The Function and Consequences of Alternative Fresh Produce Supply Chain Models

Around the world, consumers and retailers of fresh produce are becoming more and more discerning about factors such as food safety and traceability, health, convenience and the sustainability of production systems, and in doing so they are changing the way in which fresh produce supply chains are configured and managed. When consumers demand fresh, safe, convenient, value-for-money produce, retailers in an increasingly competitive environment are attracted to those business models most capable of meeting these demands profitably. Traditional models are proving less and less able to deliver competitive advantage in such an environment. As a result, opportunistic, adversarial, price-based approaches to doing business between chain members are being replaced by approaches that are more strategic, collaborative and value-based. The shaping force behind this change is the need for producers, wholesalers, category managers, retailers and consumers to have more certainty about the performance of the supply chains upon which they rely. Certainty is generated through the supply chain's ability to create, deliver and share value. How to build supply chains that create, deliver and share value is arguably the single biggest challenge to the competitiveness of fresh produce firms, and therefore to the industries to which they belong.

The antecedents and consequences of customer emotions in collective hedonic services: An exploratory study

The investigation of the antecedents that influence positive and negative customer emotions and how these emotions influence service outcomes has not been studied in the context of collective hedonic services. In addition, the possibility of moderating effects has not been explored. This paper reports the findings of a qualitative exploratory study that sought to understand the antecedents and consequences of customer emotions in the context of collective hedonic services. This study involved five focus group interviews of customers that attended sporting, performing arts and popular concert events. The findings have important implications for managers and for managing the service process of collective hedonic services.