ORIGINAL ARTICLE
https://doi.org/10.1007/s10341-020-00477-y
Sub-Sector Analysis of Fruit Tree Nursery in Turkey
Dilek Karamürsel
1· Fatma Pınar Öztürk
1· Emel Kaçal
1· Alamettin Bayav
1· Meltem Emre
1· Cennet Oğuz
2·
Ömer Faruk Karamürsel
1· Süleyman Akol
1· Ayşegül Sarısu
1· Mesut Altındal
1Received: 25 May 2018 / Accepted: 7 February 2020 / Published online: 5 March 2020 © Springer-Verlag GmbH Deutschland, ein Teil von Springer Nature 2020
Abstract
In this study, a sector analysis has been conducted to increase the competitiveness of the Turkish fruit nursery using the
SWOT and Strategic Orientation Management (SOR) method and strategic aims and goals have been determined. It is an
important power factor that exports of nursery plants tend to increase. However, the problems experienced in supplying
certified sapling production materials are the weakest point of the industry. In addition, the increase in the number of new
fruit plantations in recent years in countries that have the high market potential for export of saplings for Turkey and the
increasing demand for world fruit saplings are significant opportunities for the sector. The expected increase in the demand
for certificated saplings in the near future, protecting of the new varieties accepted in the world market and the high quality
of the saplings in the competing countries are the most important threats for Turkey. A total of 7 strategic objectives,
17 targets, and 63 projects/activities were determined in the prepared strategic action plan. In case of the projects/activities
defined in the Action Plan are taken into consideration by the stakeholders and cooperated with each other, it is possible
that Turkey’s fruit nursery sub-sector could reach the targets set for 2023 and its competitiveness would increase.
Keywords Sapling Production · SWOT Analysis · SOR Analysis · Fruit industry
Sub-Sektorenanalyse türkischer Obstbaumschulen
Schlüsselwörter Obstbaumschule · SWOT-Analyse · SOR-Analyse · Obstindustrie
Introduction
Fruit industry in Turkey is an important sector with a high
potential for competition. Fruit growing in Turkey covers
about 10% of the agricultural land with the total 15.3 mio. t
production and it has a share of 2.3% in world production
(Turkstat
2015
; FAO
2015
). In recent years, significant
in-vestments have been made in the commercial fruit orchard
establishments with the effect of supports, the modern fruit
orchards have increased year by year and the great changes
have been experienced in the fruit industry. In addition,
modern cultivation has become increasingly widespread in
the Middle East Countries, Russia and Turkish Republics,
Dilek Karamürsel [email protected]
1 Fruit Research Institute, 32500 E˘girdir Isparta, Turkey 2 Faculty of Agriculture, Department of Agricultural
Economics, Selçuk University, Konya, Turkey
which have a high market potential for selling fruit saplings
and in these countries are known to establishment of new
fruit plantations with fruit saplings imported from Turkey.
Changes occurring in the world and Turkey is naturally
also affect the nursery industry. This situation increases the
demand for qualified fruit sapling and requires a good
plan-ning in the production and distribution of the nursery plants.
For this reason, it is necessary for the nursery industry to
have a strategic clarity in order to adapt to the developing
environmental conditions and use its resources effectively.
In this study, in the above-mentioned requirements, strategic
orientation of the Turkey nursery sector has been analyzed
by Strategic Management Orientation (SOR) method. In
a lot of studies, SWOT and SOR analyzes have been used
with the aim of determining strategic positions and
compet-itiveness levels of various sectors (Narayan
2000
; Dyson
2004
; Önder and Polat
2004
; Akça et al.
2006
; Durgun
2007
; Yüksel and Da˘gdeviren
2007
; Kansız et al.
2008
;
Hussain et al.
2009
; Büyükalaca et al.
2009
; Markovska
et al.
2009
; Tutar et al.
2009
; Toksoy et al.
2009
; Vermeire
and Gellynck
2009
; Karamürsel
2010
; Suba¸sı et al.
2010
;
Büyükalaca et al.
2011
; Hussain et al.
2011
,
2012
; Demirta¸s
2013
; Haryadi
2014
; Jaleel et al.
2014
; Uysal and Suba¸sı
2014
; Suba¸sı et al.
2015
).
