Industry structure: Concentrated or decentralized industry. Decentralized industry
Distributed industry is an industry where many businesses compete with each other but do not have
Which business?
have enough power to dominate
businesses
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remaining.
A concentrated industry is an industry in which one or a few businesses hold a dominant role.
The barriers
withdrawal: barrier
withdrawal is the key
factor
give
It becomes difficult for a company to exit the industry.
Competitive pressure from customers (Bargaining power of buyers)
Customers here are understood as direct consumers or product distributors. Customer power is the influence of customers.
customers for this fruit. In general, when customer power is large,
then the relationship between the customer and
X-ray product
will be near
with
what economists call
is poisonous
call option – that is, the market has many
suppliers but only one buyer. In such market conditions, customers have the power to dictate prices. If customers are strong, they can
force
price must be
decrease, cause
rate of return
profit
belong to
industry decline
Customers have great power in the following cases:
Customers are highly concentrated, meaning that few customers account for a large market share.
Customers purchase large quantities of products produced in the context of standardized distribution channels or products.
Customers have the ability to merge or even buy the manufacturer.
export
Competitive pressure of suppliers (Bargaining power of suppliers)
A manufacturing industry requires raw materials – including labor, inputs such as fertilizers, pesticides, etc. Weak suppliers may have to accept the terms offered by the growers, thereby
garden
cost reduction
cost and profit
profit
in product
export,
reverse
again,
the suppliers
big
can put pressure on
with
input costs
serve mango production in many ways, such as setting high raw material prices to share the industry's profits.
Competitive pressure from substitute products
In Porter's model, the term
the word " product "
substitute product”
is the subject
access
to other fruits.
According to economists, the risk of export substitution
exists when the demand for one fruit is affected by a change in the price of another fruit. The price elasticity of demand for a Mango is affected by the price change of the substitute fruits. The more substitute fruits there are, the more elastic the demand curve will be (meaning that a small change in the price of the fruit will lead to a large change in the quantity demanded of the fruit) because buyers now have more choices. Therefore, the existence of different types of fruit
Substitution limits the ability of agents to raise prices in production.
Export and trade of Sand Mango products.
Potential competitors (Regions and provinces that can grow Cat Mango)
Supplier (Providing inputs: pesticides, fertilizers, etc.)
Intra-industry competition (competition between regions growing Cat Mango)
Customers (domestic and foreign consumers)
Alternative fruits (Guava, Grapefruit, Orange, Plum,
…)
Figure 3.2 The 5 competitive forces model
(Source: Vo Thi Thanh Loc and Nguyen Phu Son, 2013)
SWOT analysis of the entire Xoai Cat product chain (tool 7)
Analyze the advantages and disadvantages as well as opportunities and challenges/risks of each actor participating in the chain as well as the entire Xoai Cat value chain, thereby proposing appropriate strategies for sustainable development of the Xoai Cat value chain.
S (strengths): Favorable factors and resources within the Cat Mango value chain contribute to promoting better development (occurring in the present)
W (weaknesses): Unfavorable factors, unsuitable conditions within the Mango value chain that limit development (occurring in the present)
O (opportunities): External factors that need to be implemented to optimize development, expected results to be achieved (occurring in the future)
T (challenges/threats): External factors that have the potential to create negative outcomes, unexpected results, limit or eliminate development (occurring in the future).
SWOT can provide a model that combines internal factors (strengths and weaknesses) and external factors (opportunities and threats) in turn. This combination aims to make the best use of favorable factors and minimize or avoid unfavorable factors.
S – O coordination: Using strengths to take advantage of opportunities
W – O coordination: Overcome weaknesses to take advantage of opportunities, and at the same time take advantage of opportunities to overcome current weaknesses.
S – T coordination: Use strengths to overcome and avoid threats.
W – T coordination: Overcome weaknesses and limitations to reduce risks.
Once the SWOT matrix is obtained, development upgrading strategies can be proposed based on the combination of strengths and opportunities (offensive strategy), strengths and threats (coping/adaptive strategy), weaknesses and opportunities (corrective strategy) and weaknesses and threats (defensive strategy).
Upgrading the Mango Value Chain (Tool 9) [2, page 6673]
Value chain upgrading is an important element in a value chain system because it provides solutions to achieve the strategic upgrading vision as well as specific action plans for sustainable value chain development.
There are three strategies selected from the four value chain upgrading strategies of Vo Thi Thanh Loc (2013) as the strategy for upgrading the value chain of Dong Thap province's Cat Mango: (i) Quality improvement strategy; (ii) technology investment strategy and (iii) redistribution strategy.
To develop a value chain upgrading strategy based on the analysis of the current value chain of the Cat Mango value chain, analysis of the activities of the actors, the competitive advantages of the Cat Mango product and SWOT analysis combined with the development plan of Dong Thap province.
