II.

Wal-Mart Company Strategy

This section will examine Wal-Mart's company strategy in several sections. Three elements of successful strategy formulation and a fourth element, which exemplifies the implementation process of company strategy, will be looked at. Followed by this, an analysis of key factors contributing to this strategy will be detailed. These include looking at Wal-Mart's competitive strategy, the CEO's leadership, and company strategy strengths and weakness assessment. The material used to analyze Wal-Mart strategy consists of the company's annual reports, its Fact Sheets and other information found on the company Internet site. Other information is obtained from outside sources such as Fortune Magazine, and from outside groups who are critical of the corporation. The focus of this analysis will be placed on identifying the resources of the firm, its weaknesses and strengths in terms of its competitive environment. The sections examined will highlight the leadership style of Wal-Mart CEO H. Lee Scott, who inherited the corporate legacy of Wal-Mart founder Sam Walton. Other elements such as the culture, the corporate organization and values of the company come to play. 1. Strategic Goals This section looks at three successful elements of strategy formulation and a fourth element, where the strategy is implemented successfully. These are as follows:

Dominate the Retail Market wherever Wal-Mart has a presence. Growth by expansion in the US and Internationally. Create widespread name recognition and customer satisfaction with the WalMart brand, and associate the retailer with the reputation of offering the best prices. Branching out into new sectors of retailing such as pharmacies, automotive repair, and grocery sales.

a. Dominate the Retail Market Everywhere A key strategy of Wal-Mart is to dominate the retail market. Company founder Sam Walton put in place a retail philosophy the company still follows. Wal-Mart is primarily a discount retailer because they sell their products at the lowest possible prices. By selling at the "lowest price." Walton outlines that the essence of successful discount retailing to cut the price on an item as much as possible, lowering the markup, and earn profit on the increased volume of sales. (Wal-Mart pricing philosophy document, www.walmart.com). Another subset of this strategy is the

competitiveness of every unit. Each store is encouraged to ferociously compete against all other stores in its customer base until the Wal-Mart store gains dominance over its local competitors (Quinn, 2, 115). Wal-Mart is currently ranked as the world's number one retailer and the number one company in the world in terms of sales (over $200 billion) on the Fortune 500 list (www.walmart.com) (www.fortune.com) The key strategy is to dominate a market. Using its size and volume buying power, the company effectively implements its strategy. b. Growth by expansion in the US and Internationally. A strategic goal of Wal-Mart is to expand. It has done so successfully. Looking at the facts and figures clearly shows the corporations dominance and power. Currently the corporation employs over 1.3 million employees, one million in the US alone. The company owns over 4000 stores worldwide. Over 1,200 units (stores) are in operation internationally. Domestically, Wal-Mart is the largest US retailer, employing around 1 million people. It has over 3,000 stores and outlets, and 77 distribution centers. The company serves more than 100 million customers weekly in all 50 states, Puerto Rico, and several nations around the world. (www.walmart.com, Fact Sheet - Wal-Mart at a Glance, 2002). Internationally, the retailer operates in Mexico, Canada, Argentina, Brazil, China, Korea, Germany, and the United Kingdom. Its expansion strategy internationally has been aggressive and powerful. The latest expansion strategy is for the company to gain entry into a nation by corporate takeover of a national retailer. Once the company is bought, Wal-Mart converts the stores into Wal-Mart stores. Three countries, all with no previous Wal-Mart stores, became part of the corporation's international presence when domestic retail chains were overtaken. In 1994, WalMart bought 122 Woolco stores in Canada; today there are 196 units in Canada. In 1998 Wal-Mart bought the Wertkauf store with 21 units, now there are 94 Wal-Mart's in Germany. In 1999, Wal-Mart acquired the ASDA chain with 229 units in the UK. Today, the UK has 252 Wal-Mart stores. (www.walmart.com, Fact Sheet on International Operations, 2002) This particular strategy, of corporate takeover, puts the company at an advantage when it enters into a new market. In one stroke, a large competitor is eliminated, and at once, Wal-Mart has real estate and employees, and a massive presence in its targeted location. This is an effective use of the company's size and wealth, as few if any competitors are able to do this effectively. The company builds up brand familiarity, while retaining the old familiar outlets. Gradually, as the local Wal-Mart stores begin to make money, and local management assess their competition environment, the company begins to redesign the acquired stores to look like "Wal-Mart's, it then begins to build new and larger stores in that new market. Wal-Mart is now the largest retailer in Canada and the UK.