Materials and Methods
The focus group meeting held with the participation of
in-dustry stakeholders, surveys with fruit nursey sector
oper-ating in Turkey and workshop data has formed the main
material of the study. In addition, related to the subject
do-mestic and foreign literature and statistics were used.
In the study, used Strategic Orientation Management
(SOR) method (MDF
2010
; Rajasekaran
2009
; Büyükalaca
et al.
2011
), which generates a number of realistic
alterna-tives and provides a prioritization and based on the
analy-sis of strengths-weaknesses, opportunities-threats (SWOT).
The fact that the results of the SOR analysis could
real-istic and put into practice are related to the largely
bet-ter analysis of the present situation that would constitute
the data of SWOT analysis. The basis of the current
situ-ation analysis formed the original data from the
question-naires conducted public and private sector institutions
pro-ducing fruit sapling. The 793 nursery enterprises operating
in 16 provinces where 91% of the fruit nursery
produc-tion was carried out constitute the main frame of the study.
The sample size was determined to be 93% based on
strat-ified random sampling method with 5% error at the 95%
confidence level from this main frame. All of the public
institutions that produce fruit saplings are included in the
research. The strengths and weaknesses, opportunities and
threats of the sector were identified in the data obtained
from the questionnaire. Focus group meetings and
work-shops were organized so that the development of SWOTs
could be arranged according to priority and priorities for
SOR analysis. The meeting was taken place with the
par-ticipation of the fruit nursery sector stakeholders and
ac-cording to the importance/priority of SWOTs (10 points for
the most important factor, 1 point for the least important
factor, and the mean of every strengths, weaknesses,
op-portunities, and threats), the participants voted among the
10 most important items in the sector, with scores ranging
from 1 to 10. The five most important items of the ranked
SWOTs were transferred to the SOR matrix. Each cell in
the SOR matrix was voted (3: very important, 2: important,
1: slightly important, 0: not important) by the participants
according to the priorities of the nursery sector. Strategic
objectives and targets for the nursery sector were identified
from the corresponding matching of cells that took score
over the limit set in the SOR matrix.
Results and Discussion
SWOT and SOR Analysis of Turkey Fruit Nursery
In the study, firstly the sector’s strengths, weaknesses,
op-portunities, and threats were revealed by the using
litera-ture review [External factor analysis (opportunities-threats)]
and data obtained from surveys conducted with public/
private sector fruit nursery producers [Internal factor
anal-ysis (strengths-weaknesses)]. SWOTs were discussed by
brainstorming at a focus group meeting attended by
rel-evant stakeholders of the sector. Ideas revealing from the
discussion were added to the SWOTs in cases when the
majority of votes were provided. The 10 items that are
most important according to importance/priority in terms
of the sector were voted by given scores between 1 and 10
by the participants. The importance/priority of these items
was determined by calculated the average of the strengths,
weaknesses, opportunities, and threats after the voting
(Ta-ble
1
).
The SWOT analysis formed the main input of SOR
anal-ysis. In the SWOT analysis, the five most important factors
of the items sorted according to the problem priorities were
transferred to the SOR matrix. Each cell in the matrix was
voted by the participants in terms of the priorities of the
nursery sector, and so the final shape was given to the SOR
matrix (Fig.
1
). The results of the SOR analysis indicated
that the industry is ranked in the “Attack” section with 587
points and the chances are high. Also, the fact that the
in-dustry is very close to the “Clean Ship” section with 575
points, which means that it needs to work on its weaknesses
in order to benefit from the opportunities. It was determined
that Turkey’s exports of fruit sapling and production
materi-als tend to increase is an important force factor (261 points),
but it goes through problems with the supply of materials
in certified sapling production are the weakest points (246
points).
In recent years, the countries with high market
poten-tial which export of saplings from Turkey (such as Middle
East countries, Russia, Turkish Republics) have gradually
increased the number of modern orchards (266 points) and
the world sapling demand tends to increase (261 points)
should be considered as important opportunities. However,
in the near future, the increasing expectation of demand for
certificated saplings in foreign markets (245 points), the fact
that accepted new varieties in the world market protected
(236 points) and higher sapling quality in the competing
countries (such as Poland, Serbia, France, Italy, Moldova)
(235 points) are seen as the weakest aspects of Turkey fruit
sapling industry (Fig.
1
).
