[ STUDY (FEASIBILITY, PREDICTIONS ] [WP 3.1, Deliverable 3.1.1]

Transcript

1 PROMOTE INDIGENOUS DEVELOPMENT BY ENHANCING LOCAL BRANDING THROUGH PRIMARY, SECONDARY AND TERTIARY ECONOMIC SECTOR CLUSTERS AND INNOVATION NODES BRANDINODE [ STUDY (FEASIBILITY, PREDICTIONS ] [WP 3.1, Deliverable 3.1.1] 1

2 TABLE OF CONTENTS PROLOGUE ENVIRONMENTAL ANALYSIS Environmental analysis (Greece Albania) The action area of the project : County of Ioannina &Periphery of Gjirokastra Prefecture of Ioannina Region of Gjirokastra Branch environment Analysis of competitive forces Swot Analysis Vision Strategic network development SHORT RUN STRATEGIC MARKETING PROMOTION The need for identity The network is required to be communicated to all stakeholders who can promote it and help in any way e.g. Region of Epirus, Organic Products, European Chambers, Export Promotion Agency (NEA), etc Advantage of the Network Network entities Mechanism of organization - coordination Focus Diversification Requirements for strategy implementation Unique elements of Network - competitive advantage TRENDS Σrends of the market Policies STRATEGY DEVELOPEMENT Development phases Network's activities Determination of promotion and communication Partnerships - Public Relations Timetable Financial forecast Determination of business Administration/Operation Determination of Initial Cost Investment Sales BUDGETING CONCLUSION...64 ANNEX Θ. ACTIVITY CODE CLUSTER MEMBERS ANNEX II. POTENTIAL STATES - MEAT ENTERPRISES ANNEX III: REGISTER OF APPROVED PDO / PGI - POTENTIAL NETWORK MEMBERS ANNEX ΘV: BUSINESS WITH CERTIFIED PRODUCTS AGROCERT - POTENTIAL MEMBERS NETWORK ANNEX V. QUESTIONAIRE ANNEX VI. INVITATION IN A WORKSHOP SOURCES

3 CONTENTS OF IMAGES Image 1: Eligible Area project-objective Image 2: The map of geographical position of Gjirokastra region Image 3:Map of agro-food branch Image 4: Competitive pressures in the branch Image 5: Competitive pressures on the meat industry Image 6: Cluster structure in Ioannina & Gjirokastra Image7: Strategic orientation Image 8: Axes of strategy development Image 9: Food Network Europe (FINE) Image 10: Focus of the strategy Image11: Schedule by stage

4 CONTENTS OF TABLES Table 1: SWOT Analysis (Greece)... 7 Table 2: The largest Companies in Albania... 9 Table 3: SWOT Analysis (Albania) Table 4: The exploitation of land in the district of Gjirokastra Table 5: Table of competitive pressures Table 6: Table of competitive pressures of the meat products industry Table 7: GAP ANALYSIS Table 8: Operation of cluster Table 9: Budget for initial investment Table 10: Expenditure analysis for initial investment Table 11: Sales analysis Table 12: Turnover Table 13: Fixed expenditures Table 14: Marginal Expenditures Table 15: Other estimated costs Table 16: Depreciations Table 17: Lost and profit account Table 18: Capital flows Table 19: IRR

5 PROLOGUE This study was developed within the project Promotion of the domestic development with the reinforcement of a local distinguishable sign by the economic Networking of the primary, secondary and tertiary sector and Intersection of Innovation with the acronym BrandINode of the programme «European Territorial Cooperation, Greece Albania », in order to support the creation of a cluster in the field of the agro-food traditional products and particularly meat and dairy products. In order to develop the study the following actions were implemented: (a) A questionnaire was sent by to 700 members of the Prefecture of Ioannina in order to be ascertained the needs of the entrepreneurs of the region (appendix VI). (b) A business meeting was organized where the chamber of Ioannina was invited letters were sent to the members of the sector which are mentioned in the appendix V, in order for the project BrandINode to be presented and the needs and intentions of the entrepreneurs of the industry to be discussed. (c) An extensive secondary research was conducted, where were taken all the necessary information of the recognition of the region of the branch. This information was taken from important studies of the sector, columnist and bibliography in order for the strategy of the network to be supported. The purpose of this study is to provide to the partners and members of the cluster a tool to help them to get some strategic and economic decisions. The methodology that was used for the evaluation of the sustainability of the planned investment of the cluster was the known DCF (Discounting Cash Flow). Within this methodology, the predictions are analyzed in a time period of a decade (Revenue, Expenditures, Profits and Damages, Balance-sheet and Cash Flow analysis) that is based on some acceptances. Finally the Internal Rate of Return (IRR) is estimated. The project was based on a basic scenario. The reason is that the evaluation of the outcome of the research, (by the questionnaire and the meeting with the entrepreneurs), there did not reported any necessities which would lead us in any analysis of different scenarios.(e.g. what would have happened if the entrepreneurs needed a laboratory for the authentication of the quality or a research for new products, or if there was a necessity for exports support etc.). Finally, we come to this conclusion: The entrepreneurs could have invested more resources in the development of a cluster as the investment is considered sustainable. The entrepreneurs must know that the cluster will be a powerful mean which would provide them with knowledge, extroversion and innovation. The results will start to emerge when the project will be in the second year of fully operation and under the condition that the qualitatively and economic characteristics of the network will be implemented. 5

6 1. ENVIRONMENTAL ANALYSIS 1.1 Environmental analysis (Greece Albania) Greece- Analytical presentation of the environment DAIRY SECTOR The dairy sector remains one of the most resistant of the Greek economy as the dairy products are included in the list with the basic nutrition of the Greek consumers. The basic categories of the products are: milk (fresh pasteurized, highly pasteurized, condensed), cheese (white cheese, Cheddar), butter and the yogurt. The continuing recession of the Greek economy affected the economic results of the dairy sector. The small increase of the turnover did not reflect in the profitability of the companies of the sector. LIVESTOCK FARMING Epirus ranks in the 4 th position of the production of the sheep- goat milk among the 13 Peripheries of the country 1. The recent data about the production of sheep-goat and goat milk in the Greek periphery from last year seem to appear a great interest since they imprint the abandonment of the profession by a lot of stock farmers in territories where this industry used to flourish in the past. This abandonment is due to the fact that there is an inability in the maintenance of the animals and due to the fact that the animal feeding stuffs are getting more and more expensive. As a result, the population of the animals is reduced and so is the production, while a lot of sheep and goat farmers decide to abandon the profession since they cannot make a living for themselves. Added to that, the production of feta (white cheese) is reduced and so do the cheese with Protected Designation of Origin like the Metsovone in Epirus for which are required specific amounts of cows milk. The problem lies in the fact that the region cannot give any more cows milk due to the descending trend of cow breeding. It is characteristic that there have been recorded about less 6000 tons milk deliveries each month, while in 2012 were produced about tons less sheep- goat milk in relation to Also, the producers were reduced from to (1527 people in one year). In 2013 the crisis in livestock farming, and consequently in the dairy sector, will spread. Among the regions where the reduction of the production is registered, according to the data, there is also Epirus. However, the only positive thing is that the producers in the region derive the highest price for the sheep s milk. In detail, in Epirus in the 2012, producers delivered in total tons of sheepgoat milk, by which the tons were sheep s milk with an average price of euros/ kg and the tons were goat milk with an average price euros/kg. These data led our region to be enlisted in the 4 th position of the total amount ( tons). Even though the region has the largest number of sheep- goat feeding stuffs related to the rest regions, since it is a region which relies in the production of the primary sector, the leading region in the production of sheep- goat milk is the Periphery of Thessaly. 1 Data from Greek Milk and Meat Agency (ELOGAK) for

7 As far as the production per Peripheral Unity is concerned, Ioannina and Preveza are the ones who are considered to be the leaders both in goat and sheep s milk. In relation to 2011, the production was reduced only tons while the producers were 194 less in a year. SECTOR OF DELI MEATS AND MEAT The sector of deli meat is characterized by high concentration since the five largest companies possess collectively the 70% of the sales of the sector. The basic products of the sector are Pariza, Mortadela, Ham (cured pork and scapula), poultry deli meat, sausages, salami and bacon. In recent years, new products take an important market share. These products are low fat, have less salt, less tallow and less preservatives. The sector of deli meat seems to have been affected by the crisis of the Greek economy. The turnover appears reduced while at the same time it appears an important reduction of the profits in the level of the mixed results. Sector of the processing and wholesale meat: The domestic industry showed mild development since the restriction of the disposable income, due to the economic recession, has orientated the consumers in the market of basic foodstuff. Unlike most of the sectors in the food- field, the majority of the companies of the sector reinforced their revenues. Additionally, the processing and standardization companies showed higher sale increase against the wholesalers and the importing companies. A basic problem of the industry constitutes the high dependence degree on imports, given the limited domestic production and the temporal growing demand. In addition, there exist some examples of uncertified meat imports with lower quality (e.g. from Bulgaria). Finally, the field of meat procession is immediately dependent on raw material supplies by markets which are abroad, a fact that implies increased costs of production The sector resists to the recession due to the significance of its products for a proper nutrition. For a further hardening there will be a reinforcement of the holding of the livestock farming through rational subsidies while there still exist some chances in markets abroad where the consumption is higher. Strengths Table 1: SWOT Analysis (Greece) Weaknesses High quality,product Certification The dairy products present low price and income elasticity. Recent years is observed an increase of the export activity of the dairy products. A continuous development of innovative products which address to specific population groups (women, children etc.) Implementation of important renewal equipment investments and vertical integration of the deli meat companies. The meat demand in the country is characterized by low price elasticity. The fragmentation in the primary production of milk implies high cost which is related to the collection and transportation of the said row materials. The short lifespan of the milk creates additional production cost. Low domestic and per capital deli meat consumption in relation to the rest of Europe. Small size of domestic market. The economic recession affects in a negative way the expenditures for non-basic nutrition products. High allocation expenditures for the projection of the products. 7