c. Create Positive Brand and Name Recognition The company aims to create positive impression of customer satisfaction with the Wal-Mart brand. Their goal is to have the customer associate the retailer with the reputation of offering the best prices. The company accomplishes this through television advertising campaigns and newspaper adverts. Characteristic of Wal-Mart advertising is the use of actual Wal-Mart stores and employees in its commercials. Key themes, such as "Low Prices Always" are featured. The company engages in partnerships and co-branding. For example, many Wal-Mart stores have a McDonalds restaurant inside them. Due to the size of the retailer, certain exclusive promotions are made with Hollywood movie companies and music companies, for exclusive in Wal-Mart promotions and distribution (www.wal-mart.com, 2001 Annual Report, and Quinn 115). d. Branching out into New Sectors of Retailing A successful company strategy has been to branch out into new sectors of retailing. Wal-Mart has recently become a major pharmacy, automotive repair shop, and is now moving into grocery sales. This is an example of success - it exemplifies Sam Walton's vision of being the best retailer around. After a store expands physically and geographically, it must then expand in terms of what they sell; branching out and competing with other businesses. The traditional retail business of Wal-Mart has been selling discount and cheap house wares and plastic goods, clothing, sporting goods, and toys. Other departments include but are not limited to stationary and office supplies, hardware, home improvement, paint supplies, arts and crafts, cosmetics and toiletries, shoes, books and magazines, greeting cards, and confectionery. Wal-Mart has also encroached into home electronics, automotive supplies, pharmaceuticals, jewelry sales, photo finishing, travel planning, and home gardening. More recently Wal-Mart has begun to move into the grocery store business with its new "Neighborhood Markets." Everywhere the store has a department, it competes with those businesses, which specialize in that sector, often putting smaller competitors out of business. Wal-Mart can be judged by the fear it puts into its potential competitors and by the uproar caused by them protesting a Wal-Mart incursion, as is the case with grocers (www.walmart.com, 2000, 2001 Annual Reports, Quinn 89-138). In summation: Wal-Mart's growth is conducted by expanding stores physically and territorially. Expansion is not limited to the United States, the company is now an international retailer. When a store is in place, its goal is to dominate its local competition in every department of merchandise sold, to become the number one retailer in that sector. Once dominance in a sector is achieved, the company expands by diversifying into new sectors of retail.

2. What is the company's competitive strategy? The company's competitive strategy is to dominate every sector where it does business. It measures success in terms of sails and dominance over competitors. Its strategy is to sell goods at low process, outsell competitors, and to expand. Generally, Wal-Mart does everything it can to win over competitors (www.walmart.com, Quinn, 115). A typical Wal-Mart model is to build more stores, make existing stores bigger, and to expand into other sectors of retail. Every step of the way, it strives to make money and dominate its competitors, to the point of putting some of them out of business. The corporate mission can be stated as follows: As Wal-Mart continues to grow into new areas and new mediums, our success will always be attributed to our culture. Whether you walk into a Wal-Mart store in your hometown or one across the country while you're on vacation, you can always be assured you're getting low prices and that genuine customer service you've come to expect from us. You'll feel at home in any department of any store...that's our culture. The company has three "Basic Beliefs" or core philosophies Sam Walton built the company on. Those beliefs are: (1) Respect for the Individual, (2) Service to Our Customers, and (3) to Strive for Excellence. Respecting the individual is a call for treating their employees well and pushing them to excel in what they do. The commitment to their customers is a goal whereby the stores respect a pricing philosophy to always sell items as low as they can while providing excellent customer service. The third belief is to strive for excellence, that is to expand the store, innovate, "reach further" in to new markets and to grow. (H. Lee Scott, 2002, www.walmart.com) Other beliefs include, exceeding customer expectations with "aggressive hospitality" such as using door greeters. The store also features patriotic display and themes in its US stores. Another goal for the company is to support efforts in the local community via charitable contributions. Wal-Mart identifies several affiliations with charities such as the United Way and the Children's Miracle Network (www.walmartfoundation.org). The "Sundown Rule" is a corporate directive whereby all Wal-Mart employees, be they store "associates," management, or corporate staff, must reasonably answer a customers or supplier request or question within 24 hours. The "Ten Foot Rule" states that store employees must greet, smile, and attend to a customer in a store when