Table 1 Strengths, Weaknesses, Opportunities, and Threats of Turkey’s Fruit Nursery Sub-sector
STRENGTHS (S) Scores WEAKNESSES (W) Scores
The tendency to increase in exports of nursery plants in Turkey
6.7 Problems with the supply of certified materials 6.6
In Turkey, the presence of different ecological regions to allow qualified sapling production
6.2 The absence of national production planning 6.3
The presence of Sub-Union of Sapling Manufacturers (FÜAB) and Sapling Producers Agricultural Industry and Trade Joint Stock Company (F˙IDAN A.¸S.)
5.8 Going on the production and sale of unregistered saplings
5.0
Supporting the use of certified sapling to establish the orchards
5.6 The absence of supporting the certified sapling produc-tion
4.8 Giving by Ziraat Bank and Agricultural Credit
Coopera-tives low-interest investment and working capital loan
4.5 Being small-scale of the enterprises which produced saplings
4.5
Being the tendency to increase in production of certified and standard fruit sapling in Turkey
4.2 The absence of supporting the exports of certified saplings
3.3 Having a rich genetic material that could be used in
breeding studies
4.0 The presence of the high fee and long procedure in the production of certified saplings
3.2 Involving the certified sapling production in the
Develop-ment Plan and the targets of the Ministry
2.9 Lack of clonal selection studies and failure to be trans-planted these clones to certified sapling production
2.7 The presence of the sapling production culture and
hav-ing the high experience of producers
2.5 Low sapling quality 2.1
The presence of R&D and extension institutions operat-ing in the sector
2.5 Not carrying out the plant passport and certification sys-tems together
2.1
Having adequate income of the sapling enterprises 1.9 Bureaucratic problems 1.9
Being taken into consideration the market demands (species, rootstocks, varieties) by sapling manufactur-ers
1.2 Lack of public-private cooperation in R&D activities 1.8
The presences of sufficient technical information for the production of saplings, being good the level of access to information
1.2 High input costs (such as seed/clonal rootstocks, seed, scion, pesticide, fertilizer)
1.5
Being the widespread using of clonal rootstocks in sapling production
1.2 Although there are many producer organizations in the sector, they have low activities
1.4 The high share of sapling production among producers’
activities
1.2 The low using of credit, promotion, grants etc. in the production or exports of sapling
1.1 Implementation of the regulation on the certification
system and the Plant Passport System
1.1 Marketing problems 1.0
Being of the sapling production a profitable production branch
0.8 The absence of well-branched saplings production 1.0 Individually high marketing chance of producers 0.8 The absence of institutionalized of establishments 1.0 Having in the Turkey sapling sector labor costs lower
than in developed countries
0.5 Lack of coordination between government institutions 0.9 The use of print and visual promotion and advertising
activities effectively by producers
0.2 Lack of Infrastructures such as land asset, land fragmen-tation, storage, processing and sorting unit
0.9 The going on and increasing rapidly of the production
domestic vine saplings
0.5 The absence of R&D infrastructure of establishments 0.5
Lack of qualified workforce 0.3
Low use of technology 0.2
Poor flow of information in the researcher, publisher and producer chain
0.2 The presence of plant and soil-borne diseases-pests in
sapling production
0.2 Low participation of producers to open a stand in fairs 0.1
Capital inadequacy 0.0
Low productivity (high shrinkage) 0.0
Problems in input supply (such as seed/clonal rootstocks, seed, scion)
0.0
Table 1 (Continued)
STRENGTHS (S) Scores WEAKNESSES (W) Scores OPPORTUNITIES (O) Scores THREATS (T) Scores
In recent years, increasing of modern orchard plantation in countries (such as Middle East countries, Russia, and the Turkish Republics) which have a high market potential for fruit saplings
8.4 Protecting the new varieties accepted in the world mar-ket
6.9
Prioritizing the support of fruit breeding studies in pub-lic research funds (such as TAGEM and TUBITAK) and being the initiation of fruit breeding studies at research institutions
5.9 Political relations with current and potential export mar-kets
6.7
Turkey’s close to growing fruit nursery markets due to its geographical position
5.6 Higher sapling quality in the competing countries (such as Poland, Serbia, France, Italy, Moldova)
6.1
The world’s increasing demand for fruit saplings 5.0 Economic instability 5.5
High production costs in the competing countries 4.4 Possible increase in demand for certified saplings in the foreign market
5.2 Be able to store in the cold storage of fruit saplings 3.9 The supporting of the exports of saplings in competing
