V -
The Marketing of a Lesser-Known Florida Fruit: The Case of
Guava at a Florida Packer/Shipper
by
William M. Gibbs, Allen Wysocki, and Michael T. Olexa*
Abstract: This cases focuses on the challenges and opportunities facing C-Brand
Tropicals, a tropical fruit packer/shipper located in South Florida. Management of C-
Brand Tropicals continues to look for ways to compete in the highly competitive produce
industry. The company is experimenting with new packaging and sizing for guava in an
attempt to win over large grocery store buyers.
Key Words: guava, fruit packaging, distribution, and sales, marketing, operations,
consumers
* William M. Gibbs is a Master of Agribusiness graduate student and Allen F. Wysocki,
and Michael T. Olexa are Assistant Professor and Professor, respectively, in the Food and
Resource Economics Department, College of Agricultural and Life Sciences, Institute of
Food and Agricultural Sciences, University of Florida. Gainesville, Florida.
Opinions and perspectives expressed in this case may or may not represent the views of
others, particularly, C-Brand Tropicals.
C-BRAND TROPICALS
p1144/e Do TropiQuality Every Day!
WWW.TROPIOUALITY.COM
The Marketing of a Lesser-Known Florida Fruit: The Case of
Guava at a Florida Packer/Shipper
byWilliam M. Gibbs Alen F. Wsocki and Michael T. Olexa
William M. Gibbs, Allen F. Wysocki, and Michael T. Olexa
C`
Dedication
This work is dedicated to the late Dr. Patrick J. Byme for giving me the
opportunity to study Agribusiness at the University of Florida. In my 18 years of formal
schooling, I never had a better educator. His masterful pedagogy coupled with a superb
understanding of marketing and sales made my experience in the Food and Resource
Economics Department truly remarkable. May he rest in peace.
Acknowledgements
I am indeed grateful to the many people who have helped me in my pursuit of a
Master's of Agribusiness Degree at the University Florida. In particular, I would like to
thank my advisory committee chair Dr. Al Wysocki, a fellow Midwesterner, produce
man, and excellent teacher who has been a tremendous source of information in my
pursuit of marketing at the retail level. Also on my advisory committee was Dr. Michael
Olexa, a true entrepreneur, who has offered me sound advice on legal issues pertinent to
the agribusiness industry. Of equal importance in my education has been Bill Messina,
the unofficial third member of my advisory committee. An entrepreneur himself, Mr.
Messina has instilled in me the "never say die" mentality required of all those wishing to
start their own business. From the moment I met him, Bill has been a constant source of
business, personal, and educational wisdom.
In the private sector, I am grateful to Mr. Bill Shaefer, president of C-Brand
Tropicals, where I spent the summer of 2000 fulfilling my degree requirements of an
internship experience. Bill, a marketing guru of the produce industry, helped teach me
the ins and outs of the produce industry as well as provided me with a perfect internship
experience at C-Brand Tropicals.
Others have helped me along in my educational pursuits. In the Agribusiness
group, my classmates (Andy Wetherill, Raquel Guzman, Sean Mannhertz and others )
have helped and entertained me with lively discussions over issues concerning our love
of the agribusiness world.
I also am very grateful to Iris Chacon and Don Mee, companions of mine who
supported me throughout graduate school by keeping me well nourished and sane.
To my parents, Al and Monica Gibbs, I owe many years of support and advice to
never be satisfied be anything less than the pursuit and realization of my dreams.
Finally, to the Mayan Q'eqchi's of Guatemala I owe 2 years of happiness. Their
humble existence and selfless sharing opened my eyes to the reality of the majority of
this planet's inhabitants and gave me a new direction in life. Because of them, I was
introduced to the numerous commodities available in the tropics, which I hope to
successfully market around the world. In this way, I hope to someday return something
to them.
WMG 8/9/2000
Table of Contents
Page
C-Brand Firm History 1
Current Operations 4
Organization 5
Internship Experience 7
Guava, The Plant 10
Current Status in USA 13
Internship Project 15
Bibliography 19
The Marketing of a Lesser-Known Florida Fruit: The Case of
Guava at a Florida Packer/Shipper
by
William M. Gibbs, Allen F. Wysocki, and Michael T. Olexa
Firm History
Founded in 1926 by the Couture family in California (currently called C-Brand
Tropicals), Couture Farms originally was a grower/packer/shipper of honeydew melons,
cantaloupes, asparagus, pistachios, sweet potatoes, cotton, and several other rotational
crops. The farm grew in size and is currently producing on nearly 1,000 acres in
California, of which 600 acres are in asparagus production.
