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In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or sellers, or users or producers, may not make much notice of them. A product sells. A facility functions. The business relationship in which we make our money has “always” been there. However, some times this picture of order is disturbed. A user having purchased a product for decades may “suddenly” say to the producer that s/he does not appreciate the product. And a producer having received an order of a product that s/he thought was well known, may find it impossible to sell it. Such disturbances may be ignored. Or they can be used as a platform for development. In this study we investigate the latter option, theoretically and through real world data. Concerning theory we draw on the industrial network approach. We see industrial actors as part of (industrial) networks. In their activities actors use and produce resources. Moreover, the actors interact − bilaterally and multilaterally. This leads to development of resources and networks. Through “thick” descriptions of two cases we illustrate and try to understand the interactive character of resource development and how actors do business on features of resources. The cases are about a certain type of resource, a product − goat milk. The main message to industrial actors is that they should pay attention to that products can be co-created. Successful co-creation of products, moreover, may require development also of business relationships and their connections (“networking”).

Within the agri-food sectors of Western countries, there is an increasing interest in alternative food, i.e., organic, local and regional food, artisanal food, short-supply chains, slow food etc. Innovation in food processing is a significant element both in alternative food and conventional food strategies. Alternatives are based on competition on qualities rather than price. A main question in this chapter is to address how alternative qualities are embedded into food products? This question is explored using a study of two alternative cases within the dairy sectors of Norway and Wales. A model of the different modes of designed qualities of food is developed and discussed to explore the complex issue of quality. We find space and technology especially relevant as dimensions of qualities. Our conclusion is that there is a need to nuance the discussion about quality and food. Firms may develop as hybrids within a conventional vs. alternative perspective, and a strong emphasis on the conventional and alternative as a dichotomy tends to give a static and restrictive perspective.

We aim to understand what happens when larger social and cultural myths become the incarnate understanding of consumers within the firm. This paper uncovers the varied myths at play in one Finnish company’s status as an inadvertent cultural icon.

Through a qualitative inquiry of Finland’s largest dairy producer and by employing the theoretical lens of myth, we conceptualize the entanglement of broad cultural, social, and organizational myths within the organization.

Macro-mythic structures merge with everyday employee practice giving consumer understanding flesh within the firm (Hallet, 2010). Mythological thinking leaves organizational members inevitably bound up in a form of consumer knowing that is un-reflective and inadvertently effects brand marketing management.

Working through a nuanced typology of myth (Tillotson & Martin, 2014) provided a deeper understanding of how managers may become increasingly un-reflexive in their marketing activities. This case also provides a cautionary tale for heterogeneous communities where ideological conflict underscores development and adoption of contemporary myths.

Purpose: Consumer acceptance is considered the most important factor in functional food success and is given top priority in new product development. This study focussed on finding factors that influence consumer perceptions about active food and the pattern of active food consumption. This chapter aims to provide a deeper understanding of taste trading based on a consumer decision-making framework.

Research Methodology: Cross-sectional consumer data were collected by floating G-Doc containing the questionnaire which was supposed to be answered by people according to their behaviours, preferences, knowledge regarding functional foods etc. It contained questions about their income, gender, preference towards functional foods, factors affecting decision-making while purchasing functional foods etc.

Results of the Study: The findings suggest that the consumers' attitude towards functional foods was mainly influenced by the quality and suitability of the product. Purchase intent was found based on age, literacy of population, income and health benefits of active foods. Awareness of functional foods and their price significantly affected the purchase of functional foods. Most people were willing to spend more on functional foods in the future regardless of the taste and provided high quality and product suitability.

Changing conditions for farming force farmers to search for new ways to organize agricultural production. In dairy farming, households experience long working hours, inconvenient working conditions, and low incomes. Dairy markets are beleaguered by overproduction, low prices on staple dairy products, and low return to labor and capital. This structural squeeze, which is aggravated by quick technological changes and the globalization of markets, is negotiated in various ways by dairy farmers in different agricultural regimes. A recent coping strategy for dairy farmers in Norway has been joint farming, a process whereby two, three, or even more farmers establish a joint company to merge their resources and work together. These joint farmers enjoy more leisure time, greater security in case of illness, and improved work environments. Why is joint farming so successful in Norway? One main explanation is the difference between agricultural regimes, which places the Norwegian dairy farmer in a privileged position when it comes to building coping capacity.

Purpose – Reviewing the notion of ‘neo-productivism’ as represented in the literature, this chapter explores multiple forms of neo-productivsm and presents a case study of the dairy industry of New Zealand as a new form ‘cooperative productivism’.

Design/methodology/approach – First, a brief review of the literature on neo-productivist forms is performed in order to develop a framework of neo-productivism as presented in the literature. Second, a case study of Fonterra in New Zealand is undertaken and makes the case that Fonterra represents a new productivist form (that does not fit within the current literature) – that of cooperative productivism.

Findings – Three forms of neo-productivism are described in the literature, namely market productivism, competitive productivism and ‘neo-productivism’. We find that cooperative organisations (in this case Fonterra) can also develop into highly productivist forms when the objectives of members concur with the corporate objectives and are facilitated by a supportive government and weak environmental regulation. The possible implications for European rural development are discussed.

Originality/value – This chapter presents the first framework of the different neo-productivist forms and describes the new concept of cooperative productivism.

Purpose – This chapter introduces the book collection and sets the theoretical framework for the subsequent chapters.

Design/methodology/approach – The approach of the book is to re-interpret major challenges to global agriculture – particularly climate change and the food crisis of 2008 – as demonstrating shocks to the resilience of global food systems.

Findings – Using resilience to shocks as a key quality of food systems enables recent crises to be understood as central to the ongoing dynamics of food systems rather than simply atypical events. Alongside climate change and food security, other potential shocks are identified: biosecurity, energy, financial and volcanic.

Originality/value – This framework establishes new criteria for examining the potential merit of multifunctional and neo-liberal policy regimes with world food systems.

This chapter presents the case study of Origin Green, the Irish food industry’s national program that committed the entire supply chain to meet sustainability targets and simultaneously branded the efforts and outcomes to increase demand for Irish food products. The brand creation is discussed under headings of building predictability, creating innovative capacity, and facilitating an intimate relationship.

The chapter describes supply chain risk mitigation, brand development, and the relationship between the two, proposing that they should be regarded as simultaneous rather than separate processes. This is followed by the case history of Origin Green.

The literatures on risk mitigation and brand equity development are extended by suggesting that the development of each should be regarded as simultaneous rather than consecutive activities.

The chapter outlines a program for national branding and sustainability and an insight on risk mitigation and branding that should be of interest to policymakers designing such programs and senior leaders considering involvement.

This chapter will be useful to policymakers considering national or industry-wide initiatives. Further, the chapter demonstrates the opportunity and challenges of systemic approaches to sustainability. The opportunity to brand nations and systems and the need to simultaneously build supply chain and brand for such is an original insight that is of value to strategy and planning. Similarly, at firm level, removing risk from the supply chain and building a brand would be of value.

The agribusiness co-operative sector in Canada has been affected by ongoing changes in economic, political, and social policies. Increased competition from local investor-owned firms and multinational companies, deregulation and globalization of trade and increased concentration of suppliers and purchasers have put tremendous competitive pressure on agribusiness marketing co-operatives. The enhanced level of competitive rivalry may force co-operatives into lowering costs and prices. Improvement in cost or operating efficiency of agribusiness marketing co-operatives may be crucial as changes in regulation, technology, and other market developments bring into question the long-term viability of co-operative businesses. Therefore, information as to the efficiency with which agribusiness co-operative firms operate would be useful.