8 In the sector there are few large industries which are activated and possess vertically integrated units. They deal with all the stages, beginning from the rearing and animal slaughter until the meat production, processing/standardization and meat products productions. Δσκαιοίεπ The acceptance of the organic products constitutes an opportunity for expansion into new product lines and sale increase. The reputation of the Greek yogurt has been spread in the recent years all over the world. Synapses of exclusive cooperations for fast food chains supply which favors the development of the deli meat sector. Trade penetration into markets abroad The insufficiency of pastures and low cost animal feeding stuffs results in the significant dependence of the livestock framing from imported and expensive animal feeding stuffs. The majority of the livestock holdings are of small production capacity and low level of organization. Dangers The European Union imposes quotas and restrictions in the mil production. It is observed an increase in the concentration in the retail sector. A significant dependence of the production cost by the prevailing circumstances in the global market of meat. Imports of uncertified, low quality meat by markets from Balkan Albania Analytical presentation of the environment Generally Albania has become one of the fastest growing economies in Europe, with a stable economic development of 6% during the recent years, even though the economic crisis has influenced the country in 2009 and Nevertheless, the IMF predicted an economic development up to 2.6% for The inflation rate was 2-4%. The imports of provisions and agricultural products represent the 18% of the total amount of the Albanian imports (434 million Euros). The consumption is increasing due to the increase of incomes and the economic development. An important part of the imports which is intended for the industrial procession has brought new profitable activities in agriculture and agricultural processing companies. The basic categories of products which are imported in Albania are wheat, rye, fruits, vegetable oils which are followed by fresh and dried vegetables, potatoes, rise, animal meat, all the species of the processed food and agriculture machinery. The imports come mainly from Italy, Greece (29%), Brazil (meat), Germany, Russia, Turkey and other countries. The agriculture and the provisions belong to the sectors where the development is mostly achieved. About companies have as an object the processing of agricultural products. The largest companies are involved in the processing of the flour, the dairy industry, the meat processing industry and the refined oils, wine and other drinks. However, the competitiveness of the provision industry is limited. Apart from retail and wholesale meat and drink stores, most of the companies of the provision industry of Albania are relatively small-sized. 8

9 Table 2: The largest Companies in Albania THE SECTOR OF MILK The overall national milk production of Albania was about 1 million tons in 2008, of which tons are cow s milk. The trade market consists of the informal (immediate sale by the farmers) and the formal channels of market (collection and distribution by the dairies). More than half of the milk which is produced in Albania is used for own consumption, immediate disposal in the informal markets or in the nutrition of animals and less than 50% arrives in the conversion industry. The dairy processing industry is still in the way of the modernization of the structures and the technologies. The VAT system is an important obstacle for the processing industry. A 20% VTA is imposed on all the products. Given that the farmers are excluded from the payment of the VAT, the tax is imposed on processed products. This fact increases the retail price and aggravates the competition between the processed products and the products of the informal market. There are approximately 27 modern dairy processing units in Albania which function with capacity of tons per day, but they have to face the competition from the informal market and this is the reason why none of them cannot exploit its capacity. The dairy facilities with full processing lines produce pasteurized milk, yogurt, milk UHT, butter, milk butter, curdled milk, cheese and yogurt with fruits. Meggle is today the first foreign milk processing company in Albania. Other large dairy companies in Albania are Greal in Korce, Mireli in Kavagia, Deltadoni in Lushnja and Gjirofarma in Gjirokastra. The sizes of the farms and herds in Albania are small, with an average 1.5 cows dairy production per milking. The quality standards of milk are almost nonexistent while the milk collection cost is high and is aggravated by the large distances by which the milk has to be transferred. There is no motive for investments in cooling facilities in farms because the amounts per milking are very small and in most cases the milk is sold in ambient temperature. There are approximately 400 dairies in Albania but most of them are small scaled enterprises in villages which they do not meet hygiene or security standards. The cheese and the yogurt are traditional products in Albania and the overall annually production is tons of cheese, tons of yogurt and 600 tons of butter. THE SECTOR OF MEAT SLAUGHTERHOUSES: In Albania a lot of slaughterhouses are not functioning and the 20 active ones slaughter daily only cattle or pigs or small ruminants. All the slaughters operate well below their capacity due to the short supplies. Usually the facilities are obsolete and in most cases they do not abide by the Albanian legislation. The hygiene EU standards, the traceability and the HACCP do not meet. 9

10 But there are 3 large poultry slaughters in a really good condition: The Chicken Farm in Kavagia which belongs in the Frigofood Company, the AGRIZOO in Lushnja and Driza in Fier. The situation in the chicken industry seems to be in a much better condition since a lot of investments in more agricultural companies are implemented, e.g. animal feeding stuff production companies. There is a trade of vertically integrated production which begins from the poultry farm and concludes in the unit of animal feeding production. Then it ends up in the retail stores. The companies AIBA SHPK and FLORYHEN SHPK dominate in the chicken and egg production in Albania. And at the same time they belong to the three largest animal feeding stuffs producers. In combination with AGROTEK ALB SHPK, they control 70-80% of the market of Albania. The wheat and barley which are intended for animal feeding stuff are provided mainly by a domestic level, but others are imported from Greece, Italy and Serbia. Meat processing: There are 14 consolidated meat processing companies which function in Albania. Today s size of the market is 55 million euros. The processing regards to metric tons per year,85% of which serves for the domestic market. The 95% of the meat, which is submitted in processing in Albania is mainly imported from South America. The local meat is very expensive and of limited availability. The processed meat is mainly the pork, but the poultry and the beef have also a share. The processing companies use the modern technology when processing frozen meat but they have to face limited expertise in the field of fresh meat processing given that most of them import meat for its processing. The top companies who deal with meat processing have a good documentation of their production, including traceability and applied security for their food (HACCP). The standards of Albania according to the legislation for provision are often implemented. Additionally, there are also implemented the standards of EU for hygiene, traceability, HACCP and they are able to take certification for exporting products in EU. These companies often import their raw materials from the global market and export in confluent markets like Kosovo, Macedonia, Yugoslavia. WHOLESALE & RETAIL OF NUTRITION PRODUCTS The retail chains of nutrition products are a totally new sale method in Albania over the last three years. The retail sector was one of the most dynamic businesses in Albania. The trade center of development was a fundamental factor for the retail development in the recent years. Due to the economic crisis, the retail sale index demonstrated a significant reduction during However, this fact did not prevent investments in the retail sector. In medium-term (2-5 years), it is predicted that retail market in Albania will continue to develop. These developments create good prospects for more food varieties, canned food, etc. in which the Albania market has a lot of things to work on. The largest super market chains in Albania are EUROMAX, MERCATOR, ALFA-VITA VASILOPOULOS and CONAD. LEGAL FRAMEWORK Albania moved on to a broad economic reform, a liberalization of price and trade mechanisms, redistribution of agricultural land and other assets of the state, redistribution of the collective farms to individual and privatization of bodies who deal 10

11 with the processing of agricultural products. Since then, the agricultural policy for the environment was relatively without distortions and price control, with limited subsidies and liberal trade policy. Albania voted the law for Agriculture and Rural development (2007) and the law for Business Authorization (2009) with establishment of the National Center Licensing. In 2008 the government approved a fund for supporting the agricultural production which is provided in the budget of the Ministry of Agriculture, Food and Consumer Protection. Strengths Table 3: SWOT Analysis (Albania) Weaknesses Low labor costs Targeted business orientation Recent establishment of the Service of Food protection Favorable reform of the legal framework Opportunities Low labor cost Substitution of imports for a variety of products( in regions where the prices are competitive) Retail development. Fragmented primary production Low raw material offer for the processing industry, due to the exemption of farmers from VAT Processing industry is mostly of small scale Albania is a net food importer Low law enforcement in the field of food protection Non accredited authentication bodies HACCP, resulting in high authentication costs for exporting companies. Dangers A high-standard competition from the imports Corruption The political parties do not take responsibilities Infrastructure (electricity shortages, road network, garbage/waste etc., water management A bad image of Albania ( poor, chaotic ) despite the great changes in the country. 11

12 1.2 The action area of the project : County of Ioannina &Periphery of Gjirokastra This study is evolving within the Greece Albania IPA Cross-Border Programme , of the «European Territorial Cooperation» and specifically for the project with the acronym «BrandINode». This project has as a goal to develop and to make available for the region a network, a set of studies which would aim in the recognition of the agricultural products of the region. Also aims at a strategic direction framed with the estimated financial data for its viability and various promotions which will reinforce companies of all the industries of the economy (primary, secondary and tertiary) in the region resulting in a complete promotion of the local products and services in the agrofood stuffs. All this would take place with a respect for the local characteristics of the cross-border area. The communicating strategy of the programme is aiming in the mobilization and information of the entrepreneurs, the mass media and the various compounds which are related to the market of the local products. The effective use of the business tools will potentially lead the Network in an exporting strategic direction. Image 1: Eligible Area project-objective In the Network BrandINode may participate private and public bodies of the region which are in the periphery of Ioannina and in the peripheries of Gjirokastra (from Albania) Prefecture of Ioannina Economy The economy of Ioannina is based on the livestock farming (mainly of small animals), the agriculture and the forests. The contribution of the industry and craft-industry is low enough despite it is larger from the one of the other counties of Epirus. The production of livestock products is significant such is cheese and butter. Generally, the prefecture of Ioannina is the largest and the most populated of all the counties of Epirus and is the third largest prefecture in Greece. It is also the most sparsely populated of the Epirus. Due to low agricultural income, the population is concentrated either in Ioannina or migrates inside or abroad. The small and infertile plateau of the Prefecture that is formed between the mountains did not favor the development of the large settlements. 12

