Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Challenges in Iranian Trade of Pistachio
Ahmad Zomorrodi
The purpose of this research is to investigate which kinds of
International Standards is the most appropriate one to implement in
pistachio‘s cultivation and preparation. Moreover, evaluating the
possibility of implementing vertical integration system to inspire the
whole standardization process and controlling the price is considered.
The study setting is in Iran. In previous decades, Iran was the main
producer and exporter of pistachio in the world. Recently, Iranians
face a reduction in market share and sales due production quantities
and yield of foreign competitors. The study found that applying
modern knowledge and updated technologies, efficient research and
development, standardizing all manufacturing process can capture
customer values and provide customer satisfactions which are vital
especially for developing countries firms to change such threats to
opportunities to create competitive advantage in price and quality
domestically and also remain competitive in international markets .The
theoretical implications of my finding are also discussed.
JEL Codes: L21, M16, M21
1. Introduction
Iran is a country where 50% of the economy is centrally planned. The Iranian
government policy affects macroeconomic factors such as unemployment rate, the
inflation rate, and the rate of economic growth. Iran’s economy relies heavily on oil
revenues. This revenue has been used to implement a range of policies. For
instance, government subsidies - particularly on food and energy - have influenced
the national economy for more than 30 years. Recently, Iranian government has
decided to reduce subsidies (Majlis.ir, 2010). The cut of subsidies has had dramatic
effect on many Iranian industries. The pistachio industry, as part of this economy, has
affected too. The pistachio industry is one of the most important non-petroleum
industries for the Iranian economy. Pistachio export earnings are the largest among
non-petroleum export industries (Karimi, 2008). The pistachio industry has undergone
significant change over the past few decades.
Until 1979, the majority of Iranian pistachio harvest was exported to the United
States. During the eighties, the Iranian pistachio industry faced a 283% tariff to
Iranian shippers of raw pistachios and a 318% increase to roasted products (FAS,
2004). Since then, it became not feasible for Iran to export any pistachios to America
because of these heavily increased taxes. Moreover, the growth of American
pistachios industry consequently led to Iranian pistachios to be replaced by American
ones (Abrishami, 1995; Sedaghat, 2006). As result of this, the Iranian pistachio
exports shifted to European and Japanese markets. From 1981 to 1991 90,000 tones
of pistachio were exported to these markets. In 1991, European countries and Japan
imposed new quality standards for Aflatoxin (fungal metabolites exhibiting toxin). As a
__________________________________________
1-Ahmad Zomorrodi, PHD candidate in International Business and Economy, UIBE
China. Email:zomorrodi_82@yahoo.com
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
result of the new regulation, the majority of Iranian pistachios were rejected because
they did not meet the new sanitary requirements (Abrishami, 1995; Alavi, 2006). The
supply to these two markets was replaced partly by American pistachios
consequently; Iran had to change their target market and focused on other markets
such as China, Russia and South East Asia. At the moment, Iran exports most of its
production to these markets.
The world’s largest producers and exporters in the pistachio industry are Iran and the
united States which, combined produce 80% of the pistachio world production
(Abrishami, 1995; KarimKoshteh&Vardan, 2003). The pistachio production has
increased significantly in recent years in both countries and therefore, they need to
identify and develop new markets for their surplus produce. Both countries have
different competitive advantages and aim to further increase their international
competitiveness by using technical improvements and new marketing strategies
(Sedaghat, 2008). However, the pistachio industry in Iran is facing some difficult
challenges to improve their productivity and efficiency. Although, Iran continues to be
the biggest producer and exporter of pistachios in the world, it has the lowest
productivity yield per hectare compared to production efficiency levels achieved by
other countries. Iran has increased the total area for pistachio production over the
past years but the production efficiency has not improved (KarimKoshteh&Vardan,
2003).Several studies have focused on the comparative advantages of Iranian
pistachios. This research aims is to identify those key factors that caused Iranian
pistachio firms from competing with its foreign rivals especially American ones. During
the last decade it has been a question for Iranian firm that how they can escape from
such a crucial condition and changing threats like price and International Standards to
opportunities, to create competitive advantage in price and quality domestically and
also remains competitive in international markets.