countries
5.2 The presence of fairs organized national and
interna-tional
3.7 The presence of large-scale establishment in countries with high competitiveness
4.8 Establishment of Regional Development Agencies 2.9 The Increasing of international quality standards
gradu-ally
4.4 The presence of EU supports (such as IPARD) 2.7 The supporting of sapling production in competing
coun-tries
3.7 The presence of the possibility of produce saplings in
soilless culture
2.3 The tendency to increase in production of fruit sapling in some countries
2.4 The possibility of improving market with innovation,
R&D, advertisement, and promotion, etc
2.1 Advanced R&D culture in competing countries 2.2 Developments in EU harmonization process 1.9 The high using of advanced technology in competing
countries
1.9 The common use of the e-marketing in fruit nursery 1.3
Strategic Targets and Objectives Identified for Fruit
Tree Nursery in Turkey
In the determination of strategic targets and objectives,
a comprehensive current situation analysis was conducted,
and a participatory approach was tried to meet expectations
at the highest level. In the study, SOR matrix interpreted
and 10 strategic objectives were identified for Turkey’s fruit
tree nursery sub-sector according to the highest scored cells
in the sum of strong-weaknesses and opportunities-threats
(30 and up) (Table
2
). Identified strategic objectives were
discussed in a workshop was held in which the
represen-tatives of the relevant institutions participated who related
to strengths, weaknesses, opportunities and threats and the
targets to be reached for these purposes were developed
(Table
2
).
A good planning can be carried out by using the SOR
method and accomplish the improved targets that are
devel-oped in line with the strategic objectives as desired only if
it is possible with planning the actions which it will be done
by whom, when and how (Hunger and Wheelen
1993
).
“Turkey Fruit Nursery Strategic Action Plan (2017–2023)”
was prepared according to strategic objectives determined
in the study and reached to action to be taken within the aim
of the desired objectives/activities and projects by whom,
for that who in cooperation with, and when it will be
conducted. A total number of 7 strategic objectives, 17
tar-gets, and 63 activities/projects were defined in the prepared
strategic action plan. Strategic action plans for different
sectors were prepared by different researchers/institutions/
organizations (Ministry of Economy
2012
; Karamürsel
2010
; E¸sitken et al.
2012
; Öztürk et al.
2013
; GTHB
2013
;
Turkish Patent Institute
2014
; Do˘gaka
2014
; GTHB
2016
;
Ministry of Development
2016
).
Conclusion and Recommendations
It is necessary for the fruit nursery industry to have a
strate-gic clarity in order to sustain the momentum gained
Turkey’s fruit nursery industry in recent years, adapt to
the developing environmental conditions, be able to use its
resources effectively and gain a competitive structure.
In order to maintain the momentum gained in recent
years of Turkey fruit nursery and adapt to the developing
environmental conditions, be able to use its resources
ef-Fi g .1 SOR anal y si s resul ts of T u rk ey frui t nursery
Table 2 Strategic targets and objectives for improving fruit tree nursery in Turkey
Strategic Objective 1. In countries with the high market potential for Turkey market opportunities (such as Middle East countries, Russia,
Turk-ish Republics), evaluation within the scope of increasing sapling and sapling production material (O1-S1)
Target 1.1. Promoting exports
Target 1.2. Improving international market knowledge Target 1.3. Improving international promotion
Target 1.4. Ensure the coordination of national and international in the sector
Strategic Objective 2. In countries with the high market potential for Turkey market opportunities (such as Middle East countries, Russia,
Turk-ish Republics), the ecology of Turkey, evaluation within the scope of using the advantage of being suitable for the production of quality saplings of different species (O1-S2)
Target 2.1. To produce according to the market demand Target 2.2. To increase R&D capacity
Target 2.3. To increase the use of finance Target 2.4. To increase the level of knowledge
Strategic Objective 3. In countries with the high market potential for Turkey market opportunities (such as Middle East countries, Russia,
Turk-ish Republics), evaluation within the scope of promoting of certified sapling production in Turkey (O1-W4)
Target 3.1. To support of certified sapling production direct and indirect (While there was no direct government support to produce saplings on
