1 a) Buyers have high power in the banana industry because they choose the company that has the best customer service and the lowest prices to stock in their stores. This means that the supermarkets can directly impact who has the most market shares in the industry. b) Suppliers have low power in the banana industry because they are at the mercy of the buyers‚ FDA‚ government import laws‚ and mother nature. All these factors creates little control for the supplies‚ and anyone thing can destroy
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terrorist groups doing ruthless acts for their own profits. A company named Chiquita fell victim to a couple of Colombian terrorist groups from 1997 up to 2004. The two groups were oppositions of one another and wanted payment in exchange for not killing employees of the company. Chiquita decided to pay the money payments which totaled about $1.7 million‚ thinking it was the right decision for the company as well as employees. Chiquita choice to pay the terrorist groups is not justified because this act
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round. Since the introduction of the cultivated banana onto the US market 100 years ago‚ banana trade has increased rapidly. Currently‚ about 20% of total production is entering world trade. World trade is dominated by three companies‚ Dole Foods‚ Chiquita Brands and Fresh Del Monte Produce‚ with over 100 years’ presence in banana plantation production in Central America and Colombia‚ and together controlling 65% of world exports. They are followed by the Ecuatorian company Noboa‚ which controls
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a. How did the Common Market Organization for Bananas (“CMOB”) affect Chiquita? Six firms dominated the banana industry in the early 1990’s‚ three from Europe and three from the United States. In 1994‚ the three United States producers‚ Chiquita‚ Dole‚ and Del Monte‚ accounted for approximately 72.4% of world banana sales. Chiquita accounted for 48% of worldwide banana sales and 66.4% of banana sales of the three U.S. producers. Prior to 1994‚ Europe accounted for nearly 40% of world banana
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Contents Chiquita Banana Overview 2 PESTEL analysis for the European Union 2 Political: 2 Economic: 3 Sociocultural Factors: 3 Technological: 4 Legal: 4 Environmental: 5 Marketing Mix 6 Product: 6 Price: 6 Place: 7 Promotion: 7 SWOT Analysis 8 Strengths: 8 Weaknesses: 8 Opportunities: 9 Threats: 9 Internationalization Strategy and Viability 10 Chance: 11 Incoterm 12 Possible incoterms for the company 12 Solution 12 Appendix A 14 Works Cited 15 Chiquita Banana Overview
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Analysis: Litigation & Chiquita This case study deals primarily with the issue of litigation. The case study focuses especially on litigation concerned with U.S. companies being held accountable in U.S. courts for their actions and influences in foreign countries. The main company highlighted within the case study is Chiquita‚ the largest employer of banana workers in Latin America. This analysis will dive deeper into the actual issue of litigation and will focus on the Alien Tort Statute
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Adam Cooper Chiquita should not have agreed to make payments to the terrorist group in order to protect its employees. The Colombian group has been responsible for making threats and murdering the local citizens and by Chiquita giving monetary payments the group continues to exist. Chiquita is supporting a group that has violently attacked citizens of Colombia. Not only does the company want to follow the ethical principle of promoting personal morality but also comply with legal requirements. The
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Peeling Away The Problem Chiquita dramatically lost profits in the early 1990’s and while the EU’s new policies played a role in contributing to those losses they were not ultimately the cause. After eight years of solid performance Chiquita faltered in 1992‚ reporting a $284 million net loss. This loss was due to many factors‚ including but not limited to‚ the EU’s new policies. In the new regime the European Union enacted quotas on bananas that favored the former island colonies of European
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It is apparent that Chiquita has made efforts to be socially responsible. Visible through their homepage which highlights social responsibility‚ sustainability‚ innovation‚ and community involvement as it key public strategies. However‚ cooperating with eco-warriors‚ social activists and unions has come to little avail for the international Banana supplier. While trying to improve their social reputation‚ Chiquita’s competition has been outselling their product to retailers; retailers are not recognizing
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Chiquita in Columbia I. Overview of the Issue In 1997‚ executives at Chiquita Brands Banadex were faced with a very serious ethical dilemma‚ which would severely impact the future of the company. The executives were confronted by the leader of one of the most powerful terrorist groups in the state of Columbia and the company had a significant choice to make; Chiquita could pay the terrorist group a penny for every dollar of bananas exported in return for the safety of their employees or they
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