Nowadays, Iran has three different markets to export pistachio. The first one that
contains European countries, Japan, and Canada; they do insist on safety and
products quality. The second one contains Arabic countries; they request for product
with delicious taste and good shape and the third group contains East Asia countries,
they ask for low price products. Germany, Spain, Italy and Hong Kong are most
importer of Iranian pistachio. However they are also pistachio exporters.
Historically, pistachio prices fluctuated dramatically due to the biannual production
cycle (Foreign Agricultural Service 2003). USA has stabilized both price and
supplying of pistachio for two decades. Therefore, due to strong global demand, USA
had sustainable growth in pistachio exportation. According to the FAO Statistical
database (FAOSTAT), Germany is a main importer and broker of pistachios in global
market. It imports the product from Iran and USA and export part of it to other
European nations.
2. Literature Review
During the last decade, especially because of political sanction and pressure, access
to financial resources in Iran tends to be very difficult, interest rates are high, and
often involves a very time-consuming. Financial institutions in Iran are mostly
government based. In contrast, foreign pistachio stakeholders have easy access to
low interest loans. Previous studying revealed that Iranian pistachio producers had no
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
intention of investing in the development of their workforce. So, it is very difficult to
find employees with the required skills to work in the sector. Generally, decision
makers within a farm could have different levels of education. As a result it has been
revealed that Iranian pistachio firms have followed two different strategies. The firms
exporting to China, Russia, and similar markets claimed to have pursued a cost
leadership strategy. This group is mainly integrated by less educated farmers who
own the small-scale farms and represent 60% of total pistachio production. The other
group, integrated by big farm owners, exporting to the EU and more demanding
markets that are willing to pay a premium price, claimed to have pursued a
differentiation strategy, emphasizing quality and service (Dr. Federico, 2011).
In 2010, 20% of the total Iranian pistachio production was consumed in the domestic
market; Even though the largest proportion of pistachio is consumed in international
markets. Iranian domestic demand conditions have not supported the Iranian
pistachio industry to develop competitive advantages. Most Iranian and American
consumers have different preferences and value different attitude to pistachio
products. Iranian consumers are concerned about the physical characteristics of
pistachios and not very much interested in food safety standards. So, domestic
consumers are not a valid point of reference for Iranian firms to anticipate the need of
consumers in western industrialized countries such as America (BorhanZadeh, 2011).
Iranian exporters point out many countries prefer to process and package pistachio in
their own countries as part of their marketing strategy. Export firms do not have a
clear marketing plan and usually they do not conduct any type of marketing research
(Koshteh, 2005). Iranian-American producers, from California, pointed out that easy
access to research outputs in modern pistachio farming techniques have improved
the development of the industry. For instance, the application of modern technology
has allowed minimizing the levels of toxins such as Aflatoxin. All farm owners
revealed that they received support (via grants and loans) from financial institutions.
This financial support has helped farmers to meet their growth plans. They also
mentioned that government support has further contributed to the development of the
industry (Zijuan Zheng,Sayed Saghaian,Michael Reed, 2012).
Iran has a tariff on imported agriculture machinery. This tariff would, according to the
government, protect and help the development of the national industry. Domestic
machinery is of inferior quality than imported one. However, many farmers purchase
Iranian farming machinery because of its competitive price. This is the part where
American and foreign rivals producers have a clear competitive advantage in
development and management of irrigation systems. The access to more modern
irrigation systems results in higher harvest and a more efficient and sustainable
utilization of underground water resources (Koshteh, 2005).
