Truffle Market Evolution: An Application of the Delphi Method

Background: The objective of this study was to analyze the current situation of the truffle sector in the main producing countries of the Mediterranean area. Additionally, we identified the challenges for the future and the priority actions to develop the truffle sector in the region. Methods: We used a Delphi process approach, and we selected a total of 17 expert panelists in different positions within the supply chain of the target countries (Spain, France, Italy, Croatia, and Greece). Results: The results obtained allowed us to have a complete description of the current truffle supply chain. We confirmed an evolution of the sector due to the cultivation success of several Tuber species. The maturity of the sector has produced shifts in the roles that form the traditional truffle supply chain operators. We confirmed the trend of a decrease of collectors that hunt truffles in the wild and sell to small travelling buyers, whilst truffle hunters that collect for farmers and specialty wholesalers are emerging. However, a trend of truffle price decrease in the last few years has alerted the sector. Conclusions: As production increases due to truffle cultivation, it will be necessary to promote truffle consumption. We identified actions to develop the truffle sector: (a) strengthen the link between truffles, tourism, and gastronomy; (b) increase the effort at European level for the recognition of truffle production, helping to develop truffle culture and marketing; (c) increase the awareness and consumption of truffles among consumers; and (d) develop tourism workshops for truffle farmers.

The Journey of Mapping the Entire Destination Lifecycle

The two destination life cycle models proposed by Plog (1974) and Butler (1980) have been recognizing by most of the tourism destination scholars. Questions tend to arise on the possible use of these models to map the entire destination life cycle from the beginning. Therefore, this study aims to discuss the possibility of entire lifespan of tourism destination by using the destination life cycle models from Plog and Butler. This research analyses the strengths and weaknesses of the models revealed from existing studies using critical inputs of the tourism industry. The main difference between the famous models, i.e. Butler and Plog lies in the authors' background and the approach of the different themes. Complexity factors such as multi-market, time boundaries, political agenda, market evolution/ access, mode of transportation, and technological innovation, makes it impossible to map the entire destination life cycle confidently. The ability to innovate reduces the relevancy of life cycle models. Therefore, the DMO needs to deal with the changes associated with increasing the destination's values to avoid stagnation or decline in stages.

Assessment of potential efficient development of the World ocean ferromanganese nodules in the context of global copper, nickel, cobalt and manganese market evolution

The paper analyzes implications of ferromanganese nodule mining and copper, nickel, cobalt and manganese production for their land-based producers. Potential scenarios are considered for consumption development, onshore production and long-term development of these metals’ mineral bases through 2035. It is shown that each metal market could be undersupplied over this period; this shortage can be offset by deepsea production. However, conditions and deficit emergence for various metals vary greatly. As a result, coincidence of nodule mining with the earliest deficit signs in the remaining markets will lead to oversupply, which will negatively affect onshore production, new mining and exploration projects; this will also reduce profitability of deepsea mining even making it uneconomic. It is not until 2030 that nodule mining involving copper, nickel, cobalt and manganese production can be implemented with no negative effects for market players.

Systematic e-Service Innovation

Most service innovation attempts end in failure. Systematic e-Service Innovation is the result of a twenty-year program of research to reveal the ‘DNA’ of the successful attempts. The research shows: 1. Most service innovation attempts fail on their first day because they begin from a false understanding of what customers want. Organisations know they are supposed to listen to the ‘voice of the customer’, but, despite massive amounts of digital data capture, they still have little idea what to listen for. 2. The number of service challenges is very finite, and guaranteed that someone, somewhere has already solved your service problem. 3. The most powerful solutions are the ones that successfully eliminate the compromises and trade-offs conventionally viewed as inherent to service operations. 4. There are only a small number of possible strategies for overcoming such contradictions. 5. Service industry strategy, business and market evolution trends follow highly predictable paths.

STRUCTURING AND CHARACTERIZATION OF THE Acacia meanrsii De Wild CHARCOAL PRODUCTION CHAIN IN THE VALLEYS OF CAÍ AND TAQUARI, RS

ABSTRACT Due to globalization, market evolution, and technological implementations, the production chains have been improving, becoming essential for the consolidation of several products in the market, including charcoal, used as a renewable energy source. Thus, the objective of this work was to characterize the structure of this chain, from the qualitative and quantitative perspective, in the municipalities of the Valleys of Caí and Taquari and the interaction between the actors involved. The methodology was based on the division of the chain into macrosegments, with socioeconomic units of production characterized by the application of questionnaires. As a result, it was verified the presence of the production macrosegment (nursery and reforestation sectors), industrialization (charcoal production and packaging sectors), and commercialization (packaging sector), formed by family units. The packaging segment has outsourced manpower and more technology than the others. It was evidenced that a single socioeconomic unit of production can be part of more than one macrosegment or segment and, allied to this, in general, it is possible to perceive the characterization of a long chain of production. It appears that only 3.8% of charcoal producers also pack and sell their products, the remainder (96.2%) sell their production to packers who standardize the product, making the sale to the final consumer directly or indirectly.