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Organic products form a growing segment of the food market. Recent estimates speak about market shares between 1 to 4.25 per cent. In Belgium the share is only 1 per cent, but the market is growing exponentially. Organic farmers in Belgium often have to sell their products as conventional products because of non‐efficient marketing systems. Marketing problems are also mentioned as one of the main reasons by conventional farmers for not converting. Most conventional farmers are not only rather sceptical about the long‐term perspectives of getting a price premium for organic products, but consider the organisation of the supply chain as one of the main sources of uncertainty and therefore as a constraint for conversion. Therefore more efforts should be made to organise the supply chain for organic products. The problem seems to be that of the egg and the chicken: for a cost‐effective supply chain a condition is to have enough producers, while for a lot of producers a cost‐effective swupply chain seems to be a necessary condition to convert, mainly because of high transaction costs linked to non‐efficient marketing.

The global organic market is expanding, and India is in an advantageous position with the highest number of organic producers worldwide. Although many articles have been published on the value chain of organic products from India, no significant studies were found related to the value chain analysis of organic pineapple. This study aims to know the various aspects of the organic pineapple value chain, i.e. network structure, value addition at various stages of chain actors, value chain upgradation and governance structure.

The study is explorative in nature, and primary data from various actors involved in the chain is collected and analyzed. Primary data through a structured schedule and interviews are collected from farmers and traders. A multistage sampling plan has been adopted. A sample of 75 farmers was randomly selected from the study area. For traders, snowball sampling is used due to the nonavailability of the sampling frame. A total of 10 commission agents, 10 wholesalers and 20 retailers were thus selected for the study. For objectives 1 and 4, descriptive statistics are used. For objective 2, a modified formula described by (Murthy et al., 2007) is used to calculate farmer’s net price and marketing margin. For objective 3, Garrett’s ranking technique is used to identify various constraints in upgrading the organic pineapple value chain in Assam.

This study shows that the value chain of organic pineapple is in the initial stage and proper value addition is required to have a complete regulated value chain. Six marketing channel is identified, and products are sold through farmer producer company only in case of export and trade with distant buyers. The marketing efficiency for channels II and III is 1.69 and 0.99, respectively. The degree of value addition for channel II in the hands of the commission agent, wholesaler and retailer is 11.65%, 4.56% and 12.60%, respectively. In the various constraints in upgrading the value chain, farmers rank “policy support” as a major constraint. In the governance structure, trade with distant traders and exports is done formally and through written contracts.

The study performs value chain analysis of organic pineapple in Cachar district of Assam, India for the year January 2022–January 2023. Future studies are encouraged related to various aspects of the supply chain and value chain of organic pineapple from various northeastern states of India and other states.

The study will help policymakers and key actors to know the existing chain and frame a well-coordinated and regulated value chain.

This study is one of the first study to explore the value chain of organic pineapple of Cachar district of Assam, India. Implementation of these findings can help various actors to strengthen the existing value chain.

The purpose of this paper is to segment the Australian organic food consumer market.

A nationwide online survey was conducted for collecting data about the Australian organic food consumer market. Various statistical techniques were used for analyzing the data and identifying market segments.

The key market segmentation variables that significantly characterize the Australian organic food consumer market include age, income, education, metro/city-vs-rural/region, purchase frequency, weekly expenditure, consumption period, retail outlets, perceived values, self-image, and perceptions about organic foods.

Australia, like many other countries, is an emerging market for the organically produced and marketed food products. The current review unfolds the fact that there are limited studies in market segmentation, and no study in the Australian context, in particular. The current paper contributes to the organic food market segmentation literature and provides several implications for market segmentation strategy.

Substantial changes in the organic food sector and recent studies on the Canadian organic food market are showing promising trends. However, community organic food markets are different from organic food mainstream markets. In a domain growing in theoretical and practical importance, the main objective of this paper is to develop an understanding and analysis of “community organic food market”.

Focus groups were conducted and data collected were analyzed using content analysis.

Five main themes emerged and brought contributions in terms of: organic food definition and recognition, organic food consumers' motivations, trust with regard to organic food, labeling and certification process, organic food distribution channels, and the proposition of a conceptual model of decision making with regard to organic food consumers in small communities.

Data collection was conducted in only one small community location and should be extended to other small communities as well as urban city centers.

This study provides some insights to managers in terms of the market mix and target marketing of organic food niche markets.

The paper explores the difference between an organic food mainstream market and an organic food niche/community market using a consumer behaviour perspective.

This paper aims to chart the breadth and acceleration of organic markets domestic and international and discuss the obstacles and possible ways that confront enterprises who engage in organic exports from and imports to China.

There is much extant research that investigates the organic certification and its market development in the developed world. However, little emphasis is given to China, the highest growing organic market. This research aims to narrow this gap in the literature by reviewing organic certification and the market in China.

China's organic products are mainly exported to developed countries, but the growing affluence of Chinese consumers and expanding foreign expatriate community in China is developing a domestic market for organic food. Organic products are increasingly being imported. Organic standards and certification system in China have been established and under the implementation, with all stages of the organic marketing chain regulated by law and guaranteed. The lack of an equivalent or compliant system forces Chinese organic exports to enter the international market through multi‐certification, and foreign organic imports to the China market possibly through certification by a CNAS‐ACB.

This paper provides a unique insight into a wide range of China organic certification systems and the mechanism for organic exports from and imports to China.