13 The Prefecture of Ioannina extends to km2 and its population is residents (census of 2011) which represents the 1,55% of the total population of the country. The 86,28% of the total area is mainly mountainous, the 11,38% halfmountainous and only the 3,34% is flat. Consequently, agriculture and livestock farming are considered the most significant sectors in the economic life of the county which is the best in the production of cheese factories and meat processing in the country. The 22% of the manpower of the county is employed in the primary sector, the 25% in the secondary sector and the 50% in the tertiary sector. The milk and its products are an important product category for the county. They constitute the cornerstone of the local economy and society and they support the mountainous rural and border areas. The Prefecture of Ioannina is the first in the periphery in the production of sheep and goat milk and the second in cow s milk with farmers to be activated in this sector. Correspondingly, the prefecture is first in the periphery for the production of cheese products with tons of different types of cheese. Poultry farming in Epirus is now the most dynamic sector of the Greek livestock farming with the largest vertical integration (from the processing of the primary sector product to the final disposal to the costumer). The companies who deal with poultry farming are concentrated largely in Epirus (mainly in the basin of Ioannina) being the 45% of all Greece. The number of the poultry farms is 555 in the prefecture with 26.5 million hens and 6 companies of egg production. The production is 80 million eggs per year. Additionally, in the county there are 70 holdings of meat producers breeding (ancestral) the only ones in the whole periphery. In the region of Ioannina there is a company which pasteurizes eggs in different packaging for disposing them in the pastry-making and exports them. One of the basic sectors of primary products production is sheep-goat farming which is the principal source of income for the residents. This is due to the diversity of the ground and the frequent transition of the mountains with the little plains, one of the basic sectors of primary products production is sheep-goat farming which is the principal source of income for the residents. In the prefecture it is bred a significant number of sheep and goats, one of the largest in the country (5.776 units of holding with sheep and goats). Pig farming in the prefecture is not one of the most important in the whole periphery since the prefecture has the less sow breeders (only 1550) with 10 pig farm units. Additionally, it is bred a great number of grazing beef cattle. It is about extensive or semi-extensive cattle forms which are taking place in the country side in light facilities which is moving in summer pasture (250 breeders with suckled cows). The animal nutrition is based on the grazing of mountainous and semi-mountainous meadows and on the occasional administration of a small amount of fruit and cereal straw, especially during the winter. The great biodiversity of plants and herbs that have the hilly and mountainous meadows and the absence of any kind of contamination of these results in the production of meat rich flavor characteristics and high nutritional value. The genetic material of the bovine animals consists of mostly domestic breeds at various intersections between themselves but also with foreign races, which leads to great variability in the phenotype of the derivatives, which are free grazing calves. Regarding the Protected Designation of Origin (PSD) and Protected Geographical Indication (PGI)in Ioannina prefecture, recognized products of Protected Designation of Origin and Protected Geographical Indication are: the Galotyri (313031/ Leaves of government gazette 8/ ), the Kefalograviera ( / Leaves of the government gazette 8/ ), the Feta ( / Leaves 13

14 of the Government Gazette 8/ ) and the Metsovone ( / leaves of the government gazette 23/ ) Region of Gjirokastra 2 The region of Gjirokastra has a central position in the Southeast Albania. The extent of the area is 2,880 km2. The districts of Gjirokastra Region are the 3 Counties (Gjirokastra,Tepelene, Premetis) 6 Municipalities (Gjirokastra Limpochovou, Premetis, Keltsoura, Tepeleniou, Memalia), 26 communities and 258 villages. Image 2: The map of geographical position of Gjirokastra region Economist The main sectors of the economy in Prefecture of Gjirokastra are: (a) Commerce, (b) Livestock, and (c) Agriculture. The main economic activity in the villages is agriculture, which is the main source of income for the population in the villages. Together with the livestock they consist the major sources of income. The vast majority of the farmers own animals, and engaged in other agricultural activities. There around cows in the region, and their meat and milk are sold in the local market. Since last year the meat and milk are collected from two new modern milk processing factories "Gjirofarma" and "Libohova", that are producing cheese which is sold in the domestic market and it also meets all standards for exporting it, in the European markets. 2 Pages of entrepreneurship in Albania, Chamber of Ioannina,

15 There are also sheep and goats from which we get milk, cheese and meat. Gjirokastra is famous for its dairy products due to vegetation and pasture. Commerce - trade is one of the major economic activities of the region because of the privileged position of the border with Greece. Trading companies such as Elka, Anonime Kakavie, H. Lena etc are sourcing products from Greece and one part from Albania. The flow of tourists in Gjirokastra is an important source of income as well, especially for its restaurants, shops and hotels. There are in the area also a number of textile (clothing) industries such as Prive, Eutex, Achaia Cloth etc., and most of them with almost workers producing mainly for the Greek market Hundreds of households make handicrafts that are promoted in the Greek market. Several factories with modern and new technology equipment are operating in the prefecture of Gjirokastra, producing mainly products for the domestic market. Some of these factories are Cjirofarma, Glina, Technotrof, Fresh, Morn Pack Albania, A-E 1, Feruni 2, Amita etc. and their main products are refreshments and drinks, natural mineral water, paint, plastic packaging, furniture, food, etc. The main primary sector products of Gjirokastra are grain, marble; coal, furniture etc. are mainly exported to Greece. In the municipality of Tepelene the main sectors of the economy is agriculture and trade as well, and the level of production and output in Tepelene is lower than the other two prefectures. The farming is conducive from the altitude above sea level, while farming is the main source of income for Tepelene s families in compare with other private economic activities. 66% of the farms are engaged in farming, 29% in the cultivation of cereals and only 5% with other agricultural activities. In the prefecture of Tepelene livestock numbers 202,842 goats, 12,063 cattle, 138,158 birds, 6011 beehives. In terms of output Tepelene has the potential to build dairy factories or processing industries based on agricultural products. Currently, some primitive workshops are operating and produce cheese and other dairy products. Tepelene has a Mediterranean climate and this favours the cultivation of olive trees and vines. Aromatic and medicinal plants are collected (mountain tea, oregano, silkworms etc.) and along with others exported to European markets. In Tepelene the main industry is the factory "Uji Ftohte Tepelene", an Italian investment which package water in plastic bottles with the label "Uji Ftohte Tepelene". In Memaliaj and in Gusmar there are two mines where coal mined and phosphorus. These factories do not work anymore because of the old technology available and the lack of market demand. The trade in the Prefecture of Tepelene is food and agricultural products. The river Viosa favors the cultivation of fish and mainly the trout. The first trout farm is on the bridge Hormova. The culture of fish in the region shows a perspective for the future. In the Premeti scountythe agricultural sector is the driving force of the local economy. The products which are produced in the region are: fruits, medicinal plants, wine, raki, tobacco, wood, and in the derivatives etc. and traditionally wheat is cultivated. There are several factories in the area like the brick factory in Këlcyrë, readymade garments industry, furniture factory, poultry farm, dairy etc. The main economic activities of the region are concentrated in Premeti and in Këlcyrë. 15

16 Land Use In Gjirokastra 70% of the land is cultivated. This area is available for exploitation and this affects the agricultural development and increase revenue by agricultural products. Although the land per person is nowadays little born of the need for legal registration of land property. The land per person is 0.2 hectares. In fact only 71% of agricultural land is divided among the population and hectares which are 11% of the total land and they are not receivable. The completion of the reform of the possessions of land would be the foundation to restore normal functioning of the land market. District Table 4: The exploitation of land in the district of Gjirokastra Total land Agricultural Pasture Forest Other surface hectares hectares Gjirokastra hectares hectares hectares Tepelene hectares hectares hectares hectares hectares Premetis hectares hectares hectares hectares hectares Conclusion Creating a Network through this project will benchmark the empowerment of the agri - food sector in the border region through the strengthening of institutions with business tools, which will give them a boost and openness in the European market. The common denominator is to accept the fact that the two countries are suitable for such development activities. The margins absorption of these products is large but only from the domestic market. The yields on agricultural products and economically the existing manufacturing activity are very satisfactory to create a strong core networking business. 16

17 1.2.3 Branch environment The structural branch map showing and serves in understanding the chain of activities, dependencies, and within the agro food branch. In practice each link occupies a position in the chain of activities starting from raw materials and ends the final consumer - user. SECONDARY SECTOR Main Function Division TERTIARY SECTOR Activation of Business Sector END USER SLAUGHTER HOUSES PRIMARY SECTOR RAW MATERIAL SUPPLIERS LIVESTOCK, POULTRY (MILK, MEAT, EGGS) PROCESSING UNITS (DAIRY, DAIRY MEAT ETC) WHOLESALE CONSUMER OF RAW MATERIAL (MEAT, MILK, EGGS) UNITS OF ANIMAL ORIGIN PRODUCTS (EGGS) RETAILING CONSUMER OF FINAL PRODUCT (DAIRY, DAIRY MEAT) CLUSTER BRANDINODE Image 3:Map of agro-food branch Analysis of competitive forces The competitive forces that accept the dairy sector determine the attractiveness and define the performance. The dairy sector is being pressured by these forces 3 : 1. The competition between existing firms 2. The negotiating power of buyers (customers) 3. The negotiating power of suppliers 4. The risk of new entry (business groups) 5. The risk of substitute products. 3 M.Porter, Competitive Strategy,

