Abstract
Parana Coast had already been a great producer and commercial center of flowers, however in the last decade the supply chain had reduced its cultivation area and marketing. In order to support a better understanding of the strategic management current situation of the flowers production chain in several Brazilian regions based on the similarity found in Parana Coast, it is presented the results of a research that sought to identify the processes of production, distribution and trade in the flowers supply chain in Parana Coast, and provide a strategic classification using the Miles and Snow model. It was conducted a descriptive exploratory survey between May 2014 to April 2015, with face interviews to nine farmers, five wholesalers and fifteen retailers. The producers had a defensive strategic posture, the wholesalers showed an analytical strategic posture and the retailers had a reactive strategic posture, and they were the strongest segment of the supply chain due to the organizational skills. In these three levels predominated the commercial rivalry among the segments. It was concluded that the flowers supply chain in Parana Coast, urgently needs a governance model among the segments that allows performing cooperative practices and harmonic business combination to generate greater competitiveness for the sector.
Highlights
The flowers and ornamental plants world trade has shown in recent decades the tendency to increase the consumption, especially in countries classified as in development (ANACLETO, NEGRELLE, 2013b), like in Latin America, Colombia is the largest producer and second largest world exporter of flowers, and moves approximately $ 555 million dollars per year, it is emphasized that the Colombian flower market has been shown in evolution constituting one of the main agribusiness sectors in that country (CALDERON, 2014)
The commercialization of flowers and ornamental plants in Brazil involves the efforts of 5,000 producers and over 18,000 points of sale, and the main commercial center is situated in the Holambra, State of São Paulo and this region, responsible for handling nearly 80% of the volume of national flower market (MACHADO NETO et al.,2013; SILVA et al 2015)
In total it was identified six wholesalers, from these ones, five answered the survey, being four with central business in Curitiba – PR and one from Joinville – SC. It sought to identify in this segment, the wholesalers origin, commercial operation system commercialized species, how was the business relationship with retailer and producers, the processes related to the marketing mix, classification of the adopted management system according to Miles and Snow typology (1978), as well as identify what were the strategies adopted that resulted in competitive advantage to the floriculture sector
Summary
The global flower market occupies an estimated area of 190,000 hectares, and moves values close to $ 60 billion per year, being the largest producers in the world: the Netherlands, Colombia, Italy, Denmark, Belgium, Costa Rica, Ecuador, Australia, Malaysia, Thailand, Israel and the United States (BATT, 2000).The flowers and ornamental plants world trade has shown in recent decades the tendency to increase the consumption, especially in countries classified as in development (ANACLETO, NEGRELLE, 2013b), like in Latin America, Colombia is the largest producer and second largest world exporter of flowers, and moves approximately $ 555 million dollars per year, it is emphasized that the Colombian flower market has been shown in evolution constituting one of the main agribusiness sectors in that country (CALDERON, 2014).The growth of flowers production and consumption in Brazil, is relevant, since that in the last decade the consumption per capita was US $ 4.5 per year and nowadays tops $ 7 per year and with satisfactory growth rates (MACHADO NETO, JASMIM, PONCIANO, 2013).The financial move in Brazilian flowers market is approximately of 1.3 billion dollars per year, and caused a change in businessmen behavior, which started the search for qualification in production and efficiency in trade practices (MACHADO NETO et al, 2013; SILVA, PAIVA, SANTOS, 2015; JUNQUEIRA, PEETZ , 2015).The commercialization of flowers and ornamental plants in Brazil involves the efforts of 5,000 producers and over 18,000 points of sale, and the main commercial center is situated in the Holambra, State of São Paulo and this region, responsible for handling nearly 80% of the volume of national flower market (MACHADO NETO et al.,2013; SILVA et al 2015).Floriculture in Paraná, according to Anacleto and Negrelle, (2013b) has been growing, having appeared several producers poles as in Curitiba, Apucarana, Guarapuava, São José dos Pinhais, Cascavel, Londrina, Foz do Iguaçu, Marialva and Corbélia. The flowers and ornamental plants world trade has shown in recent decades the tendency to increase the consumption, especially in countries classified as in development (ANACLETO, NEGRELLE, 2013b), like in Latin America, Colombia is the largest producer and second largest world exporter of flowers, and moves approximately $ 555 million dollars per year, it is emphasized that the Colombian flower market has been shown in evolution constituting one of the main agribusiness sectors in that country (CALDERON, 2014). The commercialization of flowers and ornamental plants in Brazil involves the efforts of 5,000 producers and over 18,000 points of sale, and the main commercial center is situated in the Holambra, State of São Paulo and this region, responsible for handling nearly 80% of the volume of national flower market (MACHADO NETO et al.,2013; SILVA et al 2015).
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