• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

The Irish Food Processing Industry.

Extracts from this document...


The Irish Food Processing Industry Competitiveness of the prepared consumer foods sector The competitive performance of the prepared consumer foods sector has already been outlined. A Porter analysis was also carried out to analyze the factors leading to the emergence and growth of the sector over the past decade. A survey of firms in the sector was carried out in order to assess company strategies, company performance and factors that facilitated and inhibited growth. The impact of future policy and industry changes on competitiveness was also evaluated and the needs of the sector identified. Factor conditions 1. Raw materials: Ireland has a reasonable endowment of high-quality, indigenous raw materials (such as dairy ingredients, meat, poultry and fish) which forms the basis for the prepared consumer food sector. The processed meat sector has benefited from Ireland's traditional strength in meat production, along with historically high per capita consumption of meat products in the home market. 2. Peripherality: Ireland is at a disadvantage with regard to its peripheral location and low population density. Higher energy, natural gas and transport costs in relation to the UK are a source of competitive disadvantage (Forfás, 1998). ...read more.


An estimated 40% of the sample employed less than 10 employees. In view of the structure of the European food industry, Irish firms are not uniquely disadvantaged in terms of company size. Innovation : Innovation, in terms of product development, is often cited as the most important source of competitiveness in the food industry, given the proliferation of new products, short product life cycles and the changing tastes of consumers (Traill and Grunert, 1997). In our survey, we asked managers to rank the factors that facilitated new product development (Table 3). Table 3: Factors that facilitated new product development; results of a survey of firms in Irish prepared consumer foods sector. Factor % importance Availability of finance/grant aid 45% Availability of R&D staff (eg. food technologists) 64% Access to universities/research institutes/facilities 29% Customer-driven: response to market opportunity/customer need 91% Competitor-driven: pressure of competition forcing firms to react 42% Supplier-driven: interactions with suppliers of raw materials, food ingredients, packaging or plant & equipment 34% Retailer-driven: result of interactions with retailer 63% The survey showed that the incentive to innovate depends to a large extent on the existence of strong demand for the product. ...read more.


Related industries do not seem to make a significant contribution towards the competitive advantage of the prepared consumer food sector. Food ingredients have the potential of developing into a strong related industry to the prepared consumer food sector. The prepared consumer food sector in Ireland is not extensively clustered and is not very R&D or knowledge-intensive. Conclusions * Ireland had a strong competitive position vis-à-vis our EU partners in the large sub-sectors of the food industry in 1994. Our strategic position was somewhat weaker when account was taken of our level of growth in the high growth food sub-sectors. * In the prepared consumer foods sub-sector, Ireland had a relatively strong competitive position among EU members in 1996. * The competitiveness of the shellfish sector was predominantly based on the quality of the raw material. * The dairy industry's competitiveness was positively affected by factor conditions in the Irish market, the operations of multinational companies, the strategic behaviour of Irish dairy companies and the Common Agricultural Policy. * Major factors which contributed to the competitiveness of the prepared consumer foods sector were high quality raw materials, population changes and a dynamic retail sector in Ireland. Reference: http://www.teagasc.ie/research/reports/foodprocessing/4984/eopr-4984.htm ?? ?? ?? ?? Wu Qian 28 Oct,2003 - 1 - ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Marketing section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Marketing essays


    (Derek Torrington, 2007) Step 3 - Implementing an action plan for organizational change I. Communicating the action plan The components of an organization's diversity action plan will vary depending on corporate strategic goals, size of the organization, time for committee work, and human and financial resources.

  2. KFC andthe Global Fast Food Industry (703).

    This may also contribute to more pressure of lower prices by competitioniv) Limited menu (given that more fast-food chains are offering chicken products)v) McDonald's is moving aggressively in Brazil and Mexicovi) More upscale chicken chains (Pollo Loco, Boston Chicken)vii) Indirect competitors - Increased competition from microwave food segment and most households have a microwave.viii)

  1. Formulating Marketing Strategy In the Food and Hospitality Industry.

    The strategic plan may therefore be regarded as a substantial preface to the marketing plan, if indeed any distinction has to be made at all. The strategic planning process The flow chart described below indicates the approximate relationships between the various stages of developing marketing strategy.

  2. This research paper acknowledges Small and Medium Sized Enterprise (SME) of Yorkshire and Humberside.

    But the truth could be also, what the author says that, a firm could not progress beyond a superficial treatment of customer loyalty without delving into employee loyalty. There is a cause-and-effect relationship between the two; that it was impossible to maintain a loyal customer base without a base of

  1. Dell Competitive Advantage.

    The cost of provisioning for new subscribers over the next five years is predicted, in terms of purchasing CPE (customer premise equipment - DSL / cable modems / transceivers etc.) and PPE (provider premise equipment - cable head-ends, DSLAMs, satellites etc.).

  2. Business Analysis of the Bottled Water Industry in the UK

    Thus, water bottling facilities require a plant system that can go through all the steps involved in manufacturing bottled water, from its treatment, to its storage, disinfection, filling, testing and label printing27. Improved transport capacity also benefitted the sector, especially in enabling bottled water companies in providing water in areas

  1. The competitive dimensions of quality performance in the automotive supply industry

    Each of Garvin's dimensions is linked to one of the quality approaches discussed earlier. Performance and features are yardsticks for the technological advantages of a product which the product-based approach to quality emphasizes. Reliability and conformance gauge a product's adherence to specifications - the focus of the manufacturing-based approach to quality.

  2. When the issue of "supply and demand" is associated with the aviation industry, there ...

    When the issue of "supply and demand" is associated with the aviation industry, there seems to be more of a supply than a demand. This excess of supply has bankrupt many airlines like United. Some airlines had no choice but to go out of business.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work