Especially after the Second World War, both in developed and to some extent developing countries, agriculture became highly mechanized and specialized as well as heavily dependent on agro‐chemicals. Such intensification of farming has produced higher yields and greater wealth but has also created some problems affecting the environment, food and farm‐worker safety. Today, different farming systems are subject to discussion and research to discover an alternative to this current agriculture such as organic production, to create conditions for sustainable agriculture and development. Organic farming has been developed in most Western countries such as the USA, Canada, Japan and European Union. In Turkey, organic farming is relatively new, but the number of producers involved in organic production activity has been increasing rapidly since the mid 1980s mainly by the relationships of some multinational companies in order to export organic products to the developed nations especially to the EU. Developing countries like Turkey have some advantages and also challenges for organic food and fiber production. First of all low‐input traditional systems are still a major part of those countries’ agriculture. Contrary to the developed countries, organic agriculture practices can help the farmers to increase productivity and to protect natural resources through using proper technological systems and also easy access to market and information. As in Turkey, most developing countries have small domestic organic markets and have begun to seize the export opportunities presented by organic farming. The main challenges they face are not having proper production practices, certification organizations and being tied only to foreign markets. It is a fact that development of organic production in these countries requires farmers to act in an organized manner instead of depending on a certification, export or import companies or a governmental body. The role of the government, of course, is also important to establish a legislative base and to support organic farming by convenient policy measures.

This paper explores the contextual relevance of sharing economy for the organic food market in an emerging economy like India.

Case study approach was used to collect empirical data from different types of organic food markets.

Organic food farmers markets compared to online and health food stores tends to facilitate sharing economy more since it helps them to build value, scale and trust. By sharing resources, skills and spaces, organic farmers markets have increased organic food availability, reduced its cost of certification and operation besides managing consumer trust. Subjective influence through social media and offline interaction reduces information asymmetry at zero marginal cost. Organic food producers/retailers can get a competitive advantage by tapping underutilized assets to create value and opportunities besides overcoming their demand and supply constraints.

The research offers a fresh perspective to the organic food sector, particularly in emerging economies like India. It could assist all stakeholders to overcome the current demand and supply challenges faced in organic food markets.

This paper examines the development of a small, yet highly significant section of the UK wine market with the arrival of a limited range of organically produced wines on to our mainstream supermarket shelves and highstreet restaurant wine lists. Until recently, UK demand for all organic produce was relatively small, the total size of the UK retail organic market during 1993/1994 being only £105 million (Soil Association Certification Ltd., 2000). The last five years has seen a period of rapid growth, with the same report predicting that the 1999/2000 total sales figure will have increased to £546 million (Soil Association Certification Ltd., 2000). Organic wine still features as a small category within the complete organic picture but experts indicate that the UK market is in a period of significant growth with estimated sales of approximately £7–8 million per annum (Gardener, 2000). The nature of consumers and suppliers involved with the organic food market also appears to be changing. Multinationals have entered the market alongside whole‐food independents, (Blythman, 2000) and the market is seemingly no longer limited to the ‘select few’ of the population willing to seek out and pay the price for a premium product. A recent report suggested that as many as one third of the UK population now buy organic produce of one category or another (Soil Association, 1999). The organic market has apparently ‘come of age’ and as the debate of ‘natural is better’ takes hold, fuelled by continual media coverage, in both the broad‐sheet (Slater, 1998; Dimbleby, 1999) and popular press (Organic Living, 2000). It will be interesting to observe the hospitality industry's response in attempting to keep pace with this developing market.

This paper aims to report research into emergent supply chain management (SCM) practices in a context in which the imperative for business development requires efficient inter-firm collaboration. It explores the way key supply chain (SC) actors perceive entrepreneurial opportunities and evaluates their SC processes.

A whole chain approach, using qualitative methods, was used to investigate retail, wholesale and production links, with a special focus on small businesses which predominate in the agrifood sector. The methodology used is of vital importance to understand the complexity of the sector and the interdependencies among stakeholders.

Results suggest several SC malfunctions originating in diverse strategic planning practices and different entrepreneurial mentalities which hinder the process of emergence from traditional to more modern chain configurations. The fact that the nature of new opportunities in the agrifood sector (e.g. organics) was poorly understood, obstructs further development of the agrifood sector. Other key findings suggest problematic flows of information within the SC and minimal trust among stakeholders.

Sampling constraints suggest that caution should be exercised in extrapolating these conclusions elsewhere. Nonetheless, further investigation using similar approach should be applied in a wider context not only in Greece but also in other similar economies characterized by nascent SCs.

The study investigates the entire SC of a vital sector for numerous small- and medium-sized enterprises, with lessons for diverse emerging agribusiness economies. Insights, not only for the direct SC stakeholders but also for policymakers, could serve to unlock the potential of such sectors and also the exploitation of new opportunities in emerging markets which can be stifled by stagnant sectoral structures and conservative business attitudes.

This paper examines the socio-ecological co-evolution and transformation of organic pioneers and the organic food market from a politically structuring actor perspective. It aims to identify strategies and activities used to contribute to the change of structures in the organic market and how the companies, in turn, reacted to the structural influence of the changing environment to position their company successfully in the market.

This study is based on interviews with four managing directors who were responsible over several decades for the strategic corporate management of the pioneer companies they founded as (or converted to) organic. Content analysis was used to analyse the data.

Strategic challenges regarding building up, maintaining and using resources, shaping actor constellations, and professionalising management are explained. The analysis demonstrates that also small pioneers have the possibilities and scope to influence and change markets and structures.

The results are significant for developing sustainable transformation strategies for markets, considering the interaction of the micro and meso-levels over time and the role of small businesses that might be struggling with growth and loss of values. The study answers recent calls in the literature to empirically investigate sustainability transformations from a practice perspective and gain insights into the roles of corporate actors.