During its expansion until the 1970s, Couture maintained domestic production,
packing, and shipping. However, some Peruvian farmers on scholarship at the University
of California Davis expressed to the UC Davis staff their desire to grow crops for export
to the United States. With a growing season opposite of North America, the Peruvian
farmers could hit lucrative non-production U.S. marketing windows without competing
with American growers. Known as one of the most successful farm operations in
California, the Peruvians were quickly referred to Couture Farms by the UC Davis staff.
The Peruvians and Couture Farms quickly came up with a plan to grow asparagus
in the rich South American soil. Couture provided their growing, packing, and shipping
expertise as well as a verbal agreement to handle all of the Peruvians' output. Paul and
Chris Couture flew to Peru and spent months helping their partners set up operation.
Within three years Couture was importing from Peru upwards of 20,000 boxes per week
of asparagus into Miami. Couture Farms soon set up a Miami office and named it
Couture International.
As the sole supplier of winter asparagus in the United States, Couture was able to
easily receive $40.00/box FOB wholesale from its customers who then resold at even
higher prices. Currently, asparagus sells for $16.00/box. This cash windfall lasted only
several years in the early 1980's, as other competitors were quick to set up operations in
Peru.
Eager to diversify and replicate their success in off-season production in Latin
America, Couture Farms began searching in the early 1990s for a site in Central America
where they could produce off-season melons. Guatemala was seen as an ideal location to
grow melons because of the cheap labor, liberal export laws, and ideal climate for melon
production. Several willing producers were located and, again, several members of the
Couture Family flew to Guatemala to help set-up the operation. In addition, several of
the growers requested and received start-up money from the Coutures. However, several
growers simply stole the loans and others did not produce to expectations. To make
matters worse, several growers requested and received additional monies to expand and
improve, but again failed to provide product. In all, the Coutures lost upwards of one
million dollars in the early 1990s to bad overseas investments. These loses were very
financially damaging to the firm.
At the same time that the Coutures were expanding into melon production, some
Columbian farmers came to the University of California at Davis requesting advise as to
a labor-intensive crop that could be produced in Columbia to help discourage farmers
from growing coca. The UC Davis staff once again referred the Colombians to the
Couture Family and the two agreed in principle to begin an asparagus operation in
Columbia. The Coutures would provide the know-how and marketing of the product,
while the Colombians would provide the land, labor, and product. This time, however,
the Coutures, having learned from their Guatemalan experience, would loan no money.
The asparagus was planted in 1994 and export of the product began two years later.
Also in 1994, Chris Allen, longtime friend of the Couture Family, expressed
interest in becoming involved in the ailing Miami branch of Couture International. Allen
invested nearly a quarter-million dollars and began running the Miami branch, now
known as Couture-Allen International, from San Francisco. Allen and his poor
leadership drove the already ailing division into the ground. Sales declined and some of
their suppliers from Venezuela (mangos) and Guatemala (melons) became dissatisfied
with their returns and dropped Couture International. By May of 1995, Allen left
Couture-Allen International. With no product and less clients, Couture Farms
contemplated shutting down their Miami branch, Couture-Allen International.
Through mutual friendships, Couture Farms is put in contact with Bill Shaefer,
marketing director of Brooks Tropicals, the largest grower/packer/shipping of tropical
fruits in Florida. Shaefer helped build Brooks Tropicals into a multi-million dollar
powerhouse in the produce industry through his tireless marketing programs for
carambola and ugli fruit. However, internal problems at Brooks had Shaefer
contemplating quitting the firm. Couture Farms approached Shaefer and, after making
him a lucrative offer, persuades him leave Brooks to head Couture-Allen International.
Before leaving Brooks, Shaefer recruited Mike Vanderbeek, an up and coming salesman
with several years at Brooks.
