Search results

This study aims to uncover apple preference and consumption in Indonesia, to disclose the risk of non-halal contamination of apples and the importance of maintaining the halal integrity of apples along the supply chain and to uncover the impacts of food miles of apples along supply chain segmentation.

This study adopted mixed research methods under a fully mixed sequential dominant status design (QUAN → qual). Data were collected through a survey in some Indonesian provinces (N = 396 respondents). Samples were collected randomly from individual consumers. The qualitative data were collected through interviews with 15 apple traders in Indonesia. Data were analysed using crosstab, chi-square and descriptive analysis.

First, Muslim consumers believe in the risk of chemical treatment of apples because it can affect the halal status of apples. Second, Indonesian consumers consider the importance of halal certification of chemical-treated apples and the additives for apple treatments. Third, the insignificance of domestic apple preference contributes to longer food miles at the first- and middle-mile stages (preference for imported apples). Fourth, apple consumption and shopping distance contribute to the longer food miles problem at the last-mile stage. Fifth, longer food miles have negative impacts, such as emissions and pollution, food loss and waste, food insecurity, financial loss, slow development of the local economy and food unsafety.

This research has implications for the governments, farmers, consumers (society) and business sectors.

This study proposes a framework of food miles under a halal supply chain (halal food miles) to reduce the risk of food miles and improve halal integrity. The findings from this research have theoretical implications for the development of the food mile theory, halal food supply chain and green supply chain.

The purpose of this paper is to determine the physicochemical characteristics of yellow and red apples cultivars of cashew. This is with a view to harnessing the quality attributes of the different cultivars of cashew. Parameters investigated include pH, refractive index, specific gravity, vitamin C content, juice astringency, chlorophyll and juice yield.

The methods of the Association of Official Analytical Chemists (AOAC) are employed in assaying the physicochemical properties, while the astringency is determined spectrophotometrically according to standard methods.

Results showed that percentage juice yield increases linearly with maturity for both cultivars. A maximum of 79.5 per cent is obtained for the yellow apple cultivars, while 74.1 per cent juice yield is obtained in the red apple cultivar. The pH ranged from 3.73‐4.5 and 3.64‐4.55 for red and yellow apple cultivars, respectively, with a marked fall between seven and eight weeks after pollination (WAPo). Specific gravity and refractive index are of the order 0.999‐1.007 and 1.34‐1.89 for both selected samples. Highest refractive index is obtained in red and yellow cultivars at seven and eight WAPo. The changes in ascorbic acid followed a linear pattern and the maximum values of 249.5 mg/100 ml and 185.5 mg/100 ml are obtained for yellow and red apple cultivars, respectively. Meanwhile, the juice astringency level decreased steadily with maturity and at the ninth WAPo, values obtained are 0.47 and 0.86 mg/100 ml tannin for yellow and red apple cultivars, respectively. Generally, pH, astringency, refractive index, juice content, ascorbic acid and chlorophyll contents showed marked variations between six and eight WAPo, confirming physiological maturity and ripening in the crop species.

Cashew farmers and industrialists will know the best time to harvest the crop when the quality is at its peak.

Apple’s amazing run of blockbusters – iPhone, iPad, iPod, iTunes, multiple iterations of the Mac computer, and going all the way back to the Apple II – has created a fan base of consumers willing to pay premium prices and produced enormous corporate value. This case aims to look at the strategies, value chain integration skills and management practices that underlie Apple’s ability to bring its designs to commercial stardom and propel shareholder value.

The case examines two related skills that the company has developed since the late 1990s that are critical complements to Apple’s design talents: its ability to combine “build, borrow and buy” strategies and its world-leading abilities as a value chain integrator.

Apple has uniquely sophisticated “build, borrow and buy” (BBB) expertise throughout its management, going all the way up to its CEO Tim Cook. The company’s lengthy success record proves it knows when and how to develop products and components internally, when to ally with other firms and when and how to acquire and integrate other companies.

This case is based on publically available sources.

Despite working with such a large and powerful set of vendors and partners, Apple harvests much of the value in the relationships.

The case shows how corporate leaders and personnel throughout the company maintain a systematic view of customer value, the value chain that delivers that value and the competitive and social contexts that shape value demands, so that they can communicate and coordinate activities of multiple vendors throughout the ecosystem rather than simply manage a series of one-to-one relationships.

Apples have always been considered a healthy product able to provide curative properties to consumers. In Italy, there is a long tradition of apple consumption and production both as a fresh product and as processed food. However, as with many other products, the consumption of fruits and vegetables and, more specifically apples, has been drastically affected by the first lockdown in 2020. In this project, the authors investigate whether the change in consumption habits had long-lasting consequences beyond 2020 and what are the main eating motivations, food-related behavior and socio-demographic affecting the consumption of fruits and vegetables after the pandemic.

The authors ran two online surveys with 1,000 Italian consumers across a year (from October 2021 to December 2022). In the study, participants answered questions about their consumption habits and their eating motives. Out of 1,000 consumers, the authors included in the final analysis only the participants who answered both surveys, leaving a final sample of 651 consumers.

