus on supermarket chain distribution and the organization of produce fairs to market their products. Li Jen adopts a popular pricing strategy, with their own directly managed stores and distribution channels, whilst establishing “to protect and maintain of funds” to undertake market promotions. Housewives Alliances set an all year round standard price for organic fruit and vegetables and also organize tours of organic farms.
Research into the issue of how enterprise positioning influences distribution strategies indicates that small scale family farms with “Display Courier Farm” characteristics are the only the only type of organization that completely incorporates a courier distribution strategy. Of these, individual/family courier distribution accounts for 70% of marketing volume. Lu Chun operators, with a “Distribution Center” that possesses production, packaging and product control functions adopt five different distribution strategies including wholesale store marketing and distribution, which accounts for a 50% share of the total. Organic Cooperatives have their own directly operated stores and distribution/marketing cooperative operators distribute the goods of third parties for a fee. These adopt three distinctive distribution strategies, with supermarket marketing accounting for 70% of the total. The Housewives Alliance is a consumer cooperative operator with its own production, product control and directly operated stores. It has four types of distribution strategy, directly operated store marketing accounting for 45% of the total. Li-Jen is a legal corporate identity with production, product control and “Buddhist Group certification body directly operated stores. It adopts four distribution strategies, though directly operated store-marketing accounts for 80% of the total.In conclusion, this research finds that in the marketing of organic fruit and vegetables, the functions of a “Distribution Center” and “enterprise positioning” are the main factors accounting for differences in marketing strategies. In addition, the “main distribution differences” marketing are the key factors in determining the volume of organic fruit and vegetables sold.
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