When Vanderbeek and Shaefer take over Couture-Allen in 1995, they inherited a
company with almost no suppliers and yearly revenue of only $2.5 million. Initially, they
bought a load of coconuts and could not sell them. They bought four pallets of limes that
ended up rotting. At the end of 1995, their line of credit was removed and their biggest
customer filed bankruptcy while still owing Couture-Allen $53,000. Things looked very
bad and Mike Vanderbeek, with his wife pregnant, considered jumping ship.
Fortunately, things began to recover. Couture-Allen received a line of credit,
albeit at a very high interest rate, and they began to land some accounts. The end of 1996
brought a Costco account and Brooks Tropicals' inability to manage their Wal-Mart
account help Vanderbeek and Shaefer acquire a huge account with that chain's growing
grocery business. Local producer discontent with Brooks Tropicals brought new
suppliers to Couture-Allen's growing packing operations and helped expand the Couture-
Allen offerings. The firm then moved from its Miami location to Goulds in 1997 to be
closer to the local producers.
Since their move to Goulds, revenue has risen. Sales in 1999 reached nearly $13
million and a new salesman has recently been added. In January of 2000, Couture-Allen
changed its name to C-Brand Tropicals, since many customers thought the company was
either a law-firm or doctor's office. Also, an "internship program" has recently been
started with the addition of the author as the first intern. The company continues to grow
and explores new opportunities in terms of fruit offerings and strategic relations with
customers (Vanderbeek, M: personal communication, July 2000).
Current Operations
Currently, C-Brand Tropicals operates as a packer/shipper/broker of a variety of
tropical fruits grown both domestically and abroad. When in season, C-Brand
consolidates product from local growers and then grades, packages, and ships to chain
supermarkets, wholesalers, terminal markets, and, occasionally, end-users. When local
product is not available, C-Brand sources product from Mexico, Central America, South
America and the Caribbean and then often reworks the product to ensure a quality
product is leaving their docks. C-Brand sometimes brokers product, with the item never
entering or leaving their location.
When grading product for top-quality, much fruit is removed. The firm will sell
these items, called number two's, on the dock directly to consumers and/or local
suppliers who then resell to restaurants, markets, or out of their vehicles to consumers. In
the ultra-competitive product industry, fruit quality to a large degree and price to a lesser
one are almost dictated to sellers. Service and price are what drive most consumers.
C-Brand Tropicals has often succeeded in gaining customers where other have
failed because of company president Bill Shaefer's philosophy of not letting a pack
variation deter a sale. In other words, if a firm wants their fruit packed in a non-
traditional way or in a way that C-Brand currently does not pack an item, C-Brand will
go out of their way to pack the fruit according to the customer's desire, despite the
inconvenience. In this way, C-Brand Tropicals is truly satisfying the customers' needs,
thereby increasing sales and the firm's reputation as a customer-driven company. This,
above all, may be the main competitive advantage of C-Brand Tropicals.
Organization
Currently, C-Brand is organization according to a somewhat hierarchical structure
with each member of management ultimately receiving instruction from C-Brand
president, Bill Shaefer, and/or vice-president of sales Mike Vanderbeek (see figure 1).
However, much flexibility is given to management in terms of hours worked, duties
accomplished, and decisions made. Furthermore, despite titles, many responsibilities and
duties are shared, as is common in many small corporations. This arrangement is
necessary because of the day-to-day as well as the seasonal fluctuations of the produce
industry. During the busiest moments, employees of the shipping department as well as
Figure 1. C-Brand Management Organization
Mike Vanderbeek
Vice President of Sales
the head office may join the packinghouse workers in arranging product. Conversely,
packinghouse workers may work with the shipping and receiving during moments of
high activity on the dock. This sort of mutual assistance is necessary to optimize
efficiency and worker performance because of the tight profit margins that are
characteristic of this highly competitive industry. Instead of hiring extra workers and
incurring higher costs, workers are shared to maximize efficiency and minimize costs.
Furthermore, this interaction of responsibilities allows the head office and shipping to
maintain control and observe the quality of product that is being shipped.
Internship Experience
C-Brand Tropicals offers the perspective student a near-perfect internship
experience. Bill Shaefer, C-Brand president, believes that to effectively be an employee
of C-Brand, one must learn all aspects of their operation. From the moment the intern
arrives at C-Brand, he/she begins to work according to this belief.