2.1. International standard and Competition
As international competition occurs intensively in pistachio, global market members
search and pursue different and modern approaches, technologies and knowledge to
create competitive advantage and use opportunities which is generated or existed in
home or host countries to gain much more profits. There is no denying that
International Standards are the kinds of Product and Testing management
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
certifications which are categorized as Nontariff Barriers which are the kinds of
governmental supervisions on international trade. Any government regulations, policy,
or procedure other than a tariff that has the effect of impeding international trade may
be labeled a nontariff barrier (NTB) (Ricky W. Griffin, 2008). The International
Organization for Standardization (ISO) has been working to develop and refine an
international set of quality guidelines (Ricky W. Griffin, International Business: A
Managerial Perspective 2008). ISO 9000 is a kind of standards which is applied for
quality management systems. ISO 22000 is a kind of standards which is applied for
food safety. ISO 22005 is a kind standard which is applied for traceability in the feed
and food chain. Hazard Analysis Critical Control Point or HACCP is a systematic
preventive approach to food safety and pharmaceutical safety that addresses
physical, chemical, and biological hazards as a means of prevention rather than
finished product inspection. HACCP is applied in the food industry to recognize
possible food safety dangers, so that essential activities can be done to decrease or
eliminate the risk of the dangers being understood. It goes without saying that Iranian
governmental subsidies implemented in the eighties changed the structure of the
industry from one dominated by big farms to one dominated by small ones (Dr.
Federico, 2011).It seems easier to implement changes in an industry dominated by
few big players with a strong financial situation than in an industry dominated by
many small players with a diverse level of education and financial situations. All these
factors have allowed the American pistachio industry to quickly respond to the new
Aflatoxin standards and hence gaining a big part of the market share in the EU and
UK. According above mentioned, one of Iranian exporter’s barriers in foreign markets
has been facing these standards that is one of the core research question of this
project which is discussed in the following.
2.2. Vertical Integration in Pistachio
Because the production of most manufactured goods needs different kinds of raw
material, parts, and other resources, the first problem an enterprise production
manager confronts is to decide how to obtain those inputs. Supply chain management
is the combination of processes and steps a firm applies to obtain the different kinds
of resources it requires to make its products. The first step to extend a supply chain
management strategy is to set the suitable degree of vertical integration. Vertical
Integration is the extent to which a firm either provides its own resources or obtains
them from other sources (Ricky W. Griffin 2008). From one point of view, companies
which apply relatively high levels of vertical integration are involved in entire step of
operations management process as goods are developed, transformed, packaged,
and sold to customers. From another point of view, companies which have little
vertical integration are engaged in only one or few steps in the production chain. They
may purchase their inputs and component parts from other suppliers, do one
operation or transformation, and finally sell their products to other companies or
consumers (BorhanZadeh, 2011).
The extent of a firm‘s vertical integration is the result of a series of supply chain
management decisions made by production managers (Ricky W. Griffin, 2008). The
firm can make the inputs itself, or it can buy them from outside suppliers. This choice
is called the make-or-buy decision (Ricky W. Griffin, 2008). A decision to buy rather
than make dictates the need to choose between long-term and short-term supplier. A
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
decision to make rather than buy leaves open the option of making by self or making
in partnership with others.
The make-or-buy decision can be affected by a company‘s size, extent of operations,
and technological expertise and by the nature of its product. Also, a firm will select to
make or buy easily whether it can provide the resource cheaper by producing it
internally or by purchasing it from an external supplier. If a company faces high
potential for competitive advantage and high degree of strategic vulnerability, it
should keep strategic control by producing internally. However, if it faces low potential
for competitive advantage and degree of strategic vulnerability, it should keep
strategic control by providing externally. At middle stages which force the company to
moderate control, special ventures or contract arrangements may be most suitable
(BorhanZadeh, 2011).
Companies specifically should make preferences between costs and control,
investment, flexibility and risk. Producing a component internally improves the
company‘s supervision and control over product quality, design changes, delivery
schedules and costs. A firm that purchases from external suppliers may faces more
dependability to those suppliers. If those suppliers exit the sector, raise their prices or
makes poor-quality materials, the company will lose its source of inputs, face its costs
increase or quality-related problems. An appropriate example for vertical integration in
pistachio production is Paramount Farms which is the world's largest vertically
integrated supplier of pistachio. Paramount Farms has 30,000 acres of pistachio
orchards which are the largest in the Western Hemisphere of California‘s San Joaquin
Valley. Paramount Farm‘s products can be obtained under the Sunkist® and
Everybody‘s Nuts™ brand names worldwide. It presents a full range of in-shell and
shelled pistachio products.