18 Dairy Products The profitability of the branch depends on five forces shown in the figure below: DANGER OF NEW ENTRANTS TO BUSINESS & CLUSTERING: LOW RISK OF ENTRY BARGAINING POWER OF SUPPLIERS: LOW SUPPLIER POWER COMPETITION BETWEEN EXISTING BUSINESSES & CLUSTERS: HIGH INTENSITY OF COMPETITION BARGAINING POWER OF CUSTOMERS: HIGH BUYERS POWER DANGER FROM SUBSTITUTES: NONEXISTENT / LOW PRESSURE FROM SUBSTITUTES Image 4: Competitive pressures in the branch The dairy sector receives little pressure and appears at his first impression as sufficiently attractive. For better analysis, however, and drawing conclusions we should estimate which of these forces affect significantly the viability of a cluster of dairy and which of them are considered most important, taking into account the trends. ANALYSIS OF COMPETITIVE PRESSURES: First competitive strength: Competition of the bodies involved The dairy market is a highly competitive market in which are involved some large industrial units but also many small and medium-sized enterprises (SMEs). The major groups in the industry give constant battles to obtain the largest possible share in a market where the turnover is nearly 2.5 billion annually. The industry is highly dynamic both in Greece and in the wider region of Southeast Europe and abroad generally. During the last decade it has been observed a relatively high degree of concentration, despite the activation of a great number of enterprises. The participants in the industry believe that in the near future even concentration tendencies will worsen due to the interest that show multinational corporations for acquisitions, or trade partnerships with local industries. 18

19 At the same time, the investment moves of companies are intense in terms of expansion and upgrade production facilities, efficient operation of distribution centers and logistics, new methods of standardization, expansion of the range of codes with new products, flavors and packaging. Competition is further enhanced by the involvement of companies in the region, which are differentiated strategically, showcasing a traditional profile operation, exploitation, organic products and products PDO, PGI and PSP. The products are milk (fresh, high pasteurization etc.), yoghurts, desserts, butter, and cream There are no agro-food networks in the area concerned. Conclusion: HIGH RISK among large industrial units but also many small and mediumsized enterprises (SMEs). Second competitive force: Negotiating Power of Customers / Customers The size of the firms that buy and resell dairy products affects their negotiating power. Therefore, the largest negotiating power as buyers, according to industry insiders, have supermarket chains, the largest of which are supplied directly by dairy products. The "power" of supermarket chains not only stem from the great quantities procured, but also by their ability to contribute to the recognition of a product. It should be noted that the relevant industry, benefit policies-incentives for large firms to their buyers, are highly prevalent in order to expand outlets and broaden their distribution channels. These benefits, especially those of companies that offer standard products for the largest outlets (e.g. supermarket chains), are higher in order to secure a better position their products inside the stores 4. On the other hand buyers are also smaller neighborhood businesses (bakeries, mini markets, dairies etc.) that sell more expensive than the supermarket and cannot exert great pressure on the price. Price and variety are important incentives for the final customer who prefers to purchase milk from the major retailers. In recent years due to dietary habits and scandals (e.g. milk powder or imported milk, dairy cartel), the economic crisis and collapse of income changes were observed in the final customers (e.g. decreased volumes of fresh milk with a simultaneous increase in the high pasteurization increased preference to low-fat dairy etc.).the dairy industries were forced to move into price reduction and periodic offers thus proving that the customer can exercise if there is great pressure on pricing in the industry. Conclusion: HIGH RISK from the negotiating power of customers / buyers. Third competitive force: Negotiating Power of Suppliers The main raw material of industrial units is the milk, which procured from farms, as most of them do not have vertically integrated production. The major industries routinely enter into trade agreements with many producers while under these agreements provide for the control and quality assurance of milk, but also for its transportation. It is noted that there are imports of milk mainly from Europe, at highly competitive prices. 4 Bateman, Edwards and Levay,

20 The margins for negotiation of the purchase price of milk in terms of breeders are very small because of the fragmentation of livestock to a large number of farms and the lack of organization of the livestock industry 5. In Greek reality and especially after the economic crisis, farmers have suffered account delays-and not only- leading them to an impasse. Conclusion: LOW RISK from the negotiating power of suppliers Fourth competitive force: Entry of new competing entities When a new business is entering in the dairy industry is not considered particularly difficult. Obstacles will come from competition because in the sector there are many businesses that operate which are large and small, have strong brand name, while many products have high visibility and are preferred by consumers. To successfully launch a new production company it is required a careful selection of suppliers of raw materials which is milk, investment in appropriate facilities and similar mechanical equipment and the hygiene rules which are laid down by the institutional framework. A newcomer introductory business must compete mainly with domestic products and the established imported brands. Additionally it is required high costs for the promotion and the distribution network. Lower, perhaps, obstacles are facing businesses who import dairy products mainly for business use. There are no trends to create respective network within that area. Conclusion: LOW RISK from the entry of new competing entities. Fifth competitive strength: Danger from substitute products Substituents in the sector are considered replacements or other types of milk (light, soy, milk protein supplement), but they have as a base vegetable fats. Also, in the broadest sense, as substitutes can be considered other supplementary food products, such as dairy products or other snacks etc. In practice, the degree of substitution between the products is very small since the milk has not substituents, except when the milk produced by milk powder. The exception is butter milk which is a substitute oil and herbal butter For the Greek consumers, dairy products are not threatened by other substitutes, as they are constant in the daily diet. Milk, yogurt and cheese are staple foods. The Greek society attaches great importance to product quality as it is associated long-term and traditionally with the industry. But some of the products can be substituted easier than others in the same industry, thus shifting demand from one species to another dairy. So the threat of substitute products is low and therefore does not affect the intensity of competition. Conclusion: LOW RISK of substitute products. 5 Tessa, SteptoeandWardle,

21 Table 5: Table of competitive pressures Pressures Risk Significance Attractiveness (Risk x Significance) Eexistingccompetitionof the bodies involved HIGH =3 95% 2,85 Negotiating Power of Buyers HIGH =2,3 90% 2,07 negotiating Power of Suppliers LOW =2,5 90% 2,25 Entry of new competing LOW =3 85% operators 2,55 Danger from substitute LOW =3 65% products 1,95 Average=2,54 Average= 81% Average=2,33 From the above table we see two factors in the industry of high significance that exert high pressure and three factors that exert low pressure. With a degree that shows a total attractiveness in industry, we have price 3 (low risk 3 100% significance), the dairy sector in the region in question receives High pressure: Μ.Ο. -2, 65 Low pressure: Μ.Ο. +2, 83 So it is observed: Attractiveness: +0, 18 That makes it for attracting businesses and for network creation Attractive if there are assured specific conditions. 21

22 Meat Products The competitiveness of the industry is illustrated in the following figure: DANGER OF NEW ENTRANTS TO BUSINESS & CLUSTERING: LOW RISK OF ENTRY BARGAINING POWER OF SUPPLIERS: HIGH SUPPLIER POWER COMPETITION BETWEEN EXISTING BUSINESSES & CLUSTERS: HIGH INTENSITY OF COMPETITION BARGAINING POWER OF CUSTOMERS: HIGH BUYERS POWER DANGER FROM SUBSTITUTES: NONEXISTENT / LOW PRESSURE FROM SUBSTITUTES Image 5: Competitive pressures on the meat industry The industry of meat products receives high pressures and makes it moderately attractive. Below is the analysis of the competitive pressures which receives. Analysis of the competitive pressures: First competitive force: Competition existing businesses The majority of companies in the industry of meat products, sausages and deli meats contains a large number of small or medium size businesses and is characterized by intense competition since all trying to gain more market share. The intensity of competition reinforces the low rate of industry development. For this reason, large companies invest a lot of funds in quality schemes, promotion, research and innovation and modernization leading products to appear differentiated than those in the crowd of other businesses and so they gain great market shares. In the market of fresh meat and poultry all businesses are trying to gain by projecting the quality profile and follow the trends of food which require the organic products. Overall the competition from existing companies is particularly intense due to the equivalent size, the low growth rate of the industry and the high cost of leaving it and not product differentiation, since even those considered diversified are almost identical to great enterprises that hold the largest market share There are no agro-food networks in the area concerned. Conclusion: HIGH RISK among large units but also many SMEs 22