The internship experience begins with the student working for several weeks
alongside hourly workers in the packinghouse. This experience gives the intern the
knowledge of the tasks and responsibilities facing the packinghouse manager as well as
the hourly workers. In this way, an understanding of this aspect of the operation on the
part of the salesman helps deter unrealistic packing jobs from the head office on short
notice. Also, by working with the product, the intern learns the shipping sizes and
product quality to be offered to customers.
After the packinghouse assignment, the intern moves on to work alongside the
receiving manager. In the receiving department, the student learns inventory and quality
control as well as how to use the integrated computer software that is used to do
everything from invoices to orders. Also, the use of the forklift and palletization of
product is taught to the student by the receiving department. Most importantly in
receiving, the student familiarizes him/herself with the product line carried by the
company.
Following several weeks in receiving, the student is then placed in the shipping
department. Time in this critical facet of the company is very well spent. Shipping is the
last-chance filter with which to catch any errors in quantity, quality, and items placed.
Once the item is placed in a trailer, it is out of the company's possession and control.
Many customers have been retained because of shipping's alertness to improperly
handled or shipped items. Also, shipping's vigilance over the items needed for the day's
orders helps the packinghouse manager manage what items need to be packed for the
day. Moreover, since shipping knows generally which trucks come when for particular
items, they help the packinghouse manager process in a logical order according to when
the item is needed. On a side note, shipping also sells considerable quantities of number
two fruit on the docks to local vendors, generating much-needed cash for the company's
general coffer.
The next segment of a C-Brand internship takes the intern to the head office,
where the student's previous five to six weeks experience comes together to help form
the larger picture of how the company works. The intern begins by making purchases of
local and foreign growers, thereby gaining an understanding of product and transportation
costs. Also, by working with the packinghouse manager, the student learns the
packinghouse costs of re-working the fruit. In this way, the student gains a thorough
understanding of how the company forms its prices. Then, by taking orders from clients,
the intern learns how to sell as well as in what priority product is allocated when scarcity
exists. Finally, the student tries to establish new customers by either cold calling or
selling to any personal contacts that he/she might have.
The final part of a C-Brand internship involves spending time with payables,
receivables, packinghouse operations, and other random necessary functions of the firm.
Also, the intern may be given special assignments, such as researching the marketability
of new items. It must be added that, throughout the internship, which can last three to
four months, the student may be asked to visit local producers to assess their fruit quality,
production levels, and/or retrieve fruit that is urgently needed to fill a pending order.
This very thorough internship designed by Bill Shaefer offers the student an excellent
opportunity to study a produce firm working in niche markets filling demand for some of
the lesser known but increasingly demanded tropical fruits. After three to four months
with C-Brand Tropicals, the student has had an extremely educational and rewarding
experience.
Guava: The Plant
Guava (Psidium guajava) is a member of the family Myrtaceae, which has more
Figure 2. From Top Left; Guava Fruit, Flower, Flesh, and Leaf.
than 80 genera and 3000 species. A native of the Americas from Peru to Mexico, guava
can be found throughout the humid tropics, in well over 50 countries. The Spaniards and
Portuguese quickly disseminated seed of this tree around the world in the early 1500's
and it is commonly known by the name guava, despite many different native languages
and dialects where it is grown. Its hardiness has made a welcome addition to many
tropical homegardens because of the copious amount of fruit it produces up to 10 months
of the year. However, its aggressive seeding ability has made it a pest in certain areas
where the tree often chokes out native vegetation (Nakasone and Paull, 1998).
Guava is a small tree, often taking on a bushy, shrubby appearance, but may reach
a height of almost 30 feet. The trunk of guava is very short, with branching occurring
shortly after the base, and is easily recognizable because of the attractive, copper-colored,
bark that often peals from the tree. Young branches are often green and square while the
leaves of guava occur in pairs and are oblong to oval shaped. The flowers of guava are
white and usually self-pollinate via bees, however, cross-pollination is known to occur.
Figure 3. Guava Plantation.
Guava is a heavy producer, with individual trees producing up to 227 kg/tree/year.
