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• Comparison of fisheries sectors of Japan and Turkey in production, consumption, trade and future possibilities

  147-153

  Mahmut Munir Guzel

  Kazuhiko Kameda

  Naotoshi Yamamoto

  Views:

  154

  The purpose of this study is to show some view-points such as the expansion of the mutual trade scale in fish and/or marine products, and newly effective use of edible marine bio-resources in each country. Total quantity of fisheries production, consumption (per capita), export and import quantity of Japan and Turkey based on 2010 were reported as 75.27 million tons, 653 thousand tons; 8.5 kg, 70.9 kg, 566 thousand tons, 55.1 thousand tons,; 473 thousand tons, 80, 7 thousand tons respectively. Turkey- Japan total amount of fisheries trade was more than 56 million US $ in 2011 and, but in 2000 was just over 14 million US $. Japan and Turkey bilateral relations are friendly and cordial, and they are steadily improving. Therefore, they should prepare business plans or obtain funding for business plan development to identify new markets and explore business expansion opportunities.

• Potential of vertical and horizontal integration in the Hungarian fish product chain

  5-15

  István Szűcs

  László Szőllősi

  Views:

  180

  After the economic and political transformation, the output and resource utilization of the Hungarian fish production sector decreased less than in other livestock sectors, and it managed to preserve its income position. As a consequence of the relatively low level of the implemented innovative developments, though, for all the EU assistance available the cooperation efforts did not prove to be very efficient. The relatively favourable income position of several farms led them to a kind of “leisureliness”, and as a result, the level of the applied production technology in many cases did not even reach that of the 1970s. All these circumstances led to the degradation of the innovations and to the expiration of the horizontal and vertical integrations in the sector, leaving the commercial and cooperation forms being typical in an otherwise stabile classical free-market environment. Problems were further increased – amongst other things – by the volatile cereal prices, 27% VAT rate, and the introduction of road toll. After long years, certain farms were to face losses, and the decline of profitability at sectorial level, thus the need for innovation and producers’ co-operations has become imperative. As a solution option to these problems, a model of a product chain containing both horizontal and vertical elements and comprising the entire sector has been developed. Present study introduces this new model, which is established on foreign examples primarily, but takes the Hungarian specialities into account too.

• Regional identity in rural development: Three case studies of regional branding

  19-24

  Lies Messely

  Joost Dessein

  Ludwig Lauwers

  Views:

  251

  Within the globalizing world, regions and their identities are subjected to great pressure. At present, places are engaged in a process of “territorial competition” in an integrated world economy. The identity of the region can be used as a starting point to brand a region and differentiate it from others. In the regional branding process, the region as a whole becomes a product or brand and offers a “basket” of regional products and services. Regional branding is aimed at creating a more distinctive image or reputation, which helps to increase regional competitiveness. This paper discusses the possibility of regional identity as a mobilizing force for rural development, by studying best practice examples of regional branding. Using the grounded theory approach, we conducted interviews in three case regions:West Cork (Ireland), Groene Woud (the Netherlands) and Pajottenland (Belgium). The study of these cases led to the formulation of critical success factors on the organization of regional branding. Comparative analysis of the cases demonstrates the importance of passionate initiators as ambassadors of the region and the advantage of a well-coordinated internal network in the region. Next to that, the internal marketing of the region is considered an important critical success factors.