within 10 feet of them. It's a type of aggressive hospitality policy. Wal-Mart also compels its staff to engage in morning "cheers" where they recite company sayings. A final, yet important rule, which is a strong part of the corporate culture is Sam Waltons' "Pricing Philosophy" which underlines the company strategy of selling items for less then their competitors, "always." (www.wal-mart.com, corporate culture). 3. How does the strategy relate to the company's strengths and resources? The company uses its size, financial power, immense resources to dominate retail. That translates into effective use of strategy whether its operating a local store, to acquiring another retail chain in another country. The power and size of the company enables it to realize its goals with ruthless efficiency. 4. How clear and long term is the strategy? The strategy is very clear and direct. It was put into place in the 1960's by Sam Walton, and refined over the decades. The company is proud of its strategy and even incorporates it within its moniker "Always Low prices, Always." 5. What was the CEO's public message? The public message of the company is consistent, and has been so over time. Founded by Sam Walton, the company has grown considerably. The core message is that Wal-Mart is a "family friendly" store, and that it is good to its customers, and that it is an asset to the local community. CEO H. Lee Scott, in the 2001 Wal-Mart Annual report is consistent in repeating the core message of the company, restating the corporate culture espoused by founder Sam Walton. The messages of selling for less, respecting employees and communities, and expanding are all echoed in the report (Wal-Mart Annual Reports, 1998, 1999, 2000, 2001). 6. Company Strengths The company is the world's number one retailer, the number one retailer in the US, and the number one retailer in various countries. It was recently ranked number one in sales in Fortune Magazine. 7. What are the company's weaknesses? There are several areas of concern for Wal-Mart. These can be divided up into categories: Extensive labor relations problems, Community Relations Problems, and Miscellaneous PR Problems.

Extensive labor relation's problems are common at Wal-Mart. These are detailed within other sections of this report. Generally, the company is opposed to Unionized labor (Fact Sheet, 2001). Wage issues, shift scheduling, and workplace rights abuses are cited by labor groups. This seems to go against its founding principles of respect for employees. The company is also in frequent legal trouble with regulators and union groups in the courts (Quinn 89-115). Community relations' problems are bound to exist with a corporation the size of WalMart. Likewise, when a corporation is as successful, many a nay-sayer will challenge and scrutinize the company. Complaints mainly arise from community groups accusing Wal-Mart of destroying the local retail environment in the downtowns of small towns. Those put out of business by the giant retailer are among its most ferocious critics. The company is accused of monopolistic behavior. It wages aggressive price wars, and uses its power to bully its suppliers (Quinn 89-115) Other public relations problems vary from zoning violation complaints, to itemized complaints from competitors of Wal-Mart using its power unfairly. Censorship, for example, came up as an issue. Wal-Mart publicly believes in "Family Friendly" products, therefore if a movie or CD contains "mature content" the company will not carry the product for sale. This has caused much criticism from various groups. In all, the company strategy is that of growth, expansion, and diversification by finding new areas to expand into within retail and the service industry. It is the number one retailer in the US and in the World as a result. The competition is scared of them. Its customers know its brand, and will shop there because of the price, selection, and size.