One hectare of guava can produce up to 50 MT/ha/year (Kwee and Chong, 1990). The
skin and flesh of guava can vary in color from yellow to green and from red to white,
respectively. The fruit gives off a strong, but sweet odor when ripe and, although
seedless varieties exist, the majority of guava in commercial production is seeded.
Guava is grown around the world most tropical countries. The biggest producers
include Mexico, Columbia, India, Malaysia, United States, Brazil, South Africa, Kenya,
Cuba, and the Dominican Republic (Kwee and Chong, 1990).
Figure 4. Worldwide Guava Distribution.
"'
I
-~
_?.s'
L
I
r.I..
*-; 'r-. ". '.:-
' :--. *. ,-
:' -- "
' --*^ *.
Figure 5. Major guava-producing countries.
Year Country Production (MT)
1944 Cuba 90,714
1969 India 200,000
1969 Venezuela 16,900
1969 Egypt 34,000
1983 Mexico 175,000
1988 South Africa 13,000
1988 Malaysia 20,173
Although data is scarce, most guava is produced for fresh consumption in local
markets, with very little product entering international markets. The highly perishable
nature of fresh guava makes it an unlikely candidate for long, time-consuming transport
over great distances. However, considerable quantities of guava are processed into
jellies, pastes, baby food, juices, and various desserts for local consumption and export
throughout the world (Morton, 1987). Much of the international trade in guava is aimed
at serving the citizens of ex-patriot niche markets of the exporting country.
Current Status in USA
What little demand for guava that exists in the United States is primarily
concentrated around large metropolitan areas throughout the country and other areas of
ethnic diversity such as the Latino areas of Florida, Texas, and California. These ex-
patriot niche markets exist because of the previous exposure these consumers have had
with guava in the native lands. Traditional American markets purchase very little guava;
guava suffers from the common characteristics of being unfamiliar to the majority of the
general American population. Most Americans do not know what the product is, how to
tell when it is ripe, how to prepare it, what part is edible, etc. (Crane, 1993). In addition,
the ignorance of wholesale produce buyers and grocery store managers further limits the
marketability of relatively unknown products such as guava. Therefore, the high cost of
funding for market development and promotion is the main limiting factor for increasing
demand for unfamiliar products to mainstream produce buyers and consumers.
Due to the strong presence of a Latino population in the United States, there has
for many years been a small, but steady demand for fresh guava. This demand has been
satisfied by a small number of commercial operations in Hawaii, California, and Florida.
In Florida, only 31 hectares of land were planted in guava in 1993 (Crane, 1993). This
number has increased and in 2000 there was at least one grower alone producing guava
on nearly 32 hectares. The increase in guava production in South Florida is attributed to
the burgeoning Latino population of the area.
The future prospects for guavas are very good. Americans are increasingly
traveling outside the United States and encountering new and exciting food items, which
they then demand at their local supermarkets. The rise in the popularity of Latino
cuisine, in particular Mexican dishes, is the fastest growing of all ethnic foodstuffs.
Finally, by 2020, the Hispanic population, which is the primary consumer of guava, is
expected to reach almost 20% of the U.S. total (Andrews, 1995). These trends point to a
bright future for the growers and suppliers of fresh guava to American consumers.
Internship Project
After his second month of work, the intern at C-Brand Tropicals was given the
task of improving their marketing campaign of guava. C-Brand Tropicals' current sales
of guava at existing stores were flat and the prospects of expanding to new stores were
dim given the poor performance of guava in existing stores. In the opinion of the
company president, Bill Shaefer, guava suffered from the usual problems of an unknown
product aimed at the American consumer. Most Americans do not know what guava is,
how to tell when it is ripe, how to prepare it, what part is edible, etc. Furthermore,
according to Shaefer, from the standpoint of the produce/wholesale buyer, the quality
and, most importantly, consistency of the supply of guava is poor.
When a produce/wholesale buyer decides to purchase an item, they want to
receive a standardized item in a standardized box that is filled either according to a
weight amount or count number. For example, when a buyer purchases Florida
avocados, they will buy product in a standardized box with a variable quantity of fruit
inside. The buyer will choose a 9, 10, 12, or even a 14 count box of avocados. Avocados
of similar size and of the same variety are packed in the same size box. A 9 count box of
avocados will then have larger fruit than a 14 count box because both size avocados go
into the same size box. Logically, the smaller-sized fruit will fit more per box than a
larger-sized fruit. The buyer knows this from experience and/or industry specifications
of the size of fruit that will be received.