the days when the study was carried out, there was indirect government support as “certified sapling use support”. However, in 2016, in the agri-cultural supports for sapling producers in the form of “supporting the production of the domestic certified sapling” direct government support was provided)
Strategic Objective 4. The opportunity to increase demand for the fruit saplings in the world, evaluation within the scope of eliminating the
problems in the certified saplings production material supply in Turkey (O4-W1)
Target 4.1. Accelerating the production of three number sapling production materials to meet the demand Target 4.2. Accelerating the transition to certified sapling production
Strategic Objective 5. The opportunity to increase demand for the fruit saplings in the world, evaluation by making national production
plan-ning (O4-W2)
Target 5.1. To make production planning
Target 5.2. To prevent unregistered sapling production
Strategic Objective 6. Although the new varieties accepted and protected in the world market are a threat to
Turkey, defense of this threat through FÜAB, F˙IDAN A. ¸S. and cooperatives (T1-S3)
Target 6.1. To produce of fruit saplings in line with the varieties demanded at the market Target 6.2. To Improve the new rootstocks/varieties
Target 6.3. To operate actively of organizations in the sector for strengthening national/international competitiveness
Strategic Objective 7. Although the current and potential markets and the political relations composed negativity is a threat to Turkey, defense
of this threat with the increase of exports of saplings and saplings production material (T2-S1)
Target 7.1. To Improve political relations with current and potential markets
Strategic Objective 8a. Protecting the new varieties accepted in the world market is a serious threat because of the weakness of Turkey’s certi-fied sapling production material supply (T1-W1)
– Predicted in Strategic Objective 6 (T1-S3) with accomplishing the objectives will able to help the transfer of Strategy 8 from the crisis region to the other regions
Strategic Objective 9a. Higher sapling quality in the competing countries is an important threat because of the weakness of Turkey’s certified sapling production material supply (T3-W1)
– Predicted in Strategic Objective 2 (O1-S2) with accomplishing the objectives will able to help the transfer of Strategy 9 from the crisis region to the other regions
Strategic Objective 10a. The Increase in demand for certified saplings in the foreign market is an important threat because of the weakness of Turkey’s certified sapling production material supply (T5-W1)
– Predicted in Strategic Objective 4 (O4-W1) with accomplishing the objectives will able to help the transfer of Strategy 10 from the crisis re-gion to the other rere-gions
aThough it takes over 30 points, since the comparison of the weaknesses and threats represents the crisis situation, the targets to be achieved for number 8-9-10 strategic objectives situated this region have not extra planned. As a matter of fact, accomplish the targets of the predicted objectives carried out in the framework of strategic objectives of 2, 4 and 6 will contribute to the transfer of the strategic objectives number 8-9-10 from the crisis region to the other regions
fectively and gain a competitive structure, a strategic sector
of clarity is needed.
Acting in this necessity, sector’s SWOT and SOR
anal-ysis has done, in order to prevent weaknesses and threats
by prioritizing the strengths and opportunities for the fruit
nursery sector, the strategic orientation of the sector has
been determined and the Turkey fruit nursery sector
strate-gic action plan (2017–2023) has been prepared. In case of
the projects/activities defined in the Action Plan are taken
into consideration by the stakeholders and cooperated with
each other, it is possible that Turkey’s fruit nursery
sub-sector can reach the targets set for 2023. It is inevitable that
in the situated of the Turkey Fruit Nursery Strategic Action
Plan context the strategic objectives, targets and activities/
projects be affected by the developments in Turkey and the
world over time, due to a long-term study of Turkey Fruit
Nursery Strategic Action Plan (2017–2023). Therefore, for
the conduct of Turkey fruit nursery strategic action plan,
to follow the process and make the necessary revisions the
establishment of an authorized “Monitoring and Evaluation
Board” would be beneficial in terms of internalized by the
sustainability and action plan sector stakeholders.
Funding We would like to thank General Directorate of Agricultural
Research and Policies (Project number: TAGEM/TEAD/15/A15/P01/ 004) for their financial support.
Conflict of interest D. Karamürsel, F.P. Öztürk, M. Emre, A. Bayav,
C. O˘guz, E. Kaçal, Ö.F. Karamürsel, S. Akol, A. Sarısu and M. Altındal declare that they have no competing interests.
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