The results show that participants have allocated more budget to fruit and vegetables after the lockdown than before it. Moreover, consumers reported an average increase in the consumption of apples. However, the increase was more pronounced for people aged between 30 and 50 years old and identified as female. After showing the difference across time, a cluster analysis identified three main segments that differ in their eating motives, place of purchase and area of residence.

Overall, the results contribute to a better understanding of how the global pandemic is still affecting people's daily life. Moreover, the findings can be used to guide the marketing and communication strategies of companies in the food sector.

To the best of the authors' knowledge, this is the first study that investigates changes in the consumption of fruits and vegetables, and, more specifically, apples, in Italy more than one year after the beginning of the COVID-19 pandemic. Moreover, the study proposes a classification of consumers based on their habits in a time frame during which the COVID-19 wave was at its bottom which is not currently present in the literature.

The purpose of this article is to solve the issue that apple-picking robots are easily interfered by branches or other apples near the target apple in an unstructured environment, leading to grasping failure and apple damage.

This study introduces the system units of the apple-picking robot prototype, proposes a method to determine the apple-picking direction via 3D point cloud data and optimizes the path planning method according to the calculated picking direction.

After the field experiments, the average deviation of the calculated picking direction from the desired angle was 11.81°, the apple picking success rate was 82% and the picking cycle was 11.1 s.

This paper describes a picking control method for an apple-picking robot that can improve the success and reliability of picking in an unstructured environment and provides a basis for automated and mechanized picking in the future.

Just as a rotten apple makes other apples around it begin to decay, so too can people influence others within their vicinity, particularly in terms of destructive emotions and behaviors. Trevino and Youngblood (1990) adopted the term ‘bad apples’ to describe individuals who engage in unethical behaviors and who also influence others to behave in a similar manner. In this chapter, the ‘bad apple’ metaphor is adopted to describe the employee whose actions and interactions create and maintain destructive faultlines and unethical exclusion behaviors that negatively impact the emotional well-being and effective and ethical performance of the team. In particular, the chapter examines the way in which ‘bad apples’ use destructive emotion management skills through the manipulation of emotional levers of others, what motivates them to do so and the implications it may have on management.

This paper aims to study the effects of plum powder and apple pomace powder additions on the quality properties of buffalo meat emulsion.

Buffalo meat emulsions were prepared using different levels (2%, 4% and 6%) of plum powder and apple pomace powder, respectively. The meat emulsions were analysed for the physico-chemical, sensory and textural properties of the meat emulsion.

The pH of meat emulsions decreased significantly (p < 0.05) with an increased level of plum powder and apple pomace powder. Water-holding capacity (43.1%–48.1%), emulsion stability (80.2%–92.2%) and cooking yield (85.4%–91.0%) were significantly (p < 0.05) higher in plum powder and apple pomace powder added than the water-holding capacity (42.1%), emulsion stability (79.7%) and cooking yield (85.0%) of control emulsion. The moisture content was decreased significantly (p < 0.05), and crude fibre content was increased significantly (p < 0.05) with the increase in plum powder and apple pomace powder additions in meat emulsions. The total phenolic content and colour values (a* and b*) were significantly higher in plum powder and apple pomace powder added to meat emulsions. The sensory scores of meat emulsions were affected by the addition of plum powder and apple pomace powder. The meat emulsion added with 6% plum powder and 6% apple pomace powder showed significantly lower values of sensory overall acceptability. The hardness of meat emulsions increased with the addition of plum powder and apple pomace powder.

The results indicated that meat emulsions with a good cooking yield, fibre content, sensory acceptability and textural properties can be prepared by using plum powder and apple pomace powder.

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

Purpose – This chapter discusses the difference between a product strategy and a platform strategy, relying on examples from the history of Apple and Microsoft in personal computers and other devices as well as Sony and Japan Victor Corporation in videocassette recorders.

Design/methodology/approach – The chapter begins with a review of how the term “platform” has been used in the management literature and defines an industry-wide platform (as compared to an in-house company product platform) as a foundation technology (or service) that brings multiple parties in a market together for a common purpose. An industry-wide platform can generate powerful network effects between the platform and complementary products and services that make the platform increasingly valuable. Apple, with the Macintosh computer, and Sony with the Betamax VCR as well as other products, such as the Walkman media player, are examples of firms that developed excellent products but followed a product-first strategy and ended up losing in these markets or becoming niche players. They paid relatively little attention to opening up their technology to outside firms and cultivating an ecosystem of partners. Apple changed in the early 2000s with the iPod and iTunes, and then the iPhone and iPad, and has risen from near bankruptcy to become an enormously valuable and profitable platform leader.

Findings – Historical examples suggest that, in a platform market, the winner is not the firm with the best product, but rather the firm with the best platform – that is, the foundation technology or service that is most open to outsiders and which stimulates development of the most compelling complements.

Originality/value – This result extends the literature's understanding of platform strategy.