This standardization of product helps the buyer in two main ways. First, the
buyer can determine what size their customer prefers and purchase accordingly.
Secondly, the uniformity in size helps deter complaints from the customer when a
uniform price is attached to all avocados of a lot. Customers will not complain that they
are being charged the same for a smaller fruit if all of the fruit is of a uniform size.
In the case of guava, the sole supplier of product to C-Brand Tropicals packed
according to weight, not size. Therefore, C-Brand customers would receive 10 lbs. of
guava, regardless of size. Sometimes, C-Brand would then ship 12-15 large guava
weighing a total of 10 lbs. Other times, C-Brand would ship 25-30 small guava weighing
a total of 10 lbs. This lack of predictability prevented produce buyers who practiced
"every day low price" from setting consistent prices because of the great variability of
guava size. This, in turn, deters produce buyers from actively buying and promoting
guava in their stores.
As an individual project for the intern, Shaefer suggested that the intern research
ways in which to correct the "guava problems" of low consumer awareness and non-
standard packaging. Time was of the essence in this project for several reasons. First,
the Mexican guava producers were eager to begin exporting to gringo markets with the
FDA allowance of imported guava into Texas, California, and Arizona given the product
be irradiated in order to prevent deleterious organisms from entering the U.S. Secondly,
C-Brand Tropicals was eager to be the first company to begin supplying guava to the
huge Latino populations of Texas, California, and Arizona that the Wal-Mart
Supercenters serve. Thirdly, C-Brand's sole guava grower was literally throwing out
thousands of pounds of guava in his fields because of his inability to sell all of his
production. The grower purchased a $110,000 sizing machine in the spring of 2000 that
would sort the product into three distinct sizes. This machine solved the problem of non-
uniform sized fruit, but not the problem of a lack of a standardized box and count.
Therefore, the intern was instructed to find something that would be effective in solving
the guava problems soon. Also, in order to sell to Wal-Mart in those three states, the
guava would have to be irradiated and labeled with a PLU sticker carrying an irradiation
symbol.
Shaefer added one additional twist to the equation of improving the marketing of
guava. Given that it is an unknown and unproven item, produce buyers do not want
expose themselves to a product that is expensive in case the produce sits on the shelves
and rots. An attractive per box price minimizes the financial risk of the produce buyer
purchasing hundreds of cases for a chain store. Therefore, the weight per box would
have to be minimized in order to be able to offer a relatively cheap (<$10.00) box of fruit.
In order to address the problem of a low-level of awareness of guava among
consumers, Shaefer suggested to the intern that he research the possibility of point-of-
purchasing advertising for guava. In particular, the intern should find a package in which
the retailer can offer the fruit at a low price with a label describing to the consumer what
the product is and how and when to consume it. After researching this, the intern came
up with a four-pack clamshell container that would carry an attractive label with the
possibility of including recipes on the backside of the label that would be readable
through the clear container. However, after number crunching, it was soon obvious that
the container would retail for $3.99; a price considered too high to entice consumers to
risk buying a product that they do not know. A two-pack clamshell, which would offer a
better price, does not exist and the cost of creating one is prohibitive. The point of
purchase advertising research was put aside in order to concentrate on improving the
other aspect of the guava problem.
The problem of creating a low-cost uniform count and standardized box was the
next area of investigation. After talking to numerous produce packaging suppliers and
testing their products, it was decided that a tray insert with a 9, 12, and 15 count cell
would offer the fruit a better visual presentation because of the nice contrast the red tray
would offer the green fruit. Also, given the three different fruit sizes (the grower's new
sizing machine graded the guava into three different sizes) to go into the box, the tray
with the snugly fitting cells would offer the fruit stability and prevent it from rattling
around and damaging. Finally, with the fruit firmly braced in the trays, applying the PLU
stickers with a label gun would be easier than trying to target moving fruit. Having
acquired the trays from a manufacturer, the intern then had a local box maker design a
box that would fit around a tray (creating a box that goes around a tray is easier and
cheaper than designing a tray to fit into a box).