3.2 RESEARCH METHODOLOGY
3.2.1 Method of selecting research area
Mango is a crop with high economic value and is classified as a specialty fruit tree in Cao Lanh district and Cao Lanh city, Dong Thap province. Cao Lanh district and Cao Lanh city are the two localities with the largest mango acreage and output. In 2012, the whole province had a mango output of 83,992 tons with a mango growing area of 9,031 hectares, of which Cao Lanh city and Cao Lanh district had a mango growing area of 5,779 hectares with an output of 58,085 tons. Cao Lanh district accounted for 40.8% of the area and 49.1% of the output; Cao Lanh city accounted for 23.1% of the area and 20.1% of the output compared to the whole province. Therefore, the author chose Cao Lanh district and Cao Lanh city as the research area. Through referring to documents from Economic Reports, Statistical Yearbook of Dong Thap province. At the same time, consult experts at the Department of Agriculture and Rural Development, Cao Lanh District Agriculture Department, and the Provincial Agricultural Extension Center to select a location with a relatively large area of Cat Mango cultivation to conduct research.
Research is being conducted
method based
observational method
stratified randomization for mango growers and combined with bud development method for the remaining agents.
3.2.2 Data collection method
To achieve the specific objectives of the study, the topic will collect secondary and primary data as follows:
3.2.2.1 Secondary data collection
Collect information from available sources such as statistical yearbooks,
scientific reports, projects, presentations through seminars, conferences, press,
Internet,... from provincial/district level Departments/offices, branches about production situation
and consumption
same as
fish
value chain issues
Mango cat́. The
This information is synthesized and analyzed to suit the research objectives.
3.2.2.2 Primary data collection
Farmer focus group discussion (FGD – Focus Group Dicussion):
This method is carried out when the research area is understood. Divided into discussion groups, a group of subjects is selected as households producing/cultivating mango. Each commune/ward has a group of 10-15 people.
With this method, people will generally evaluate the production and consumption situation, income, life. Advantages, difficulties, opportunities and challenges in the production and consumption process. The results of this group discussion will serve as the basis for establishing research indicators for the survey according to the questionnaire and useful qualitative information for comparison with quantitative research results.
Group discussion of ward/commune level officials
Small discussion
for staff group
Ward/commune includes committees
Sector: Vice President in charge of production/economy, women's union, gardeners' association, youth union,... Each ward/commune will have a group discussion.
In-depth interviews with leaders/informed people (Informant Panel)
(KIP Key
This method aims to find out information with a deeper scope from provincial/district leaders, knowledgeable officials of agricultural establishments/departments,... through a pre-prepared semi-structured questionnaire on the value chain.
knowledge
Sand mango of Dong Thap province
and
related to
awareness of
rural people in the production and consumption of Xoaìi Sand. Learn about the orientation of local economic development, types of production that need to be developed,
Main advantages and disadvantages in production/cultivation, development solutions, etc.
Direct interviews with actors in the chain
Sandblasting at the site
Analysis of actor activities in the value chain
Competitive advantage analysis
Proposed solutions to upgrade the chain
The data focuses on exploiting information about purchasing activities, selling activities, costs, selling prices, and profits of each agent. This study has conducted
act in the form of a wind
directly
tac
participants in the chain
Production and consumption of waste by structured questionnaire for each participant
in the chain, investigating 265 sample observations for all agents, specifically
as follows: including: input suppliers (seeds, materials,...); producers
(Mango gardeners) interviewed 200 households growing Cat Mango in 4 communes (My Hoi, My Xuong in Cao Lanh district and Tan Thuan Tay, Tinh Thoi in Cao Lanh city) and 1 My Tho town (in Cao Lanh district) with the largest Cat Mango growing area in the district and Cao Lanh city; trade
again
purchase; cooperative; beginner
make; play
hub; transport; seller
Retail;...The selected chain participants are of chain-link nature, starting from mango growers. Next, to which subjects and where the mango growers sell, information will be collected on the participants in the chain.
Table 3.1. Sample size and data collection methods
Agent Sample observation number
Agricultural supplies agent Mango seed supplier
Gardeners + 02 PRA groups (10 gardeners/group)
10
2
200 + 02
Cooperative 1
Trader 13
Packing warehouse in province 16
Out-of-province distribution warehouse 5
Retail 10
Shipping 4
Credit Fund 1
46
Total
265
PRIMARY DATA
DATA COLLECTION
DATA ANALYSIS AND PROCESSING
Current situation analysis
Production and consumption of Cat Mango
Economic chain analysis
value of mango sand
Wholesale market 1
SECONDARY DATA
Diagram 3.2 Progress of implementing research on the value chain of Cat Mango
3.2.3 Data analysis method
Descriptive statistics method
Descriptive statistical analysis is a synthesis of methods for measuring, describing, presenting data and creating frequency distribution tables, figures, etc. This is the basis for synthesizing and analyzing basic data collected on all actors participating in the chain. In this topic, descriptive statistical methods are used to analyze the current situation of mango farmers in Dong Thap and the situation of mango consumption in the past time of the actors (labor, income, number of workers participating, costs, mango selling price, output, buying and selling activities, chain support, etc.)
Value chain analysis
Value chain analysis includes analysis of chain functions, actors
participate in the chain, market channel and support chain promotion.
Economic chain analysis
Economic chain analysis includes analysis of intermediate costs, incremental costs, revenue, added value, and net added value of each actor and of the entire chain.
Value Added (VA Value Added): Value added is the difference between the price that each agent sells minus the intermediate costs, which are the costs of purchasing raw materials from the original manufacturer or the costs of purchasing input products from the agents following in the chain.
Value added = (Quantity x Selling price) – Intermediary costs
Financial ratio analysis