3. The Methodology and Model
The purpose of the research project is to describe the problems in Iranian pistachio
production and trade globally by referring to major growers, producers and exporters.
Which kinds of International Standards is the most appropriate one to implement in
pistachio‘s cultivation and preparation? What kinds of problems can be faced by
implementing International Standards? How the problems can be solved and
implementation is applicable? Is it possible to implement vertical integration system to
inspire the whole standardization process and controlling the price? Which kinds of
investments (including locations and other parameters) are the most appropriate
investment criteria?
The essential data have been gathered from library resource like books, scientific
journals and internet base resources like internet gateways, online services, FAO
(Food and Agriculture Organization) database, published documents, reports of prior
research studies and organization‘s own data archive. The time dimension of the
project is cross-sectional. The topical scope of the project is statistical. The research
environment of the project is field condition. The type of research design is two-stage
design that means both qualitative research and quantitative research has been used
in the research project. To increase confidentiality of the project and be sure on
research conclusion, Individual Depth Interview (IDI) has been done with ten selected
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
pistachio producers and intermediaries (see Appendix) and Self-Administered Survey
(see Appendix) has been done with some pistachio growers, producers, researchers,
exporters and finally the people who are involved in pistachio supply chain.
The sampling method which has been used in the interview is non-probability,
restricted purposive sampling. The type of the interview is structured interview. The
instruments which have been used are paper-and-pencil and Computer Assisted
Personal Interview (CAPI). The sampling method which has been used in survey is
probability, restricted cluster sampling. The type of the survey is Self-Administered
survey which has been performed by email, fax and cell phone. The type of
measurement scales which have been used in survey are ranking (choice) scale,
multidimensional, both balanced and unbalanced and finally unforced scales. Also,
multiple choice, single response scale and Likert scale have been used in survey.
4. The findings
According to the challenges and problems which were described, some data were to
gather and analyze quantitatively which were done by Self Administered Survey (see
Appendix). Also, some information has collected by Individual Depth Interview. All of
the gathered information and data helps to provide appropriate solutions and
recommendations for problems and challenges which can pistachio producers have
been faced.
The target population for Individual Depth Interviews was Bazaar of Tehran pistachio
intermediaries. The target population for Self Administered Survey was pistachio
growers, producers, researchers, exporters and finally the people who are involved in
pistachio supply chain. The sample size was determined by following approach;
Expected Interval estimate of Population Proportion = ±10
Z = 1.96 (Confident level of 95%)
σp = ±0.1Z = ±0.11.96 = 0.051 Standard error of the proportion (Donald R. Cooper
2008)
pq = 0.5*0.5 = 0.25 Sample Dispersal Measure; assumed high values to be included
n = sample size (Donald R. Cooper 2008)
The survey was done and responses were gathered .According to the frequencies
and descriptive statistics of question 1 responses, 43% of respondents indicated
HACCP as the most appropriate standard in order to apply in pistachio production.
However, 29% respondents had no opinion about appropriate standards for pistachio
production. The median is 5 which mean that more than half of the respondents have
indicated HACCP and no opinion responses and others have indicated ISO
standards. The mode is 5 which means that HACCP is the most favorable to be
applied in pistachio production. The result is leptokurtic with negative skew (see Table
1)
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Table 1: Frequencies and Descriptive Statistics of Question 1
To be sure about the result, hypothesis is stated as below;
Null H0: Accept the results Alternative
HA: Reject the Results
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
With 95% confident level (α = 0.05), Z score is mentioned in descriptive statistics to
be 0.286727 (see Table 1). Then, Z score is put in standard normal distribution to
find the area between mean and Z score which is 0.11258. To determine Power of
test, β is calculated as below;
β = 0.5 – 0.11258 = 0.38742
Power of test = 1 – β = 1 – 0.38742 = 0.61258
To determine P value, Z score is put in standard normal distribution to find the area
between mean and Z score which is 0.11258. Then, P value is calculated as below;
P value = 0.5000 – 0.11258 = 0.38742
Therefore, with 61% Power of test, confident level of 95% and P value of 0.38742, it
can be mentioned that 43% of Iranian pistachio producers indicated HACCP as
appropriate standard in pistachio production, following 9% ISO 9000, 8% ISO 22000,
7% ISO 22005 and 4% ISO 31000 respectively. Also, 29% of Iranian pistachio
producers had no opinion about appropriate international standards in pistachio
production (see Figure 1).