23 Second competitive force: Negotiating Power of Customers / Customers The major customers of the industry meat products, deli meat and meat products are supermarkets, mini-markets, butchers, companies catering, grocery stores and quick service restaurants. The retail outlets cover 50% of the demand for such products, while the remaining 50% is covered through the channels Hotel-Restaurant- Catering 6. But the main distribution network remains supermarket chains, which tend to be concentrated market, with the prevalence in recent years of the larger chains and the withdrawal of great foreign companies. A characteristic feature is the incorporation of 750 supermarket stores in five major networks chains. So it is obvious for the supermarkets to have strong negotiating power and to impose conditions on suppliers for cooperation with them. While this is true in the case of similar products, the diversification of products mitigates the negotiating power of the chains as there are loyal customers that show a clear preference to those products (e.g. organic, low fat, etc.). But we must not consider the private label products which are produced exclusively for their own benefit, giving another advantage in negotiating power. In the sector the final client does not appears to have great flexibility and strength. Yet however his clear preference of some products can give advantage to suppliers, but this is true only for targeted and informed customers that their share is relatively small. Conclusion: HIGH RISK from the negotiating power of customers / buyers. Third competitive force: Negotiating Power of Suppliers The deli meat industry is characterized as "raw material intensive" as they participate by over 75% in the final product. Large industries of deli meat cooperate with European companies, which operate in groups, so they negotiate the price of their products. The factor that determines the price of the meat as a final product (butchers, supermarkets, etc.) and the price of deli meat is the quality of the raw material. Characteristically we mention that livestock farms that raise animal breed with specific characteristics, biological units, standard units that apply Good husbandry practices etc. have definitely more negotiating ability. In the concerned area the number of livestock decreases continuously, resulting in large companies and supermarkets to turn to imports. The remaining farmers gain a negotiating advantage, as the Greek society prefers the Greek meat. Conclusion: HIGH RISK from the negotiating power of suppliers. Fourth competitive force: Sign new competing entities Characteristics of the industry are the investments in the modernization of the production process, the research and development in order to produce innovative differentiated products, high expertise and a patent. It is, therefore, obvious that there are required large amounts of capital to operate in the industry, as the industry is constantly alert and characterized by its dynamics. In the sector there are operating large enterprises with high recognition and established distribution network, which complicates even more newcomers. Moreover, an inhibitory factor is the size of the bureaucratic process for the licenses because of legislation in Greece. For the authorization is required approval from the health controller,the veterinary medicine, the fire department, the Ministry of Industry and the water authority for the wastes and space studies. Additionally, is 6 ICAP

24 required the implementation of management systems of food safety (HACCP) and in many cases, certifications (ISO). Conclusion: LOW RISK from the entry of new competing operators. Fifth competitive strength: Threat of Substitute Products In the sector of the meat which is sold in its natural form, there are no substitutes. An analysis in depth in other European countries could consider as a substitute the soy products since the vegetarians constitute a large share of the general public, but this is something that does not exist in Greek society In the deli meat industry, which is not considered a staple food but a food supplement, as a substitute could be seen any other product that serves the same need e.g. cheese, snacks, etc., i.e. food that does not use meat as a raw material. Also the offer in the market of differentiated (αλλαμςικώμ) (e.g. olive oil, meat turkey, low-fat, low in salt, organic, etc.), it eliminates the high risk received by the industry due to modern food trends Conclusion: LOW RISK of substitute products. Table 6: Table of competitive pressures of the meat products industry Pressures Danger Significance Attractiveness 7 Competition of existing stakeholders Negotiating Power of Customers / clients Negotiating Power of Suppliers Entrance of new competitive operators Threat form Substitute Products (Danger Φ Significance) HIGH =3 99% 2,97 HIGH =2,5 90% 2,25 HIGH =2,5 85% 2,13 LOW =3 85% LOW =3 70% 2,55 2,1 AVERAGE=2,8 AVERAGE=85,8% AVERAGE=2,4 From the above table we find three factors in the industry of high significance to carry high pressure and two factors of moderate to high significance carrying low pressure. With a price 3 for a degree for the quite attractive industry (low risk 3 100% significance), the industry receives: High pressures: Average -2,45 Low pressures: Average +2, 33 So it is observed: Attractiveness: -0, 12 This makes him for the business attraction and for the network creation: Negatively appealing which can be overturned if conditions ensure high quality and diversified products, which requires significant capital. 7 Totallyattractiverateisprice 1 (low danger 1 Φ 100% significance) Totallythreateningrateis price 3 (high threaten 3 Φ 24

25 1.3 Swot Analysis Table 7: GAP ANALYSIS INTERNAL EXTERNAL P O S I T I V E Strengths 1. The growing dairy industry 2. High quality and product certification 3. Large concentration of poultry farms 4. Development of innovative products 5. Sale increase of basic foodstuffs Opportunities 1. The acceptance of organic products 2. The reputation of Greek yogurt 3. Synapse of exclusive collaborations 4. Modern rhythms of life 5. Penetration in foreign markets N E G A T I V E Weaknesses 1. The financial inability of the state to support entrepreneurship 2. Increase of concentration in the retail sector. 3. Imports of uncertified meat low quality Dangers 1. Danger from competitors abroad 2. Privatization of the Dodoni company 3. Threaten from import substitutes 4. The reduced livestock producers 25

26 STRENGTHS The dairy industry is one of the most important sectors of the region and the Greek economy in general. Products produced are characterized by high quality and is certified to the standard of Applied Food Safety (HACCP) Οι επιυειοήρειπ πξσ αρυξλξύμςαι με ςημ πςημξςοξτία είμαι ρε μεγάλξ βαθμό ρσγκεμςοχμέμεπ ρςημ πεοιξυή. There is continuous development of innovative products addressing specific population groups (women, children, etc.) In the recent years it has been seen more interest from the public to buy basic foodstuffs resulting in increased sales. OPPORTUNITIES The acceptance of organic products is an opportunity to expand into new product lines and increase sales The reputation of the Greek yogurt has spread in recent years around the world. Quote for exclusive collaborations for supply chain fast food which encourages the development of deli meat Modern life styles favoring the consumption of frozen ready meals. Market penetration in foreign markets.. WEAKNESSES DANGERS The Greek State because of the great crisis experienced is not able to help in new business plans An increase of concentration in the retail sector. Imports of uncertified low quality meat by markets mainly in the Balkans Greece is one of the two most expensive countries in Europe in milk, cheese and eggs 8. Due to the privatization of the company DODONI there is a problem by producers about where to sell their products. Many substitute products are imported from neighboring countries and occasionally result in reduction of sales for domestic products. The inability of animal maintenance and accuracy of feed results in a reduction of producers and thus reduction of the overall production. 8 Eurostat data for the consumer price index in 2012, Posted: 21 June

27 1.4 Vision THE VISION of Network agro-food: is the production of high quality certified products (milk, meat and animal origin) in the prefectures of Ioannina - Gjirokastra from local businesses. The vision of the Network is the healthy growth and viability of its members, which are derived from primary and secondary sector and they are supported by the tertiary sector. It is also the development of strong links between them and the network, and its promotion at European level through a strong brand. 28

28 1.5 Strategic network development To achieve a successful agro-food network with high returns should include farmers, poultry farmers, businesses and institutions which: meet in regular bases and take action, have developed a high level of mutual trust have a common vision, learn from each other, so they can maximize the benefits of the relationship and interaction. The orientation of the activities of the network will focus Strengthen the 'identity' of the product Increasing the negotiating power of producers Remaining on the added value and its distribution to the local community, strengthening the socio-economic fabric of the region and nurturing potential endogenous resource mobilization and sustainable development In the network will be bodies that will: be located in relatively close neighbourhood compete in similar markets cooperate to enhance their technical skills and market access support the common vision of development, not just individual will have no objection to sharing common inputs, such as working with specific skills cooperate with supporting organizations in order to gain mutual benefit promote knowledge cooperate so to respond at new market demands. To ensure that producers will also become the backbone of the concerned network, will focus on: Streamlining costs (not at the expense of quality) Training Good Animal Husbandry Practice - Integrated Management Modern technology Collective actions Product Differentiation High quality / nutritional products PDO and PGI Products Certified organic products Marketing actions Enhance of the Identification / recognition products Effective Production Chains, Manufacturing and Trading. 29

29 2. SHORT RUN STRATEGIC MARKETING PROMOTION 2.1 The need for identity Short-Term objective of the Network should be to create identity for milk products, meat and animals from the region. Thus the representation and promotion of agro-food products in the region of the network at national and European level will benefit from the advantage of recognition. The identity lends an added value to the network, since through this identity the quality of the products and the area are recognized, the price and sustainability are protected as well as branded agro-food products are rapidly growing and are not affected by the crisis. The network protects the members with some criteria: The stable high quality The narrow geographical position The innovation where is possible to exist The excellence in the production process, the service or the availability of products Extroversion. The Region of Epirus has included several of the products that we referred to in the Agricultural Products Cart, something that is consistent with the objectives of the Network. Specifically this will classify the products in the following categories: EXPORT ORIENTED PRODUCTS OF NATIONAL IMPORTANCE Feta ΠΟΠ DAIRY PRODUCTS GaloturiP.D.O MetsovoneP.D.O. Metsovela Kefaloturi Ourda Goat cheese Muzithra Anthoturo (cream cheese) Graviera PRODUCTS FOR ADEQUACY OF THE DOMESTIC PURCHASE Kefalograviera P.D.O Chickens and eggs from Epirus Lamb-Goat meat from Epirus Pig meat from Epirus Free range veal Cow s milk Yogurt PRODUCTS OF HIGH GASTRONOMY (DELICATESSEN) Cheese with herbs and spices Sausages of deer and wild boar 30