III. Wal-Mart Policy Issues

Wal-Mart Stores Inc. became the largest company in the world this year, surpassing Exxon Mobil Corp. to become #1 on Fortune Magazines annual "Fortune 500" list. Wal-Mart took in $220 Billion in revenue last year, and has firmly grasped the spot that it has long aspired to hold: that of the #1 retailer in the world. However, WalMart does not plan to sit on its laurels. There are still several policy issues that they face. These include: 1. Wal-Mart's expansion into the foreign market Wal-Mart has moved in the past year to further expand into the world marketplace. The retailer already has close to 400 European stores, mostly in the UK and Germany (dir.yahoo.com). Where Wal-Mart want's to grow is in the Asian market. On March 15th of this year, Wal-Mart entered into the Japanese market based on an agreement

with partner Seiyu Ltd. Wal-Mart bought 6.1% of Seiyu in an attempt to gain a foothold in the Japanese market(biz.yahoo.com). That market has been notoriously unkind to overseas companies, with most shutting down their operations their and heading home. According to analysts, Wal-Mart bought its stake in Seiyu to ease itself into the market slowly so shoppers can grow accustomed to the company. Seiyu, a 36-yearold retailer, will school Wal-Mart on Japanese customs to better prepare the retail giant for possible acceptance by finicky consumers (biz.yahoo.com). Wal-Mart is not the first retailer to try to launch itself in Japan, but it is the first to try and work closely with an already established Japanese company to transition itself into the market. The current retail market in Japan is crowded, but weak. If WalMart learns its lessons well from Seiyu, it will have a good chance of survival. On the first day of the alliance, Seiyu's stock shot up 21%, boding well for Wal-Mart's entry (biz.yahoo.com). Wal-Mart is also looking towards greater expansion in Europe and South America (Wal-Mart Annual Report, 2001). They will continue to pursue partnerships with retailers in those markets to gain easy access to consumers, and continue their dominance. 2. To expand beyond just retail and move into other sectors Wal-Mart has shown a definite desire to move just beyond retail shopping. Of the nearly 3000 stores in the US, 475 are Sam's Club warehouses, specializing in bulk sales from food to electronic items (ElBoghdady, Dina, "Washington Post"). Their chief competitor in this area is Costco, another warehouse chain, but Wal-Mart has the advantage of having more stores and the regular Wal-Mart stores to back up their investments. Wal-Mart will often attach a Sam's Club near a regular Wal-Mart store, to give consumers two options to choose from. Since Sam's Club also features fresh food and produce, it is also a competitor for supermarkets. Although the cost of obtaining membership in Sam's Club and the sometimes long distance between stores has kept many, especially urban dwellers, from shopping at Sam's Club, Wal-Mart is continuing to expand into areas where Costco's and supermarkets already exist in an attempt to drive them out of business. As long as Wal-Mart can offer low prices on food and other bulk items, they will continue to grow and compete at the warehouse and supermarket level. Wal-Mart has also shown a definite desire to move in on gas stations. Several situations have emerged where Wal-Mart has run out local gas stations by dropping