Figure 1: Discovering Appropriate International Standards in Pistachio
Production
According to the frequencies and descriptive statistics of question 2 responses, totally
74% of respondents agreed the execution of International Standards in pistachio
production. However, 19% of respondents totally did not agree execution of
International Standards in pistachio production. The median is 4 which mean that
more than half of the respondents have agreed about the statement and others did
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
not. The mode is 4 which mean that agree choice is the most favorable ones. The
result is playkurtic with negative skew (see Table 2).
Table 2: Frequencies and Descriptive Statistics of Question 2
To be sure about the result, hypothesis is stated as below;
Null H0: Accept the results Alternative
HA: Reject the Results
With 95% confident level (α = 0.05), Z score is mentioned in descriptive statistics to
be 0.235154 (see Table 2). Then, Z score is put in standard normal distribution to find
the area between mean and Z score which is 0.0929. To determine Power of test, β is
calculated as below;
β = 0.5 – 0.0929 = 0.4071
Power of test = 1 – β = 1 – 0.4071 = 0.5929
To determine P value, Z score is put in standard normal distribution to find the area
between mean and Z score which is 0.0929. Then, P value is calculated as below;
P value = 0.5000 – 0.0929 = 0.4071
Therefore, with 59% Power of test, confident level of 95% and P value of 0.4071, it
can be mentioned that 40% of Iranian pistachio producers agreed the execution of
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
International Standards in pistachio production, following 34% strongly agree, 17%
disagree, 6% no opinion and 3% strongly disagree respectively( see figure 2).
Figure 2: Execution of International Standards in Pistachio Production
According to the frequencies and descriptive statistics of question 3 responses, totally
51% of respondents agreed to apply vertical integration in pistachio production.
However, 44% respondents did not agree the statement. The reason seems to be the
threats that members of pistachio supply chain may face due to the profits which they
gain and loose them when the entry to their sector would be increases. The median is
4 which mean that more than half of the respondents agreed to apply vertical
integration in pistachio production and others did not. The Mode is 4 which mean that
agree choice is the most favorable one. The result is playkurtic with negative skew
(see Table 10.4). To be sure about the result, hypothesis is stated as below;
Null H0: Accept the results Alternative HA: Reject the Results
With 95% confident level (α = 0.05), Z score is mentioned in descriptive statistics to
be 0.291954 (see Table 3).
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Table 3: Frequencies and Descriptive Statistics of Question 3
Then, Z score is put in standard normal distribution to find the area between mean
and Z score which is 0.11486. To determine Power of test, β is calculated as below;
β = 0.5 – 0.11486 = 0.38514
Power of test = 1 – β = 1 – 0.38514 = 0.61486
To determine P value, Z score is put in standard normal distribution to find the area
between mean and Z score which is 0.11486. Then, P value is calculated as below;
P value = 0.5000 – 0.11486 = 0.38514
Therefore, with 61% Power of test, confident level of 95% and P value of 0.38514, it
can be mentioned that 29% of Iranian pistachio producers agreed to apply vertical
integration in pistachio production, following 28% disagree, 22% strongly agree, 16%
strongly disagree and 5% ISO no opinion respectively (see Figure 3).
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Figure 3: Application of Vertical Integration in Pistachio Production
According to interviewee‘s expressions, pistachio is the essential and strategic
product due to its nutritional and medical values. It is cultivated in both traditional and
modern approaches depend on political, economical and environmental conditions of
pistachio producing countries. But success in production depends on pursuing
mechanization, applying modern knowledge and technologies, owning adequate
harvested area and experience in production, establishing efficient infrastructures,
pricing systems, advertisements and well supply chain management. They indicated
alternate bearing, pests and diseases, nutritional and environmental factors as critical
factors in pistachio production. Also, they demonstrated the Aflatoxin contamination
as critical factors in exportation which restricts international trade of pistachio. To
dominate such a challenge, the pistachio producers should apply international
standards in cultivation; production and etc.