30 The Products of Geographical Indication (PGI) are a positive perspective for the network as they are completely absent from the region of Epirus. But it should be examined the possibility of their development in a mature stage of the network. Epirus is also characterized by high gastronomic tradition with recipes for dishes and desserts, which could be promoted through a network of different entities who are involved in the process: Batter cream Kimadopita of Ioannina Trahana Chicken pie Baked meatballs with onions Local lamb meta recipe Frigadelia Local recipe of liver Methodology of branding creation: The brand operates in two levels: how others perceive the network and how the network presents himself and, by extension, his products. The methodology of "building" the brand of the network depends on its maturing A. In the initial stage then, the brand of the Network will be built based on the way you present the Network and will establish its reputation and B. the maturation phase, in the way it will support its reputation and its recognition and it will be established it the perceptions. Determination of the network s identity What will be the network, which products will promote mainly (where is "possible"), what will be the quality characteristics Step 2: Commitment of members The members together with the identity of the network have to commit to faithfully support the goals and maintain the quality characteristics of products Step 3: Create a logo and a potential slogan The logo is created through the program "BrandINode". Step 4: Support of the Brand where feasible The brand will accompany the network in all presentations (site, publications, events, commercials, promotions etc.) Step 5: promotion of the Brand where is feasible The network is required to be communicated to all stakeholders who can promote it and help in any way e.g. Region of Epirus, Organic Products, European Chambers, Export Promotion Agency (NEA), etc. 31

31 2.2 Advantage of the Network The necessity of rallying and creating a network of aromatic and medicinal plants is considered a key element in the sustainability sector. Advantages of Network: Network members decide together and jointly decide the implementation of the business plans and the initiatives. A network of relations and quality links is created in order to better exploit the possibilities and opportunities. Through its network it enables implementation of innovations at a regional level, either to reach shared goals (competitiveness, economic viability) or to strengthen - reinforce intangible resources (e.g. image - image) in the region. Goals of the network in the region are: The joint organization of promotion - projection Achieving the desirable and critical complementary The exchange and transfer of experiences and successful practices The effective promotion of common interests The improvement of capabilities of human resources The prompt and accurate information. 2.3 Network entities The entities of the sector ςχμ branch - target that can participate in the Network are: Stock breeders-poultry farmers Manufacturing companies that use in any manner as a raw material milk or meat: Dairies Cheese dairies Deli meat industries Processing poultry E.t.c. Companies producing products of animal origin: Eggs Trade businesses (wholesale or retail) which in any way trade milk, eggs or meat products emphasizing biological Restaurants with defined specifications Hotels with restaurants of certain specifications Public & local bodies showcasing and promoting the sectors concerned Accessible farms. 32

32 Main stakeholders: Large manufacturing firms and cooperatives sectors concerned Key stakeholders: livestock, poultry farming Other stakeholders: Restaurants & Hotels specific standards Traders (Wholesale / Retail mostly organic), Public Services support the purpose of the Network Image 6: Cluster structure in Ioannina & Gjirokastra Core of the cluster may be the major companies producing milk and meat products (beef, pork, poultry) who are active in the region and show "maturity" in hygiene procedures, security and certification. Necessary conditions are: Installation in the the prefectures of Ioannina and Gjirokastra The occupation or involvement in any way with the 'milk' and 'meat' 2.4 Mechanism of organization - coordination It would be fair to exist a communication among the members with the network and the publication of the project development e.g. what are the strengths and weaknesses of the industry and the industry's market, what is the strategy cluster e.t.c. Step 1. What can our project do for the industry in border area? Vision / Mission Goals Step 2. Where are we now? Analysis of strengths, weaknesses, Opportunities & Risks Internalcontrol External control Step 3. In what objectives will help our project? Strategicorientation Strategic Objectives Image7: Strategic orientation The partnership network should evaluate the following information in details: - The current status of members - Strategy for joint action within the network - The priorities - The means to ensure the promotion of businesses and their products - Potentially the budget for achieving the objective - Clientele. 33

33 - Methodology for approaching clientele. Development network scenario STEP 1. Registry of businesses and possibly of the producers (primary production) and value-added products (PDO, PGI, innovative, exported, etc.) producing. The data should be recorded and evaluated so that the strategic development and promotion of the network can be based on facts and take into account the goals and desires of the members. The AIMS are for the network products to be "standardized implement" standardized, of consistent quality and to enable the 'sampling' in European and non-markets. This will be the final product which will be featuring in the following cluster, businesses and producers, and will be the IDENTITY of the network. STEP 2. Meeting of the network members and presentation of project development. Information from experts on market trends. STEP 3. Attracting farmers and poultry producers in the network. Through workshops and possibly own resources (in a next stage) would need to attract entrepreneurs and livestock breeders in production (high quality proven). STEP 4. Education programs searching. The experience is very important and is acquired by a preoccupation with the industry and its developments. Nevertheless education both by food technologists, chemists, etc., and through programs of local government or other entities in the region, will enable the necessary skills to those who are involved. OBJECT is for the members of the network to acquire the appropriate knowledge in order to be able to continuously evaluate the existing identity and be able to decide on the viability and growth in an ever-changing economic landscape of the country. STEP 5. Creation of a close relationship and trust between producers (farmers, poultry breeders, animal products), etc. with area businesses 34

34 2.5 Focus The guidelines that describe the focus of the development of the network are based on three main pillars: 1. Certified / Biological products 2. Increase volume of raw materials (farms) 3. Developing partnerships. Organic / Certified Product AXES DEVELOPMENT Increase the volume of Raw Materisl Increase cooperations AXIS 1 AXIS 2 AXIS 3 Create an identity for the agro-food area - Development Awareness C L U S T E R S T R A T E G Y D E V E L O P M E N T Image 8: Axes of strategy development These axes constitute the framework within which all decisions are taken both for the network and for products and members. These are the axes which will lead to the identity of the region. 35

35 2.6 Diversification The trends of our time(healthy diet, certification of products, brands, Food Hygiene & Safety etc.)led not only to the global development of several Food Network(Ontario Food Cluster, Upper Austrian Food Cluster (LCOÖ), East Gippsland Food Cluster Inc., Food Cluster of Lower Austria, Finland Food Development Cluster (OSKE),but also in a broader cooperative form of multi food clusters, such as European Food Alliance which is a cooperative of nine European agro-food networks. Agro food park Aarhus (Denmark), Flanders FOOD (Belgium), Food Processing Initiative FPI (North Rhine- Westphalia, Germany), Institute of Food Research IFR (United Kingdom), NiekE/DIL (Lower Saxony, Germany), PdC Nutrition, Health and Longevity NSL (France), Food Valley NL, Skåne Food Innovation Network SFIN (Sweden) and Wagralim (Belgium). Similarly, the European Union has promoted the creation of both a Food Network and a Cluster through its programs ( see Figure 9 ). For example, the Food Network Europe (FINE) is a Network of European Food Cluster which combine and join forces in order to make European food sector more competitive through innovation and collaboration. The goal of the Network FINE is not only to boost investment in the sector of research and technological development ( RTD ) but also to promote cooperation between food clusters. Image 9: Food Network Europe (FINE) The successful European networks either horizontally or vertically, target in specific quality standards, from which reputation and development are pumped. According to data market in the region target - the differentiating characteristics of our network are: We apply to business-operators in vertically integrated production of milk and meat(from the breeder unit to the production and distribution of raw material and finished product). We apply to all sizes and types of businesses and stakeholders. 36

36 We aim to highlight the products which comply with the Regional Policy for Agricultural Products and we will also give importance to all organic products which observe the certain standards of quality and safety (PDO, PGI, Shopping Products, Organic, Certified). The target should therefore be the VERTTICALLY INTERGRATED NETWORK which brings together all stakeholders involved in the above mentioned sectors and all those who will not only serve their aim but also promote the achievement of their objectives. The network needs not only to formalize the requirements of membership but also in the specific areas that it will act in order to enhance these features, and strengthen its reputation. As a result the network should be HORIZONTAL. The goal of the vertical integration of the network is to provide added value to products produced at all stages: from raw material to the final product. Although in cross-border area other agro-food networks, in the sense of the cluster, are not encountered, we can find rural cooperatives 9 that promote traditional products and poultry, area which is particularly developed in the prefecture of Ioannina. Also is considered important the actions of the Union of Agricultural Cooperatives of Ioannina for the promotion of agro-food products in the region 10. The vertically integrated rural cluster will serve to yield the identity of the region, because it may serve all the needs of production and distribution of dairy products and meat, and help members cooperate on common needs thereby reducing their production costs. Vertically Integrated Network Potential members 11 Livestock Poultry producers Manufactoring Companies Enterprises with products of animal origins Trading Enterprises Restaurants Hotel with Restaurants Public & local bodies Visitable Farms. HorizontalActions Branding Promotion(Marketing) Training Access in programs Image 10: Focus of the strategy After research which was implemented, the strategic actions in which the Network results, relate to: Τo empower the Branding of the region. This will be achieved through a series of actions which include an advanced study on the competitive 9 Pindos, Farm Women's Cooperative Continental Ioannina (G.I.S.) 10 A initiative which started in 2012,the Union of Agricultural Cooperatives of Ioannina in collaboration with the department of Animal Production,TEI Epirus and the support of Dodoni, a company which is responsible for promoting the certification of local agricultural products. In 2012,a dossier was submitted to the competent department of the Ministry of Rural Development and Food for characterization of the produced sheep milk Regional Unity of Ioannina ( Ioannina Prefecture former ) as a Protected Geographical Indication ( PGI ) in accordance with Regulation ( RP ) 510/2006. Alongside launched all the necessary (legal ) actions to identify the meat of indigenous Greek breeds of Epirus. 11 Extensive reference is made in Chapter