their prices dramatically (ElBoghdady). These stations are not that many at this time, but they are looking for a definite "in" in that market as well. Wal-Mart is also making a run at large discount electronic retailers like Best Buy and Circuit City. While they do not yet offer computers, they now sell a wide variety of music and movies, and enter into partnerships with certain companies for promotion. For instance, Wal-Mart is offering an exclusive "Special Edition" of the Star Wars: Episode II film soundtrack that has an extra audio track (Finney, Daniel P., Omaha World-Herald). It is available only at Wal-Mart. This is just one example of the partnerships Wal-Mart has made. They did a similar promotion with Shrek (WalMart Annual Report, 2001). They are also lowering their prices and advertising a "huge" selection of DVD's. While they in no way rival Best Buy in selection, they are catering to a different demographic. Their selection is much more sanitized, as is their music collection. You cannot purchase a CD with "offensive" lyrics at Wal-Mart. They sell specially made "clean" versions of the songs, and occasionally the cover art (Hoffman, Hank, www.metroactive.com). How people listen to the watered down versions of some records, some with a full 30 seconds of dead air on them, is a mystery. This makes them attractive to young families, but has brought up censorship issues, especially in towns that have Wal-Mart as their only source of music. In this way, Wal-Mart has gained the admiration of several high-profile members of Congress, including Conservatives and former Vice-Presidential candidate and Senator, Joseph Lieberman (Hoffman). The praise coming for Wal-Mart's "protection of families", helps them in their next policy goal. 3. Dominance in Labor Relations Wal-Mart has long tried to hold the upper hand over its work force. They have consistently fought attempts by several segments of their work force to unionize. A recent example is Wal-Mart's battle against the United Food and Commercial Workers (UFCW) (Bernstein, Aaron, Business Week.com). There have been several disagreements between the Union and Wal-Mart as Wal-Mart will not allow its workers to unionize. Several battles have been fought in court and in the U.S. Congress over Wal-Mart's questionable labor practices. Wal-Mart's policy has been one of delay and "terror" in the words of one union representative who has accused the company of old-fashioned union-busting tactics. Currently, Wal-Mart is almost entirely non-union, and wishes to remain that way. Their thinking seems to be that going union would hurt their bottom line, and take them out of the number one retailer spot they so dearly covet. All of Wal-Mart's

competitors are unionized. They simply decided to avoid all the trouble. Wal-Mart has decided to go up against labor laws to keep its overhead lower (Bernstein). The Wal-Mart line on this is that their employees are actually happier this way, but from a quick glimpse at some articles on various web sites, it is obviously not that simple. Wal-Mart employees in Iowa are less than pleased with the refusal of the company to allow them to unionize. They have enlisted the help of the AFL-CIO and labor lawyers to allow them to form a union (www.ufcw.org). Wal-Mart continues the fight to keep its workers non-union through connections on Capitol Hill and in various government agencies. One of Wal-Mart's biggest advocates is Sen. Tim Hutchinson (R-AR), often referred to as "The Senator from Wal-Mart" by labor leaders. In November of 2001 he attempted to create an exemption in existing labor laws for companies that allow non-profit solicitation on their property, which was a pretty blatant use of September 11th as a way to change the law in Wal-Mart's favor (www.union-network.org). The attempt was voted down by a large margin, but Wal-Mart continues its campaign against unionization through lobbying efforts. Wal-Mart has been relentlessly pursuing these three policy goals for several years. It all boils down to their corporate strategy: What does a company do whin it becomes the number one retailer in the world? It goes after other markets. It protects itself from loosing market share. Their fight against labor has been going on since the company was founded. They continue their expansion and are fighting anyone who gets in their way.
Sony Group Corporate Strategy Update FY2008 - FY2010* "To be the leading global provider of networked consumer electronics and entertainment"
Tokyo, Japan - Sony today presented a series of new initiatives designed to build on its previous threeyear revitalization plan and to position the company as the leading global provider of networked consumer electronics and entertainment. In particular, the company will focus on strengthening core businesses, enhancing network initiatives and leveraging international growth opportunities to build for the future and drive further growth and profits. In addition, Sony announced the following key mid-term goals: Expand our PC, Blu-ray Disc-related products and component/semiconductor businesses into "trillion yen businesses**," joining LCD TVs, digital imaging (digital cameras and camcorders), game and mobile phones and raising the total number of "trillion yen businesses" to seven. Ensure that 90% of our electronics product categories are network-enabled and wireless-capable by the fiscal year ending March 31, 2011 ("FY2010").

Roll out video services across key Sony products by FY2010, starting with the summer 2008 launch on the PLAYSTATIONNetwork. Double annual revenue from BRIC (Brazil, Russia, India, China) countries to 2 trillion yen*** by FY2010.

