An assessment of the strategies and strengths of medium-sized food processors

✍ Scribed by Erna van Duren; David Sparling; Calum Turvey; Linda Lake

• Publisher: John Wiley and Sons
• Year: 2003
• Tongue: English
• Weight: 304 KB
• Volume: 19
• Category: Article
• ISSN: 0742-4477
• DOI: 10.1002/agr.10039

✦ Synopsis

Abstract

This article uses the case method of research to analyze the strategies and strengths of independent, domestically owned, successful medium‐sized processing companies in Canada. The assessment of company strengths is based on responses from open‐ended interviews and a questionnaire. All assessment is based on managers' perceptions, and the theoretical concept of a core competence is used. The key conclusions of the research are (1) there was no single internal factor rated as the number one strength across all managers in any one company, or across all companies, and (2) the factors on which managers rated their companies highest were highly interrelated. Reputation, flexibility and customer service and a set of other management variables interact to produce successful strategies. Being responsive to customer needs requires fast product development in industry niches while close relationships with customers allow the in‐depth understanding of customer needs required for this pace of product development. [EconLit citations: Q130, L200, L660.]. © 2003 Wiley Periodicals, Inc. Agribusiness 19: 115–132, 2003.