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close this bookExporting High-Value Food Commodities: Success Stories from Developing Countries (WB, 1993, 119 p.)
View the document(introduction...)
View the documentForeword
View the documentAcknowledgments
View the documentExecutive summary
View the documentI. Introduction
close this folderII. Economic and institutional issues in the marketing of high-value foods
View the documentMarketing high-value food products
View the documentFood commodity systems: Organization. coordination, and performance
close this folderCommodity system competitiveness
View the document(introduction...)
View the documentDeterminants of competitiveness
close this folderGeneric barriers to entry and coordination in food commodity systems
View the document(introduction...)
View the documentFood product technical characteristics
View the documentFood commodity production characteristics
View the documentProduction support by marketing enterprises
View the documentProcessing and distribution functions
close this folderTechnologies, institutions. and other solutions to generic food marketing problems
View the document(introduction...)
View the documentTechnological measures
View the documentLaws, rules, and standards
View the documentSpot marketing trading
View the documentReputations, brand names and advertising
View the documentPersonalized trading networks
View the documentBrokerage
View the documentContract coordination
View the documentCooperatives/associations/voluntary chains
View the documentVertical integration
View the documentGovernment intervention
close this folderIII. Synthesis high-value food commodity system ''Success stories''
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close this folderSelected dimensions of commodity systems performance
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View the documentCost advantages and product/service differentiation
View the documentAdditional performance indicators
View the documentInternational market environment
View the documentMacroeconomic conditions. human capital. and infrastructure
View the documentGovernment support and interventions
close this folderCommodity system organization coordination
View the document(introduction...)
View the documentCompetitive structure
View the documentInstitutional arrangements linking producers with processors/exporters
View the documentInstitutional arrangements linking exporters with foreign markets
View the documentForeign capital and technology in the case study subsectors
View the documentIV. Summary and lessons
View the documentBibliography
close this folderAppendix The development and performance of case study commodity systems
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View the documentMexico fresh tomatoes
View the documentKenya 'off-season' and specialty fresh vegetables
View the documentIsrael fresh citrus fruit
View the documentBrazil frozen concentrated orange juice
View the documentChile temperate fruits and processed tomato products
View the documentProcessed tomato products
View the documentArgentina beef
View the documentThailand poultry
View the documentThailand tuna
View the documentChile fisheries
View the documentCultured shrimp production and trade in China and Thailand
View the documentSoybean development in Brazil and Argentina
View the documentDemand-driven agricultural diversification in Taiwan (China)
close this folderDistributors of World Bank Publications
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View the documentRecent world bank discussion papers

Production support by marketing enterprises

2.28 Food marketing enterprises often have an important role in stimulating and directly supporting raw material production. They can do this by various means, including the supply of market and technical information, the supply of production financing, and the supply of certain material inputs (e.g. seeds, chicks, fertilizers). The incentives for marketing enterprises to provide such services will depend upon their ability to appropriate the benefits deriving from them; benefits such as increased output, enhanced product quality, and output better timed for marketing or processing requirements. The scope for appropriability of benefits will depend upon the nature of the goods/services themselves as well as the prevailing market structure.

2.29 For example, the dissemination of technical and market information has public good properties: such information is non-rival in its consumption and it is very difficult or costly to exclude individuals benefiting from the information without contributing to its cost. The marketing enterprise is unlikely to capture the full benefits from its supply of information since in a competitive environment, producers can utilize the information and then sell to a competing buyer. Where such 'free-riding' is widespread, there will be little incentive for private firms to provide more than minimal market or technical information. The provision of technical and market information may also be associated with so-called 'moral hazard' problems. The directed message may be biased toward the particular needs of the buyer rather than properly informing the producer about the wider range of technical and market options. The provision of technical information and the direct supply of production inputs can also give rise to negative externalities as when the recommended practices (e.g. heavy chemical use) adversely affect neighboring farmers or residents.

2.30 With respect to production financing, barriers arise due to limited collateral and asymmetric information. The producer is generally better informed than the marketing enterprise about his creditworthiness. The firm's ability to recover the loan may be better in a non-competitive than in a competitive market, since in the former case producers will have little or no alternative market outlet, enabling the lender to deduct the loan amount from the payments due for the commodity.