* Three-year period ending March 31, 2011 ** Businesses each generating 1 trillion yen or more of annual sales to outside customers, except for Blu-ray Disc related business which includes intersegment sales *** Includes Sony Ericsson Mobile Communications and SONY BMG MUSIC ENTERTAINMENT as allocated

Sony has identified a 5% operating margin as a baseline of profitability to generate cash to continue to lead and innovate. Furthermore we will target an annual return on equity of 10% by FY2010. Sony is also planning to allocate a total of 1.8 trillion yen to invest in and build key businesses and technologies over the next three years.

Highlights are as follows:

Further Strengthen Our Core Businesses

Sony intends to maintain a leading position in its "trillion yen businesses" (LCD TVs, digital imaging, game and mobile phones) and will focus on expanding its PC, Blu-ray Disc-related products, and component/semiconductor businesses into "trillion yen businesses" by the end of FY2010. At the same time, we expect to improve the operations of our TV business significantly and implement a variety of cost reduction measures to restore that business to profitability in the fiscal year ending March 31, 2009*, and strive for the global No. 1 position in LCD TVs by FY2010. Of the planned 1.8 trillion yen investment over the next three years, approximately 900 billion yen will be allocated towards strengthening core focus areas within components and semiconductors, such as image sensors, batteries, display devices and Blu-ray Disc-related components.

Sony is also promoting the concept of "open innovation", whereby we are looking not only inside the company, but outside for technologies that foster innovation. By combining Sony's inherent technological strengths with external expertise, we aim to accelerate R&D efficiency and enable the company to effectively respond to rapidly changing customer needs and preferences in the network era. Through the creation of new user experiences, strengthening core businesses, driving innovation, and minimizing the

environmental impact of its operations, Sony will strive to achieve not only sales volume, but also sustainable and profitable growth.

In the Game segment, the two key drivers of new growth are non-game content and services in tandem with enhanced network capability. Sony also expects to achieve profitability in this segment in the fiscal year ending March 31, 2009*, a significant year-on-year improvement due to hardware cost reductions and an enhanced line-up of software titles for PLAYSTATION3 ("PS3"). Key Game initiatives are: 1. 2. 3. 4. * Expand content and services available on the network platform Continue to expand the PS3 customer base through the strength of Blu-ray Disc Accelerate PS3 sales through upcoming key franchise software titles Continue PS3 cost reduction initiatives Forecast as of May 14, 2008

Network Initiatives
Sony will increase network and wireless connectivity across its family of devices and build a service platform to provide a seamless user experience across our key hardware devices and content. We are planning to expand services that will enable our customers to enjoy content such as motion pictures and television programming through the network on a variety of Sony products such as BRAVIA LCD TVs, PS3, PSP (PlayStationPortable) and Walkman video music players.

Sony's unique position in electronics and entertainment allows us to offer compelling network services. As an example of our potential, this November, Sony Pictures Entertainment will offer one of the most highly anticipated films of the summer, "Hancock", exclusively to all internet connected BRAVIA LCD TVs in the U.S. before it is available on DVD. This film will be distributed to Sony customers directly to their televisions outside conventional distributors and without the need for any set-top box. This is an industry first.

Capitalize on Growth in BRIC Countries and Other Emerging Markets

Because Sony believes that the largest growth opportunities exist outside its traditional markets of Japan, North America and Europe, expanding Sony's business into new markets is a key area of focus. New markets in regions including the BRIC countries - Brazil, Russia, India and China - are developing quickly, and Sony's business in these countries is growing rapidly. Going forward, Sony plans to accelerate business expansion through collaboration and integration, not just within each of the Electronics, Game and Pictures segments, but across the entire Sony Group.

Sony will target annual sales of 2 trillion yen in the BRIC countries (including revenues from Sony Ericsson Mobile Communications and SONY BMG) by FY2010, doubling FY2007 sales with annual Electronics segment sales alone slated to grow from 600 billion yen to 1.2 trillion yen during this period.

