Study On The Citrus Value Chain From The Perspective Of Brand

The agricultural product brand strategy is an important part of the national brand strategy.In recent years,developing agricultural product brand has been in the Central government No.1 document.With the deepening of China's marketization and the acceleration of agricultural marketization,to develop brand has become an important path for agricultural products to gain competitive advantages in domestic and foreign markets and to achieve industrial upgrading.Citrus is China's largest fruit,but the traditional cooperation model of different subjects in its value chain can no longer adapt to the development of citrus brand,and new solutions are urgently needed.In the traditional cooperation model,there are prominent problems in the game of interests in different value chain links,and there is a lack of mutual trust and support between different stakeholders,which is difficult to form a community of interests in the value chain.There are typical performance and problems: farmers face difficulties in improving their capacity of planting and management,poor fruit sales,and encounter price reduction problems by enterprise;Enterprises face insufficient high-quality fruit sources and poor supply chains,with the problems of large fluctuations in profits;Retailers are faced with the problem of not being able to effectively meet the needs of consumers,which in turn leads to the loss of the interests of the entire value chain.Especially in recent years,structural and regional slow-moving sales have become the norm in the citrus industry.In order to promote the development of citrus brands,achieve high quality development in the citrus industry,and ensure the overall revitalization of the rural industry,it is urgent to build a sustainable mechanism for the sound development of the citrus value chain.Based on the above background,this research focuses on the citrus value chain from a brand perspective,and focuses on answering the following four questions: Firstly,how does the citrus value chain operate and create value? How is the value distributed? What are the problems in the value chain?Secondly,how should the value chain benefits of branded citrus be distributed,and what factors should be considered in the distribution process? As a weaker party in the negotiation,can farmers get more benefits when they integrate into the brand citrus value chain? Thirdly,what are the organizational models of the brand citrus value chain? What are the reasons behind these model choices? What are the differences? What are the ways that farmers can participate? Fourthly,what are the influencing factors that affect farmers' choice of different participation methods? How do these factors affect farmers' choices?Based on theoretical analysis,this research focuses on the value chain of branded citrus.Firstly,based on citrus industry statistics and market micro-data,to grasp development characteristics and laws of branded citrus,analyze the citrus value chain system and value creation activities.Secondly,based on the principle of fairness&efficiency,mutual benefit,symmetrical risk input and return,the modified Shapley value method is used to empirically analyze the problem of A brand citrus Value chain benefit distribution and optimization direction.Thirdly,to analyze the selection mechanism of different value chain organization models,and compare typical organizational models.Finally,based on the questionnaire survey data,to analyze the way and influencing factors of its integration into the brand citrus value chain from the perspective of farmers.The research conclusions of this paper are as follows:(1)The citrus value chain is divided into plant link,collecting and processing link in production area,distribution link,and retail link.The value of the four links of citrus products in the survey is 2.5 yuan/jin,1.87 yuan/jin,1.23 yuan/jin,1.1yuan/jin,accounting for 37.3%,27.9%,18.4% and 16.4% of the terminal sales price respectively.(2)Citrus value chain has five main problems: the degree of organization of planting links is not high;the level of commercialization and standardization is low;the price of producing areas fluctuates periodically;the circulation chain is complex,and the efficiency is low;the new variety protection system needs to be improved.(3)The integration of farmers into the branded citrus value chain helps farmers increase their income from citrus cultivation.Farmers cooperating with brand A companies,although the average cost has risen due to the decline in the commodity fruit rate,the benefits brought by the increase in the purchase price exceed the disadvantages caused by the decline in the commodity fruit rate,and the overall income of the farmers will still increase by 0.52 yuan/ catty.On the whole,compared to independent operation,the benefits of each entity in the brand citrus value chain during the cooperation process have been correspondingly improved.In the distribution of benefits,whether the traditional Shapley value method or the modified Shapley value method is used,compared with the actual benefit distribution situation,the distribution ratio of the farmers' benefits should be increased.(4)The choice of the organization model of the brand citrus value chain is jointly determined by the target customer group's quality requirements and the ability basis.The ability basis includes its own financial strength,management and risk tolerance,farmers' planting management level,and farmers' awareness of contract performance.When determining the organizational model,more reliance on the market can reduce enterprise investment costs and management costs,but it will increase transaction costs and increase quality control pressure,while more reliance on self-construction and management bases will bring control results,quality advantages,and reduce advantages in transaction costs,but facing problems such as high investment and construction costs and high organization and management costs.(5)Farmers can integrate into the branded citrus value chain through sales contracts,production contracts and equity cooperation contracts.Variables of whether the orchard has a pesticide spraying system,the profitability of the last fruit picking season,and the length of the account period for receiving fruit sales are the core influencing factors that affect whether farmers choose production contracts and equity cooperation contracts.However,variable of the organizational situation does not affect significantly,the possible reason is that the cooperatives that more farmers join are only “shell cooperatives”,and the value of the cooperatives to farmers is not high,which leads to the fact that the organizational situation does not affect the choice of different cooperation methods.(6)The value chain case of foreign Sunkist brand brings experience and enlightenment in the following aspects: to improve the degree of organization of farmers,and enhance the value-added distribution ability of the value chain;to extend the upstream and downstream of the value chain to enhance overall competitiveness;to expand variety diversification,and supply citrus products in annual cycle;to improve the commercialization and standardization of citrus.The following policy recommendations are as follows: to strengthen cost and benefit accounting,and encourage the distribution of benefits within the value chain based on comprehensive contributions;to improve the level of organization of farmers,and enhance the ability to obtain benefits of value chain;to encourage business model innovation,and establish cooperation mechanism of benefit-sharing and risk-sharing;to support brand-enterprise value chain extension to meet the diversified service needs of farmers;to cultivate new planting entities and encourage the increase in investment in the construction of orchard bases.