37 elements of the products and services of the industry in the region, the characteristics of customers and potential customers, the competition on price and quality, its impact on the market name and reputation, the confidence of the customers in local products and finally the identity of the industry and the impact it would have on the distortion of the market, etc. All these questions require studies, conclusions and policy making development of branding. Promotion(Marketing).The marketing network requires a Promotional Plan, which will include all the necessary actions such as advertising, packaging, market research, public relations, partnerships, e-shopping, etc. and the estimation of their cost. Training: Training on new technologies, industry trends, innovation, health and safety, quality etc will bring numerous benefits to the company, its employees, the industry, the market and the economy in general. The training will lead not only to employee satisfaction, increased productivity, and information, but also will help develop new skills and increase competitiveness Access in Programs: The coverage of vital needs based on investment programs of the Investment Law through the Ministry of Rural Development and Food, and other European programs will be a key aim of the Network for the benefit of its members. 2.7 Requirements for strategy implementation It should be made clear that the strategic decisions taken on the network affect not only the strategic development of the region and its own farmers and entrepreneurs in the industry but also other businesses that will participate in it. The creation of the appropriate level of balance, ensure the maximum return on investment in livestock activities and businesses. Factors that play an important role in implementing the strategy of network development and promotion are as follows: Α. Leadership Formulation of the Vision ξf the Network and its role in this Combination of both strategic development of the economy of the region and the development objectives of entrepreneurs with the development policy of the cluster Continuous care, in terms of leadership,on the development of the industry(milk / meat) Continuous monitoring of the implementation of the development policy of the cluster Motivation and support membership. Β. Strategy, Planning and Evaluation Strategic planning of local agro-food policy Involve members in planning Align strategic network with the rural development strategy of each country 38

38 Priorization Utilization of best practices and benchmarking Monitoring and evaluation of results. C. Human Resources Exploring the views of members and in particular those that are resistance to possible changes promoted Motivation and securing support Training, as and where feasible Knowledge management D. External Partnerships & Resources Develop partnerships with public sector Develop partnerships with private sector Management of IT infrastructure Ε. Procedures Implementation and management of the cluster procedures Design, implementation, monitoring and evaluation of cluster policies Re-engineering of the processes where appropriate Development of Customer Relationship Systems Members Participation / Portal F. Broader framework of operation Legal Framework Cooperation of members from both countries Development of national standards, national interconnection networks, common technology platform and resolve common issues Support cluster of central and regional bodies Public-private stakeholders coordination and synergies with existing parallel or complementary actions. 2.8 Unique elements of Network - competitive advantage In Greece and Albania there is no other vertical agro-food Network that relate to the industry of dairy, meat and animal origin products. Ambition of the Network is to connect all sectors of the economy in the region (Ioannina and Gjirokastra) involved with Dairy products, Meat and Animal Origin, setting up a viable and profitable network and stimulating farmers and poultry farmers in the region to develop and increase production, also motivate entrepreneurs to turn to strategic sustainable solutions for the development of the industry, aiming not only to give a performance identity in the region but also to direct interface with the specific types of food. 39

39 3. TRENDS 3.1. Τrends of the market The European dairy market The latest available statistics show that milk production in the EU was increased by 0.6 % in 2012,reaching to million tons. Growth is expected to continue, but at a slower pace in the next two years. The production estimates for 2012 and projections for 2013 reflect the impact of climatic conditions, which greatly had affected cereal production in 2012 and led to a sharp increase in the cost of feed. A slight recovery is expected in During the first two months of 2013, milk prices have remained stable for all goods at the end of Consumers and purchasing power: The development of the EU is expected to continue its growth at a rate of 0.3 % annually to reach 507 million inhabitants in Some of the biggest EU economies are expected to remain stable or rise slightly in 2013 and move to higher growth rates in This is the case of Germany (0.5 % and 2 %) and UK (0.9 % and 1.9 %), while the GDP of France will remain stable in 2013 and will increase next year (1, 2%). For 8 State Members, recession is expected in 2013 (with Italy and Spain approximately to -1 %), while Greece, after six years of steady decline is expected to recover at a weak rate of 0.6 %. Unemployment in the EU, fueled by the economic crisis, will increase to 11% of the workforce the next two years, with Greece and Spain reaching the record high of 27% in 2013 and then slowly decline the next year (25.7 % and 26.6 % respectively). Both Stagnant economic growth and high unemployment reduce disposable income, coupled with higher feed and meat prices, it will continue to affect the meat market of the EU throughout the period of The total meat production is expected to decline by 0.7 % in 2013, mainly due to the decrease in pig meat production and the reduction in beef and sheep meat contribute to this decline. As in the previous year, only poultry will continue to have an increase in production. The total consumption in the EU will remain broadly stable until the close of 2013, with the per capital consumption to range around 81,9 kg. Nevertheless, the downward trend in production is likely to be reversed in 2014, with estimated growth +0.4 %, based on the expected recovery in economic growth. This will allow not only the recovery of beef and pork production, but also will highlight, for the first time in recent years, a slight decrease (-0.7 %) to poultry meat. Trade flows within and outside the EU are expected to show positive developments (increased imports by 2.3 % and exports by 2.6 %). The total consumption, with these 12 Short Term Outlook for arable crops, meat and dairy markets, Winter 2013, European Commission 40

40 rates (which are enhanced by higher availability of different types of meat) is expected to increase the per capita consumption by 0.3 %, and place it to 82 kg. Following a strong fall of 4 % of beef production in the EU in 2012, it is predicted that 2013 will close at a slower pace (-0.5 %), given the reduction of livestock cattle. Specifically, the December 2012 census data show slight decreases in cattle in France (- 5 %) and Germany (-0.2 %), while in Poland the herd was increased by 0.4 %. Thus, the downward trend in production could be reversed in 2014, when beef is likely to rebound by 1.5%. Regarding trade, the export capacity could be mitigated by continued high prices, which are expected to worsen in 2014 by an unfavorable exchange rate. Unlike beef imports to the EU could recover. In January 2013, beef prices reached a record level of 397/100 kg (+17% compared to the average 5 years). In general, the historically high prices are expected to continue to the following years. Greek exports The Countries with the largest imports of dairy products globally are China, Mexico, Japan, Algeria and Russia. Russia: In July 2013 Russia put temporary restrictions on import of dairy and meat products produced in Greece, after inspections conducted by competent bodies of health surveillance in Greek companies. This came from the non-recognition of the quality standards set by the European Union and the requirement to follow the Russian standards for food safety. China: Imports of dairy products in China increased by 25%, in the end of 2012, and according to data from the European Commission an increase is expected in Indeed, the increase in imports is despite the increase in domestic production. Imports referred mainly to powdered milk, since the vast distances make it impossible to transport fresh milk. In 2011 China was the first country in the world importing fresh milk. USA: The Greek yogurt is the No. 1 coming product in the U.S., with Greek companies to claim high market shares in a market where multinational companies override. Moreover, the exports of Greece in Greek feta, comes not only from the turn of the general public in the Mediterranean diet, but also because of the lower fat compared to other cheeses and especially yellows. Export growth arrived to 87.1% in 2012,in comparison to the previous year. Δuropean Market: The European market shows strong interest in Greek yogurt, as the growth in exports of Greek yogurt, with 0 % and 2 % fat, was increased in the first quarter of 2012 at 30%, in comparison to the previous year. Countries such as Germany, Great Britain, Italy, Sweden, Ukraine and the Balkan countries seems to be among the most popular to the product mentioned before. In Germany imports of yogurt are growing faster than consumption, thus covering an increasing market share. In the German market, 80% of consumers have a clear preference in yogurt with fruit. Greece occupies 18% of German imports. In Sweden, Greek yogurt ranks second in importafter milk. 41

41 3.2 Policies According to the EU policy on the quality of agro-food, an attempt was made in order to establish exclusively, with the EU guarantee, a reliable bridge between consumer and producer, in order to transmit messages, regarding the precision of the qualitative characteristics of products. That, do not concern food safety issues. As far as the quality characteristics of products are concerned, they can connect the product to an area (as we know PDO and PGI) or to a mode of production (e.g. traditional products) or to a production process (e.g. organic farming) or even to marketing standards, which may relate to color, size etc. The construction of this communication bridge is built by creating conditions designed simultaneously to: 1. The consumer should be informed for the specific qualities of an agricultural product or foodstuff. 2.The producer may promote the quality of the product as differentiated from other products, although seemingly alike, but essentially lacking in quality standards. Which are these conditions; There is a way to guarantee both producer and consumer of the particular quality characteristics associated with the product. This is achieved by: 1.Entering quality products at special registers, at EU level, depending on the characteristics that differentiate themselves 2.By certificating special characteristics relied to diversification of agro-food products 3.By labeling the product, depending on the quality classification. So the consumer is better informed, having a better control over the choices he makes, being able to make comparisons not only to price, but also to relationship between price and quality of different products. On the other hand, the producer ensures his production from counterfeit efforts, by third parties, associated with modulation. So, added value and product differentiation is ensured. What are the particular systems of the EU that guarantee the quality of agro-food products? 1. There are three registration schemes for agricultural products and foodstuffs, operating since 1992, to ensure their qualitative differentiation associated with a region or production mode. Specifically: i. product of Protected Designation of Origin (PDO), which are produced processed and prepared in a specific area using recognized technology. ii. products Protected Geographical Indication (PGI), which are closely linked to a particular region and have at least one of the stages of production in the region iii. of Traditional Specialties Guaranteed (TSG) associated with delivery of at least 25 years (now proposed to be 50) or the use of any ingredient or method of manufacture. 42