Environmental Initiatives - Green Management 2010

"Green Management 2010" is a series of mid-term environmental targets that are guiding the Sony Group in its efforts to help prevent global warming, recycle resources, ensure appropriate management of chemical substances and address a broad range of other environmental issues. Through these initiatives, Sony is striving to achieve an absolute reduction in greenhouse gas emissions, specifically a 7% or greater reduction in CO2 emissions by FY2010 compared to the level of FY2000.

Financial Strategies for the Mid-Term

In order to generate funds to continue to grow and innovate, Sony has identified a 5 percent operating margin as a baseline of profitability. Sony is also establishing return on investment capital as a fundamental framework for evaluating capital investments and potential acquisitions across the Sony Group to ensure the optimum use of resources. Our targeted investment (an aggregate of 1.8 trillion yen by the end of FY2010) will put Sony in a position to drive further growth and innovation over the next three years and beyond. Sony will also target an annual return on equity of 10% by FY2010. Going forward, we will work to deliver a stable, high level of profitability while enhancing shareholder value.

The business environment in which Sony operates is changing rapidly and, with the advance in digital technology and broadband networks, technological innovation is moving at a pace never experienced before. In order to be a leading company in the digital age, Sony aims to leverage its unique advantage of producing both hardware and content, continuing to offer cutting-edge products together with superior content and services to meet the needs and expectations of our customers.

Sage Fruit Company

From Wikipedia, the free encyclopedia

This article is an orphan, as few or no other articles link to it. Please introduce links to this page from related articles; suggestions may be available. (April 2010) This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (April 2011)

Sage Fruit Company is located in the heart of apple country in the Pacific Northwest. A producer of Washington Apples, a brand known worldwide, Sage Fruit Company is owned by growers who grow apples, pears, cherries, and soft fruit varieties. The fruit is packed in one of three of their modern packing facilities and shipped worldwide. Sage Fruit Co. has the newest strains of a variety of fruits, including a special variety of apples that will soon be introduced. They use efficient and effective growing methods ensuring high quality fresh produce. Sage Fruit's mission is "To deliver the highest quality fruit and foster long term relationships with our customers, employees and growers."
[1]

Sage Fruit Company is also an official sponsor for NASCAR Superstar Kasey Kahne and his Kasey Kahne Racing team. Kasey Kahne Racing fields Sprint and Midget racecars in the World of Outlaws and USAC racing series. The KKR notable drivers include Joey Saldana, Brad Sweet, Cody Darrah, and Paul McMahan. Paul McMahan is currently substituting the majority of the World of Outlaws 2010 racing season for Cody Darrah, who suffered a broken leg injury in a non-racing related vehicle accident the day of what would have been his first start of the season for Kasey Kahne Racing. KKR regularly fields the car numbers 9, 49, and 91.

Southern Exposure Seed Exchange

From Wikipedia, the free encyclopedia

Southern Exposure Seed Exchange (SESE) is a cooperatively-owned seed company and the principal industry of Acorn Community, anintentional community in central Virginia. SESE is a source for heirloom seeds and other open-pollinated (non-hybrid) seeds with an emphasis on vegetables, flowers, and herbs that grow well in the Mid-Atlantic region. SESE also supports seed saving and traditional seed breeding through their product line and also through lectures and workshops. The operational cycle for SESE runs from January to April principally filling seed orders. From March to August work is focused on the gardens, tending seed, and food crops. From August through October SESE harvests, cleans, and germination-tests seeds. In September specialty crops such as garlic, and onion bulbs are shipped, as are ginseng and goldenseal. Southern Exposure Seed Exchange uses both USDA certified organic seed stock as well as non-certified ecologically grown seeds from trusted sources. It pledges not to knowingly buy or sell genetically

engineered seeds or plants. SESE has introduced heirloom varieties long absent from the marketplace, such as the Amish Moon & Stars watermelon[1] and the Big Rainbow tomato. [2] SESE is partners with the Thomas Jefferson Center for Historic Plants, putting on an annual "Heritage Harvest Festival". The Heritage Harvest Festival is a non-profit event designed to educate the public on the importance of organics and heritage varieties. SESE publishes a quarterly email newsletter for gardeners, as well as the Southern Exposure Seed Exchange Catalog and Garden Guide.

