15 pages, The main purpose of this qualitative research was to design an export marketing strategy model for tea products to target markets. The statistical population was composed of all experts in the field of this research topic (N = 332). The sample size was determined as equal to the statistical population. Second-hand data used for data collection and a semi-structured interview was used as the research instrument. Five series of interviews were conducted with the experts. In order to identify the status of tea export, the first interview was done with tea exporters during 2016 (87 people were interviewed). The second round of interviews was done with factory holders to investigate the status of green tea leaf and dry tea as well as the respective model (170 companies were interviewed). In the third step, the experts and practitioners (50 people) were interviewed to provide the research model. The fourth round of interviews was carried out with 10 experts of the tea research center and organization to examine the status of tea gardens, green tea, and dry tea production and the main model. Finally, some Iranian business and economic advisers were interviewed in the fifth step. The results showed that direct export - business partner was the most suitable method to enter the target markets. Participation in relevant fairs in the target country and invitation and presence of traders of target markets in Iran were determined as the most appropriate method for market penetration and development strategy. Low price with more discounts was seen as a more suitable pricing strategy. Top quality and top packaging were selected as the best methods regarding product strategy. The selection of top distributors in each country and chain stores were determined for the product distribution. Using the brand of target market, digital marketing, fair, and social networks were recognized as a more suitable promotion strategy. Gardener and factory holder cooperation, agricultural improvement of tea gardens, promoting the quality of green leaf of tea, and using modern types of machinery for cultivation and harvesting in production strategy were the most important production strategy. In addition, differentiation through special taste and smell of Iranian tea, high quality, and attractive packaging design and type were recognized as the best differentiation strategy.
Zagonel, Anissa (author), Baker, Lauri M. (author), King, Audrey E.H. (author), and Kansas State University
Oklahoma State University
Association for Communication Excellence
Format:
Journal article
Publication Date:
2019
Published:
United States: New Prairie Press
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 15 Document Number: D10433
15 pages., Via online journal., Investment of employees in a brand can lead to greater public understanding and positive impressions of a brand by external stakeholders. However, this can be challenging in public organizations with multiple brand segments and a large number of employees spread across great distance with limited funds for marketing. While previous work has looked at Extension agents, faculty, and volunteers’ brand perceptions, no studies have looked at communication services employees’ investment in the brand. The purpose of this qualitative study was to discover how well employees in a university and Extension printing and mail entity understood the Extension brand and their investment in the brand. Research questions that guided this study were: 1) What perceptions and investment do communication services employees have in the Extension brand? And 2) what are employees’ perceptions of the organization’s branding and marketing efforts? Each of the 18 interviews included a series of questions focusing on employees’ story related to Extension and employees’ thoughts on branding and marketing efforts. Results in this study with communication services employees indicate these employees are not invested in the brand with the majority having little to no understanding of the mission of Extension. This contradicts previous research with employees in other brand segments of Extension. Implications of this work include a need for training on the Extension mission for communication services employees, a shift in culture to encourage investment in the brand, and inclusion of all Extension employees in the mission of Extension.
"Experiential marketing can be interpreted many ways, but our approach helps brands create relationships with target audiences through immersive and memorable interactions." Approach used by Osborn Barr Paramore, agri-marketing communications agency, St. Louis, Missouri.
28pgs, If you are farming to be profitable, you need to be more than a farmer. You need to be the executive director of your farm business. Moving product to a paying customer, a.k.a. marketing, is the core of that business. And we have learned that product moves based on the meanings that we associate with it. Consumers buy from farm stands, for example, because they want to support local businesses, eat fresher, or know their farmer. In other words, consumers are buying the story of your farm as much as they are buying your physical farm products. This publication helps you take control of your farm story and develop a farm brand that will connect with your customers.