The next job was designing a label that fulfilled the requirements of Wal-Mart,
the guava grower, and the federal government. This was no easy job considering the
diameter of the sticker would be only three-fourths of an inch. Wal-Mart requires a PLU
code be included on the sticker of every individual fruit. The guava grower was insistent
on having his name included on the sticker to spread consumer awareness of his excellent
product. The federal government required that the universal irradiation sticker, the radura
symbol, be included on the box in which the fruit was shipped. It was then each store's
Figure 6. The Radura Irradiation Symbol
producer manager's responsibility to inform the consumer of the irradiation treatment.
Wal-Mart, not wanting to depend on individual producer managers to shoulder the weight
of such a controversial issue as irradiation, decided to shift the responsibility to the
supplier. Therefore, the universal irradiation symbol would then have to be included on
the sticker. The results of the new sticker design were pending at the time of this writing.
The final aspect of this project is determining the FOB price that C-Brand
Tropicals would charge its main customer, mainly Wal-Mart Supercenters, for the new
product. After calculating the guava producer's final price given the cost of the new box,
tray, sticker, added labor and factoring in C-Brand's markup, it was determined that the
FOB price to Wal-Mart would be exactly $10.00 per 9, 12, and 15 count box. The price
was judged reasonable by Shaefer and concluded what was a very educational and
productive individual internship project. C-Brand Tropicals will soon be offering its new
guava-pack to its customers.
Bibliography
Andrews, J. 1995. Peppers: The Domesticated Capsicums. University of Texas Press,
Austin, TX, USA.
Crane, J.H. 1993. Commercialization of Carambola, Atemoya, and other tropical fruits in
South Florida. p. 448-460. In: J. Janick and J.E. Simon (eds.), New Crops. Wiley, New
York, NY, USA.
Kwee, L.T. and Chong, K.K. 1990. Guava in Malaysia. Tropical Press, Kuala Lumpur,
Malaysia.
Morton, J. 1987. Fruits of Warm Climates. Julia F. Morton, Miami, FL, USA.
Nakasone, H.Y. and Paull, R.E. 1998. Tropical Fruits. CAB International, New York,
NY, USA.
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Deli Meat and Cheese: A Decision Case
TRACER: A New Market Challenge: A Case
Study of a Marketing Plan for Dow Agro Sciences
Management and Advancement In A Theme-Based
Restaurant: A Case Study of the Ale House
Procedures For Peer Evaluation of Teaching In the
Food and Resource Economics Department
A Beginner's Guide To Understanding Mutual
Funds
Perspective On Internet Marketing: A Case Study of
Therapeutic Botanicals, Inc.
Title
Date
Gary F. Fairchild
Gary F. Fairchild
Aaron Troyer
Gary Fairchild
Richard Weldon
P.J. van Blokland
Pavan Her
Allen Wysocki
Gary Fairchild
Patrick J. Byme
Ferdinand F. Wirth
Suzanne D. Thomsbury
Benjamin Brown
Allen Wysocki
Meagan Langford
Allen Wysocki
Cam Martin
Patrick Byme
Richard Weldon
Ken Buhr
Norman S. Baer
P.J. van Blokland
Gary F. Fairchild
John E. Reynolds
Gary F. Fairchild
John E. Reynolds
Tracy S. Hoover
Eric Gameff
P.J. van Blokland
Ronald Pearl
Gary F. Fairchild
Timothy G. Taylor
December
1999
December
1999
December
1999
December
1999
December
1999
December
1999
December
1999
January
2000
January
2000
April
2000
April
2000
August
2000
No. Title
TLP 00-6
TLP 00-7
Strategic Analysis ofa Small Firm Competing in the
European Mango Market
A Strategic Business Analysis of Pike Family
Nurseries
Using Business Simulations and Issue Debates to
Facilitate Synthesis in Agribusiness Capstone
Courses
Life Long Learning For the 21st Century Food
System-Will Colleges of Agriculture Respond?
