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

Author

Listed:
  • Erna van Duren

    (Department of Agricultural Economics and Business, University of Guelph, Guelph, Ontario, Canada, N1G 2W1. E-mail: evandure@uoguelph.ca)

  • David Sparling

    (Department of Agricultural Economics and Business, University of Guelph, Guelph, Ontario, Canada, N1G 2W1. E-mail: dsparlin@uoguelph.ca)

  • Calum Turvey

    (Department of Agriculture, Food and Resource Economics, New Brunswick, New Jersey 08901. E-mail: turvey@aesop.rutgers.edu)

  • Linda Lake

    (Fiscal Policy, Ontario Ministry of Finance, Frost Building South,, 4th Floor Queen's Park Crescent. Toronto, Ontario, Canada M7A 1Y7. E-mail: Linda.lake@fin.gov.on.ca)

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.

Suggested Citation

  • Erna van Duren & David Sparling & Calum Turvey & Linda Lake, 2003. "An assessment of the strategies and strengths of medium-sized food processors," Agribusiness, John Wiley & Sons, Ltd., vol. 19(1), pages 115-132.
    • Handle: RePEc:wly:agribz:v:19:y:2003:i:1:p:115-132
    DOI: 10.1002/agr.10039
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    References listed on IDEAS

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    1. Dorothy Leonard-Barton, 1990. "A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites," Organization Science, INFORMS, vol. 1(3), pages 248-266, August.
    2. Calum G. Turvey & Linda Lake & Erna van Duren & David Sparling, 2000. "The relationship between economic value added and the stock market performance of agribusiness firms," Agribusiness, John Wiley & Sons, Ltd., vol. 16(4), pages 399-416.
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    4. Karl Meilke & Erna Duren, 1996. "The North American Free Trade Agreement and the Canadian Agri-Food Sector," Canadian Journal of Agricultural Economics/Revue canadienne d'agroeconomie, Canadian Agricultural Economics Society/Societe canadienne d'agroeconomie, vol. 44(1), pages 19-37, March.
    5. Rita Gunther McGrath & Ming-Hone Tsai & S. Venkataraman & I. C. MacMillan, 1996. "Innovation, Competitive Advantage and Rent: A Model and Test," Management Science, INFORMS, vol. 42(3), pages 389-403, March.
    6. S.A. Lippman & R.P. Rumelt, 1982. "Uncertain Imitability: An Analysis of Interfirm Differences in Efficiency under Competition," Bell Journal of Economics, The RAND Corporation, vol. 13(2), pages 418-438, Autumn.
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    Cited by:

    1. Johnson, Aaron J. & Dibrell, Charles Clay & Hansen, Eric, 2009. "Market Orientation, Innovativeness, and Performance of Food Companies," Journal of Agribusiness, Agricultural Economics Association of Georgia, vol. 27(1-2), pages 1-22.
    2. Dominic, Theresia & Theuvsen, Ludwig, 2015. "The Impact of External and Internal Factors on Strategic Management Practices of Agribusiness Firms in Tanzania," GlobalFood Discussion Papers 197072, Georg-August-Universitaet Goettingen, GlobalFood, Department of Agricultural Economics and Rural Development.
    3. Anup Raj & Andrei Kuznetsov & Thankom Gopinath Arun, 2020. "Culture of Sustainability and Marketing Orientation of Indian Agribusiness in implementing CSR Programs—Insights from Emerging Market," JRFM, MDPI, vol. 13(11), pages 1-19, November.
    4. Ng, Desmond W. & Siebert, John W., 2009. "Toward Better Defining the Field of Agribusiness Management," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 12(4), pages 1-20, November.
    5. Ma, Xin & McSweeney, Peter, 2008. "Product and process innovation in the food processing industry: case study in Guangxi province," Australasian Agribusiness Review, University of Melbourne, Department of Agriculture and Food Systems, vol. 16.
    6. Lu Lin Zhou & James Onuche Ayegba & Emmanuel Onu Ayegba & Peace Maina Ayegba & Zhang Xin Jie, 2021. "Impact of dynamic capacities on the performance of food and beverage enterprises in Lagos, Nigeria," Journal of Innovation and Entrepreneurship, Springer, vol. 10(1), pages 1-24, December.

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