5. Summary and Conclusions
The problems which cause challenges in international trade of pistachio are classified
in two categories; problems in production and problems in trade. The problems in
production which were considered such as delayed harvest, blank nuts, alternate
bearing, pest and diseases dangers and Aflatoxin contamination are only controlled
by correct and efficient operation management and applying modern knowledge and
technologies.
Problems in trade contain the countries economical, political conditions, trade
barriers, nontrade barriers and governmental relationships among nations which may
facilitate or restricts the international trades. The cases in this category which were
considered before are international standards and free trade agreements that affect
export quantities and pistachio‘s price in intensive competition. As results of survey
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
illustrate that large share of respondents (43%) have indicated that HACCP is the
most efficient standard in pistachio production, however considerable share of those
has had no opinion about appropriate standards in pistachio production. It can be
done by directing hazard analysis, recognizing critical levels of dangers and setting a
critical limit, performing supervision activities, corrective actions and record keeping
procedures to ensure product‘s safety. It facilitates Iranian firms to export pistachio
easily to international market especially European nations. Moreover, transnational
strategy helps Iranian firms to join the benefits of global scale efficiencies such as
location efficiencies with the advantages and benefits of local responsiveness.
Location efficiencies can be obtained by locating facilities anywhere worldwide which
charges the firm the lowest production and distribution costs or helps it to improve
quality of service it offer to customers. Foreign Direct Investment helps to achieve
location efficiencies through ownership and control of capitals in foreign countries. For
example, to achieve benefits of global free trade agreements and unions, Iranian
firms can own factories and facilities in other pistachio producing nations such as
China, Mexico Morocco and Tunisia based on production and distribution cost in host
countries, distance to target markets and global organizations, unions and free trade
agreements which host countries are member in them.
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Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Appendix
Self Administered Survey Questionnaire
1. Which International Standards that are indicated below are appropriate for
pistachio production?
1) ISO 9000
2) ISO 22000
3) ISO 22005
4) ISO 31000
5) HACCP
6) No Opinion
2. Indicate your idea in form of multiple choice options about below statement;
―As establishment and running International Standards in pistachio production is
cost-consuming (expensive), pistachio producers should establish and run
International Standards in production process‖.
1) Strongly Disagree
2) Disagree
3) No Opinion (Neither Agree nor Disagree)
4) Agree
5) Strongly Agree
3. Indicate your idea in form of multiple choice options about below statement;
―To succeed in production, pistachio producers should be active in all parts of
supply chain. It means that they should establish their own orchards, owning
preparation and processing facilities, owning distribution and transportation
equipment and exporting‖.
1) Strongly Disagree
2) Disagree
3) No Opinion (Neither Agree Nor Disagree)
4) Agree
5) Strongly Agree
Individual Depth Interviews
1. How big is the world‘s pistachio market regarding unit size and sales volumes?
2. Do the pistachio producers have the same experience all around the world?
3. Do the customers have the same expectations all around the world?
4. Do the pistachio producers sell their products with same price all around the world?
5. Do the customers have the same purchasing power and purchasing habits all
around the world?
6. Do the pistachio producers use the same knowledge and technology for production
all around the world?
Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
7. Which set of pistachio producers have been successful in production and which
not? What was the reason of their success?
8. What are the major factors that reduce the quantity of Pistachio Production?
9. What are the major factors that reduce the quality of Pistachio Production?
10. How much is the rate of wastes or damages in pistachio‘s production and
distribution in Iran?
11. What are the main problems in selling and exporting of the pistachio in terms of
trade barriers and non-trade barriers aspect?
12. What are the main foreign competitor‘s characteristics in terms of size?
13. What are the main foreign competitor‘s characteristics in terms of utilization
capacity?
14. What are the main foreign competitor‘s characteristics in terms of strengths and
weaknesses?
15. What are the main foreign competitor‘s characteristics in terms of supply sources?
16. What is domestic and foreign competitor‘s performance regarding of market share
and sales growth?
17. What changes have happened in foreign rival‘s performance?
18. What is the future prospect of pistachio‘s international trade?