Stemilt Growers
From Wikipedia, the free encyclopedia

Stemilt Growers, Incorporated

Type

Private

Industry

Fruit

Founded

1964

Founder(s)

Tom Mathison

Headquarters Wenatchee, Washington, U.S.

Key people

West Mathison, President

Products

Cherries, apples, pears,peaches, nectarines

Employees

1,500

Website

www.stemilt.com

Stemilt Growers is a family-owned tree fruit growing, packing and shipping company based inWenatchee, Washington. Stemilt is the largest fresh market sweet cherry shipper in the world,[1]and one of the nation's largest grower-packer-shippers of apples, pears, cherries, and stone fruit. The company is also a leader in organic fruit production, producing 26% of Washington's organic apples and 32% of the Pacific Northwest's organic pears.[2] In 2008, the company shipped over 20 million boxes of fruit and employed 1,500 people fulltime.[3]
Contents
[hide]

1 History 1

.1 Name

2 Refere nces

3 Extern al links

[edit]History
Stemilt's company history dates back to 1893, when the Mathison family homesteaded 160 acres (0.65 km2) on Stemilt Hill near Wenatchee, Washington. The family planted its first 10 acres (40,000 m2) of apples, pears and cherries in 1914. By 1947, Tom Mathison, a third generation farmer, took the lead in the family orchard business. He built a fruit packing house on Stemilt Hill in 1961. In 1964, Tom Mathison founded Stemilt Growers and began packing fruit for other growers.[4] In 1975, Mathison built a new packing and storage facility at Olds Station in Wenatchee, which would soon become the new company headquarters. In July 2005, Tom Mathison transferred the company presidency to his grandson, West Mathison. [5] Tom Mathison died in 2008.[3]

metro shanghai corporation

We manufacturer, distributor, exporter, importer, agent of food products, leather products, men's footwear and other products from the philippines. Our products are: Caramel color, soya extract,10% fermented vinegar, soy sauce, vinegar, chips, curls, wafers, cookies,

wheat snacks, lemonade/iced tea/orange/pineapple/dalandan/calamansi juice, nata de coco (coconut gelatin), kaong (sugar palm), bangus (milkfish), leather products/accessories, men's footwear, juices

Metro Shanghai Corporation

Business Type: Food and Foodstuff MSC Compound Levi Panlilio Street, Sta Lucia San Fernando, Pampanga View Map Location Tel: (02) 8137616 / 8158744 Fax: (02) 8137630 Email: [email protected]

Metro Shanghai Corporation is a manufacturer of condiments of food grade quality for domestic market. The company is producing quality soy sauce and vinegar products. Aside from manufacturing soy sauce, the company engaged in toll packing activities as well.

hilippines Chips, Curls, Cookies

logicorp multi sources inc.,

We sell new furniture that made with different raw materials like for example Rattan, Bamboo, Wood, and so much more.

al macdom industry and trading corporation

AL MACDOM INDUSTRY AND TRADING CORPORATION is engage into trading of agricultural products such as fresh banana(Cavendish Class A), pineapple, and coconut. We also sell canned tuna. We also export mineral ores like chromite ore and sand, iron ore, copper ore, and manganese.

Al Macdom Industry and Trading Corporation

Address: Unit 15 MGR BLDG. Matina Davao City, Davao del Sur Contact number: (+ 6382) 3016726 Fax (6382) 2990394 Short description of business: Agribusiness Short description of products and services: AL MACDOM INDUSTRY AND TRADING CORPORATION is engage into trading of agricultural products such as fresh banana (Cavendish Class A), pineapple, and coconut. We also sell canned tuna. We also export mineral ores like chromite ore and sand, iron ore, copper ore, and manganese.

Prutas Banana

Prutas Coconut

Prutas Coconut

Almacdom Tuna Products

Pineapple

Prutas Banana

Peanut Butter

Pineapple

Mango

Peanut Butter