A Beginner's Guide To Speculating and Hedging
The Dow Contract
Designing Agribusiness Capstone Courses:
Objectives and Strategies
A Beginner's Guide To Understanding Risk and
Portfolio Diversification
Incorporation of Peer Learning In An Agricultural
Curriculum
Observations of the Sentricon Termite Colony
Elimination System and Florida Pest Control and
Chemical Co.
Country Catfish Company: A Decision Case
Overview and Swot Analysis of Ocean Spray
Cranberries, Inc. -Citrus Division
The Grocery Industry Faces Change
Raquel Guzman
Gary F. Fairchild
Allen F. Wysocki
Gerado Sol
Gary F. Fairchild
Allen Wysocki
Karl Kepner
Gary F. Fairchild
Timothy G. Taylor
Lois Schertz Willet
Blake Glass
P. J. van Blokland
Charles R. Hall
Gary F. Fairchild
Timothy G. Taylor
Kerry Litzenberg
Gregory A. Baker
Blake Glass
P.J. van Blokland
Gary Fairchild
Tim Taylor
Sandra B. Wilson
Suzanne D. Thomsbury
Melissa A. Diaz
Allen F. Wysocki
Gary F. Fairchild
Megan Langford
Allen Wyscoki
Gary Fairchild
Jacob W. Searcy
Gary F. Fairchild
Timothy G. Taylor
Ronald H. Schmidt
Russell Gravlee
Allen Wysocki
Gary Fairchild
TLP 00-8
TLP 00-9
TLP 00-10
TLP 00-11
TLP 00-12
TLP 00-13
TLP 00-14
TLP 00-15
TLP 00-16
TLP 00-17
August
2000
August
2000
August
2000
September
2000
September
2000
October
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
Author
Date
No. Title
TLP 00-18
TLP 00-19
TLP 00-20
TLP 00-21
TLP 00-22
TLP 00-23
TLP 00-24
TLP-00-25
TLP-00-26
TLP-00-27
TLP-00-28
TLP-00-29
A Case Study of American Cyanamid
Company and Exotic-Invasive Weed Control
Catfish Farming and Processing: The Lifeblood of
Western Alabama's Agricultural Economy
Perspective On Crop Estimation: A Case Study of
Tropicana Products, Inc.
U.S.-China Trade Issues and Agreements Affecting
Agriculture
Observations On A Scrap Recycling Firm and
Comparisons Between Short-Run and Long-Run
Financial Performance Measures
Cost/Benefit Analysis of Temik in Citrus In The
Indian River Area of Southeastern Florida
Strategic Analysis of A U.S. Chicken Company
Competing In Global Markets
Perspectives In Land Valuation: A Case Study On
Citrus Land Valuation For Prudential Agricultural
Investments
640-Acre Agricultural Property Appraisal In Central
Florida
200-Acre Agricultura Property Appraisal In
Western Alabama
Mechanical Harvesting Cost of a North Florida
Blueberry Producer
Heading Toward the Frictionless Marketplace?
Eric Bonnett
Timothy Taylor
Gary Fairchild
Megan Langford
Allen Wysocki
Gary Fairchild
Xavier A. Abufele
Gary F. Fairchild
Timothy G. Taylor
Emesto Baron
Gary F. Fairchild
Matt Janes
Gary F. Fairchild
Lindsey A Blakeley
Richard N. Weldon
Gary F. Fairchild
Emesto Baron
Timothy G. Taylor
Gary F. Fairchild
Lauren Justesen
John E. Reynolds
Timothy Taylor
Robert Degner
Lauren Justesen
John E. Reynolds
Megan Langford
John E. Reynolds
Barry Stames
Allen Wysocki
P.J. van Blokland
Michelle Walter
Allen Wysocki
Richard Weldon
Dori Comer
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
December
2000
Author
Date
No. Title
The Plum Pox Virus In Pennsylvania
We're Chicken: Tyson Summer Internship
Experience
Rock Springs 4-H Center: Asummer FRED
Internship
TLP-00-30
TLP-00-31
TLP-00-32
TLP-00-33
Jennifer Welshans
Alien Wysocki
Karl W. Kepner
Kevin Walker
Allen Wysocki
Karl Kepner
Tori Hersey
Allen Wysocki
Steven Southwell
Richard Weldon
Allen Wysocki
Author
Launching ASN
Date
December
2000
December
2000
December
2000
December
2000
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