Marketing Strategies for Olive Oil: A Supply-Side Perspective from Spain
Abstract
:1. Introduction
2. Materials and Methods
2.1. Theoretical Framework
2.2. Background of the Olive Oil Industry
2.3. Factors Influencing the Marketing and Sale of Olive Oils
2.4. Methodology
3. Results
4. Discussion
5. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Factor | Description | Author |
---|---|---|
Quality | This factor is hugely important as companies seek to produce high-quality oils, contributing to the prestige and reputation of the brand. | [15,16,17,18] |
Timing of the harvest | This factor influences the quality of the oil, yielding a fresher, more intensely flavoured product, which is a strong selling point. | [19,20,21,22] |
Origin | This factor adds value and credibility to the product, evoking experiences and emotions related to the region where it is produced. | [25,26,27,28,29] |
Brand image | This factor is fundamental for differentiating the product in a competitive market. A good marketing strategy influences consumer perceptions and the marketing and sale of the product. | [18,26,30,31,32,33] |
Price | This factor influences the demand, competitiveness, and profitability of the product for the company. | [9,18,34,35,36] |
Bottling and packaging | This factor plays a very important role as it protects the product and conveys the brand identity. | [10,33,38] |
Sustainability | This factor builds a positive brand image by responding to the strong consumer demand for sustainable products. It covers sustainable agricultural practices, energy efficiency, social responsibility, and sustainable labelling. It generates trust, consumer loyalty, and access to international markets. | [40,41,42,43,45] |
Languages | This factor allows olive oil-producing companies to reach different international markets, connect with consumers, and adapt culturally. | [46,47,48,49,50] |
Cooperative: social economy | This factor is crucial in the marketing and sale of olive oil since it offers advantages in terms of alliances, control of the value chain, economies of scale, market access, and social responsibility. | [44,51,52,53,54] |
Varieties of olives | This factor influences the marketing and sale of the oil due to the taste, aroma, quality and nutritional profile. Some varieties are better suited to different culinary uses. Certain varieties can showcase cultural aspects and regional traditions. | [24,33,38,55,56] |
Social networks and the internet | This factor is fundamental in the marketing and sale of olive oil, allowing direct interaction with consumers as well as access to a global audience, by creating attractive content, promotions, and other marketing strategies. | [16,57,58,59] |
Technology and modernization | This factor improves efficiency, quality, traceability, and innovation in products and packaging. In addition, it facilitates the management of the supply chain and helps ensure the product reaches the consumer in optimal conditions. | [56,60,61,62] |
Health | This factor is fundamental in the marketing and sale of olive oil, given its benefits for the heart and brain, weight control, and disease prevention. | [7,63,64] |
Sample Size | 23 Experts |
---|---|
Profile | Board chairmen and managers of olive oil companies focused on marketing and sales from Andalusia. Criteria based on studying those Andalusian olive oil companies whose turnover exceeds EUR 15 million, who have an olive oil bottling line, and who have been engaged in international export activities in the last 10 years (taking 2013 as a reference year). |
Date of the empirical work | May 2023 |
Type of study | In-person expert panel |
Item | Description |
---|---|
i1 | Quality as a differentiating factor in the marketing and sale of olive oils. Companies seek to gain a better reputation by improving the quality of olive oil production. |
i2 | The timing of the harvest as a factor that differentiates the company and develops an organizational culture oriented towards early harvesting, producing fresher oils and therefore seeking out market niches for the marketing and sale of olive oils. |
i3 | Origin as a factor that promotes the use of PDO or PGI labels. |
i4 | Brand image as a factor focused on the development of marketing variables. |
i5 | Price as a factor that influences demand. |
i6 | Packaging as a factor for protecting the product and conveying the brand and its values through the development of marketing variables. |
i7 | Sustainability as an emerging factor and generator of a positive company image for the marketing and sale of olive oils. |
i8 | Languages as a factor to facilitate access to different international markets, connect with consumers, and adapt culturally. |
i9 | Social economy or cooperative legal form as a factor linked to social responsibility and the values of cooperation and cooperative ethics for the marketing and sale of olive oils. |
i10 | Olive oil varieties as a factor that enables adaptability to different culinary uses. |
i11 | Social networks and the internet as a factor linked to the digitalization of companies. |
i12 | Technology and modernization as a factor aimed at improving product quality and traceability. |
i13 | Health as a factor highlighting the health benefits of olive oils and differentiating this fat from others. |
Item | Mean | Variance | SD | CV | q1 | q2 | q3 | IQR |
---|---|---|---|---|---|---|---|---|
i1 | 5.2 | 0.81 | 0.90 | 0.17 | 5.00 | 5.00 | 6.00 | 1.00 |
i2 | 4.8 | 0.45 | 0.67 | 0.14 | 4.50 | 5.00 | 5.00 | 0.50 |
i3 | 6.1 | 0.48 | 0.69 | 0.11 | 6.00 | 6.00 | 7.00 | 1.00 |
i4 | 6.5 | 0.62 | 0.79 | 0.12 | 6.00 | 7.00 | 7.00 | 1.00 |
i5 | 4.3 | 0.96 | 0.98 | 0.23 | 4.00 | 4.00 | 5.00 | 1.00 |
i6 | 5.7 | 0.47 | 0.69 | 0.12 | 5.00 | 6.00 | 6.00 | 1.00 |
i7 | 3.9 | 0.39 | 0.63 | 0.16 | 3.50 | 4.00 | 4.00 | 0.50 |
i8 | 6.3 | 0.57 | 0.75 | 0.12 | 6.00 | 6.00 | 7.00 | 1.00 |
i9 | 3.8 | 0.36 | 0.60 | 0.16 | 3.00 | 4.00 | 4.00 | 1.00 |
i10 | 4.0 | 0.59 | 0.77 | 0.19 | 3.00 | 4.00 | 4.50 | 1.50 |
i11 | 6.2 | 0.42 | 0.65 | 0.11 | 6.00 | 6.00 | 7.00 | 1.00 |
i12 | 4.0 | 0.59 | 0.77 | 0.19 | 3.00 | 4.00 | 4.50 | 1.50 |
i13 | 5.0 | 0.77 | 0.88 | 0.17 | 5.00 | 5.00 | 5.50 | 0.50 |
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López-Castro, J.A.; Parrilla-González, J.A. Marketing Strategies for Olive Oil: A Supply-Side Perspective from Spain. Businesses 2024, 4, 553-565. https://doi.org/10.3390/businesses4040033
López-Castro JA, Parrilla-González JA. Marketing Strategies for Olive Oil: A Supply-Side Perspective from Spain. Businesses. 2024; 4(4):553-565. https://doi.org/10.3390/businesses4040033
Chicago/Turabian StyleLópez-Castro, Jose Antonio, and Juan Antonio Parrilla-González. 2024. "Marketing Strategies for Olive Oil: A Supply-Side Perspective from Spain" Businesses 4, no. 4: 553-565. https://doi.org/10.3390/businesses4040033
APA StyleLópez-Castro, J. A., & Parrilla-González, J. A. (2024). Marketing Strategies for Olive Oil: A Supply-Side Perspective from Spain. Businesses, 4(4), 553-565. https://doi.org/10.3390/businesses4040033