The role of product differentiation for contract choice in the agro-food sector

Jang, Jongick; Olson, Frayne

doi:10.1093/erae/jbq013

Cited by 39 publications

(36 citation statements)

References 28 publications

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“…In Germany, the percentages of chicken meat traded by contracts over total sales, in the decade 1991-2002, increased from 3.6 to 5.1%. In Italy, this share passed from 0.1 to 9.3%; in Spain, it went from 13.1 to 25.4%; in France from 6.7 to 17.7; in the Netherlands from 5.2 to 9.4%; and in the UK from 11.2 to 30.6% (Jang and Olson 2010).…”

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 95%

“…More specifically, some US sectors used to get provisions from the spot markets (e.g., wheat, oilseeds, pork meat, and tobacco) noticeably increased the use of contracts in the period 1991-2005. In the cases of wheat and pork meat, the percentages of total production value sold through vertical coordination contracts increased noticeably from 5.9 to 7.5% and from 11 to 65.6% (Jang and Olson 2010).…”

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 96%

“…During recent years, commercial transactions in the agri-food sector are growingly regulated through contracts that coordinate different stages of the supply chain (MacDonald and Korb 2008;Jang and Olson 2010;Chen and Yu 2013). To illustrate, some works demonstrate that in 2005, 41% of US agricultural production value was sold by contract farming (MacDonald and Korb 2008;Jang and Olson 2010).…”

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 99%

“…To illustrate, some works demonstrate that in 2005, 41% of US agricultural production value was sold by contract farming (MacDonald and Korb 2008;Jang and Olson 2010). Sales subscribed by contract farming amounted for 28% over the total production value in 1991, whereas in 1969, the same ratio was only 11% (Mac-Donald and Korb 2008).…”

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 99%

See 3 more Smart Citations

Do durum wheat producers benefit of vertical coordination?

2017

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This study aims at assessing if benefits, based on the economic performance of farms operating in an agro-food supply chain, are generated by a vertical coordination. A panel data (2008)(2009)(2010)(2011) of durum wheat producers was used, namely the Italian Farm Accountancy Data Network (FADN). Outcomes of coordinated and non-coordinated farms with equal farm and farmer characteristics were calculated through different economic performance measures. A propensity score-matching model was implemented to take account of the selection bias due to observed individual heterogeneity. The comparisons of average differences in farm economic performance indexes, including costs and profitability, show a coordination premium in competitiveness and profitability of Italian durum wheat farms.

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Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 95%

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 96%

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 99%

Section: Vertical Coordination In the Food Sector-literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Do durum wheat producers benefit of vertical coordination?

2017

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“…We evaluate interaction based on frequency, information exchange, resource exchange and communication quality. These factors are selected based on previous research focusing on collaboration in supply chains [8,26,47,50,60,64,65,68,71]. Moreover, the drivers to participate are evaluated based on the expected social gains and motivation as these factors have been identified as indispensable in multi-stakeholder processes [73,74].…”

Section: Dimension 2: Processmentioning

confidence: 99%

Sustainability Experiments in the Agri-Food System: Uncovering the Factors of New Governance and Collaboration Success

2017

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Abstract:In recent years, research, society and industry recognize the need to transform the agri-food system towards sustainability. Within this process, sustainability experiments play a crucial role in transforming the structure, culture and practices. In literature, much attention is given to new business models, even if the transformation of conventional firms toward sustainability may offer opportunities to accelerate the transformation. Further acceleration could be achieved through collaboration of multiple actors across the agri-food system, but this calls for a systems approach. Therefore, we developed and applied a new sustainability experiment systems approach (SESA) consisting of an analytical framework that allows a reflective evaluation and cross-case analysis of multi-actor governance networks based on business and learning evaluation criteria. We performed a cross-case analysis of four agri-food sustainability experiments in Flanders to test and validate SESA. Hereby, the key factors of the success of collaboration and its performance were identified at the beginning of a sustainability experiment. Some of the key factors identified were risk sharing and the drivers to participate. We are convinced that these results may be used as an analytical tool for researchers, a tool to support and design new initiatives for policymakers, and a reflective tool for participating actors.

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Food SMEs Face Increasing Competition in the EU Market: Marketing Management Capability Is a Tool for Becoming a Price Maker

et al. 2013

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The price‐making ability of food small and medium‐sized enterprises (SME) is important for their market survival. Since pricing is a part of marketing activities, by developing specific marketing capabilities, firms can improve their ability to make pricing decisions. This paper aims at evaluating the relationship between marketing capabilities and a firm's price‐making ability. A survey was conducted based on a sample of 371 food SMEs in the EU. We applied an Ordinal Regression Model to evaluate the determinants of a firm's price‐making ability. The analysis results revealed a certain ability of SMEs to set prices. Market analysis and marketing strategy planning capabilities are positively related to the price‐making ability of a firm, while firm size is not. Supply chain relationships play a crucial role in price‐making due to the strong constraint presented by the presence of vertical competition between food SMEs and supermarkets. (L25, L66, M31)

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The role of product differentiation for contract choice in the agro-food sector

Cited by 39 publications

References 28 publications

Do durum wheat producers benefit of vertical coordination?

Do durum wheat producers benefit of vertical coordination?

Sustainability Experiments in the Agri-Food System: Uncovering the Factors of New Governance and Collaboration Success

Food SMEs Face Increasing Competition in the EU Market: Marketing Management Capability Is a Tool for Becoming a Price Maker

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