42 In order to promote such products and campaigns, co-financed can be achieved by Community funds through the rural development programs of the Common Agricultural Policy. 2. The implementation of organic farming method, which ensures safe and natural foods, with a production process that respects the environment and the natural life cycle of plants and animals (dating from 1991). 3. The EU marketing standards are mandatory for producers of most agricultural products (milk, eggs, olive oil, vegetables, poultry, wine, etc.) and provide a guideline for different consumer preferences. Defined inconsistently across the EU, substituting national standards, and thus facilitate price comparison between similar products and trade. They are applied both by defining every species and product category and define specific requirements for this indication. They are regulated, by the "single - most - common market organization "and constitute the earliest attempt to set up a quality policy in the EU, dating from the (1960). 4. Similar logic with EU marketing standards are optional quality terms, which on the one hand are not mandatory for the producer, but on the other hand they offer him an opportunity to diversify its product, only if it is adhered to relevant EU standards-regarding the consumer-giving the product added value (e.g. oil "from the first cold pressing" chickens "free range", etc.). 5. Finally, private and national certification schemes ensure that a particular product has actually the characteristics which it projects and has been produced by the method which rely on specifications. Results of policy As expected, revenues of sales of products with protected designation of origin (PDO) and protected geographical indication (PGI) is higher than those generated by the products without protected designation The PDO label, which has much more demanding requirements for securing the respective quality characteristics, yield higher price than a corresponding PGI product, and is also increasingly valued at higher rates. In 2007, total sales of 820 agricultural products and foodstuffs which were registered as PDO and PGI in the EU amounted to 14.2 billion euro at wholesale prices, showing an increase from 2005 in revenue for the producer, although there had been significant change in the listed products Almost 1/3 of the European production of PDO and PGI is exported. Data from the European Union show that that the last 2 years these exports were increased in just 9 % in volume and 17% in value. So we observe an increase in exports for more expensive products. From the products registered as PDO and PGI cheeses have the largest share of sales value (37 %). And let it be noted that almost 1 out of 10 cheeses (8% to be precise),included slice, produced in the EU are protected. The Greece ranks sixth among EU countries in terms of value of production of PDO and PGI, following Italy, Germany, France, GB and Spain. The value of Greek PDO and PGI stands at 606 million, occupying 4% of total European production. It should be noted that the number of names that have been registered by a country does not necessarily mean high value and revenue from sales, because the unit value of the product also matters. Thus, Portugal with almost 100 products registered has almost zero revenue because they are mainly vegetables, i.e. products with low unit value. While Britain, with less than 30 protected products,but mostly meat and fish, has more than 1 billion euro revenue from sales. 43

43 How can this policy be exploited in Greece; Greece is in a very critical point on the general economy, agricultural economy, and rural economy too. Apart from the general budgetary constraints and the recession, Greece encounter light major challenges even for the whole EU. The Common Agricultural Policy will be reformed. Although no data exist both for available resources and allocation, which will be made between Member States, it is known that the market mechanisms will be limited to the operation of a safety net. Food security, climate change, environment, quality of natural resources, the viability of rural areas are issues that reflect the interests and concerns of European citizens, whom the Common Agricultural Policy is also required to satisfy. In this new context, the quality policy is particularly vital. One reason is that food security at EU level, has less terms considering food sufficiency but more terms about safety and quality of food. For those interested in the consumer and that is enough for someone to see the coverage in nonspecialized media issues nutritional value, quality and safety in relation to the coverage of topics producer prices. Another reason is that increasing orientation of the CAP in the market, automatically implies a greater need for better communication between consumer preferences and product. So the more it is achieved the most it will facilitate identification valued at product price, its features and services according to the customer needs. And if the consumer seeks quality and better environment, protected quality products or production methods that protect the nature mitigate the effect of climate change and preserve traditional values in rural areas will have greater demand and higher prices. And this is important because globally competitive forces compress margins for agricultural products. So, especially if competitiveness based on cost of production is not easy, you have to promote competitiveness by product differentiation. One of the major problems that exhibit to registration systems is that they failed to attract very small producers, despite the fact that small - scale producers often are associated with agroindustry, using traditional methods and local marketing. They have failed because they have not only high implementation costs and extensive paperwork for the applica tion, but also require costly controls and adherence to specifications, conditions, which are prohibitive for an individual or ev en a small producer. But this conditions could be alleviated by utilizing the power of teamwork. A second point is that we need to exhaust nationwide possibilities of the internal market, taking advantage of the synergies between tourism and the production of quality products Perhaps here, with the effort of the Ministry of Culture to put into a new base tourism policy in order to both overcome faster bureaucratic entanglements and guarantee the promotion of quality products (e.g. galotyri) combining to service quality (e.g. example, tourism). 44

44 4. STRATEGY DEVELOPEMENT 4.1 Development phases Cluster s development will be achieved in three main phases. The first is called Include Cluster CBC. In this stage all necessary start up actions will be executed. This phase is very crucial in terms of mortality rate, which actual means the possibility to survive the very first baby steps that all organizations go through. The major issues that must be taken into consideration are the following: o o o o o Clear vision and aims Trust and common goals of the initial participants Finance of the first actions Leadership that will guide the rest Concrete results that will help others join in As we re in this phase all initial partners are working hard to make sure that a clear vision will be communicated, trust must start built up, CBC program will finance some actions to move on to the next phase that is the Startup phase. This second phase is still extremely crucial mainly because the initial steps will be taken and new specific goals must be set, along with finance solutions. Main issues that must be taken into consideration are the following: 1. More specific aims and goals 2. Trust and common goals of the second phase participants 3. Finance the new actions 4. Leadership must be ensured 5. Concrete results in terms of crops, plants, products, markets. Going to the third phase that will call development phase we suppose that the cluster has got ahead of all problems and baby diseases and now must grow. Main issues that must be taken into consideration are the following: 1. Specific quantitative and qualitative aims and goals 2. Trust and common goals based on results 3. Finance comes 75% from core business 4. Leadership rules through plans 5. Concrete results in terms of sales, profits, new jobs, new products, new markets, more partners. This study tries to combine Strategic, Tactical as well as operational level planning in order to give cluster s initial members a tool to easily use and accomplish their goals in long term. Below there is a small analysis on the different planning levels Strategic Level Planning This level involves the design capacity over the long term (5-10 years) and data provided term trends in demand. Because plan is based on forecasts of future events that often have a strong element of uncertainty, decisions related to key business risks. At this level, the decisions involve committing significant system resources invested in networks assets. 45

45 Tactical level Planning This level affects medium and limited adaptation capacity (1-2 years), resulting from seasonal variations in demand or emergencies, increased production due to accidental, i.e. non-systematic, increasing demand. The decisions taken at this level does not imply commitment of significant system resources. The problem of adaptation capacity solved using stocks (stockpiling during the low demand and supply during the period of high demand), using variable labor (seasonal employment staff), overtime, and second and third shift work in holidays or the use of external contractors (under contract). Usually, these solutions lead to increased operating costs. The decisions concerning the adjustment of the capacity at the tactical level are based on forecasts characterized much less than the element of uncertainty. For this reason, the business risk is lower in relation to the decisions taken at the strategic level. Operational Level Planning This level relates to minor adjustments in capacity by making better use of the resources already available in the system. Occurs when short-term random variations in demand or when random factors (e.g. traffic jam appearance) create the need to respond to the needs of the system demand. Such phenomena occur in the short term (during a working day or a week). 4.2 Network's activities The activities of network BrandINode aresummarizedin the following: It organizes conferences, workshops, and seminars aimed at informing members, o business stakeholders and other sectors involved. Participates in major industry exhibitions, where it promotes its members and in case organizes the group participation of its members. Organize business meetings in Greece and abroad for its members in order to promote their products and services. Organizes events business meetings to analyze and discuss issues of concern to members. Organizes business meetings in order to analyze and discuss issues of concern that affect members. It makes suggestions and assistances to the relevant bodies in order to resolve issues of the industry and its members. Participate in national and European projects funding. Promotes information materials in order to promote the products of its members. Develops studies and market research related to issues linked to the scope of their activities. Educates staff members or participates in educational programs such as Lifelong Learning at home and abroad Determination of promotion and communication Promotion campaign will take place simultaneously at three levels: 46

46 At the levelof disclosure of localtraditional andquality productsproducedby membersof the network, in order to increasebrand awareness, throughinforming both potentialcustomers andtarget market. In terms of increasing brand awareness, reputation and prestige of the fledgling network. Actions deemed appropriate for successful entry and growth of the network in the market (commercialization) are: Create Company Profile: - Create logos, business cards, Letterheads - Envelopes, Folders - Advertising - Informativeleaflets - Create a website, Search Engine Submission Public image - Advertisements in specialized press Publicity - Participation in exhibitions and literature (as scientific collaborators) in the press. Assumptions: The first year all expenses will be covered through the program BrandINode. 1. Business meetings through business missions of the Chamber. 2. The social network s websites are free. 3. Submissions in scientific magazines. 4. The first year the design and printing of information materials will be implemented by the program BrandINode. From the second year it will be reprinted as a need arise. 5. Advertisements run free as a sponsor from the 2nd year Partnerships - Public Relations Vital point in the strategic development of the Network is to promote BrandINode. At this point it is necessary to develop public relations and partnerships with both networks and carriers, which can serve the aim of the Network: Α. Network of associations Α1. Greek Cluster Bio-agrofood «DESMOS» It was established under the auspices of CERTH and works with the Cluster of Aromatic and Medicinal Plants of French Technopolis «Sofia-Antipolis" (Nice, France headquarters). The aim of the "Bond" is the production of specialized food - special products for large consumer groups, such as those of kidney patients, diabetics, elderly, cancer patients, pregnant women, obese, athletes, etc. Α2. Organic product network Established at the initiative of the Federation of Industries of Northern Greece. It's about creating an entity of tools,information services and promotion of organic agriculture and livestock products to businesses and consumers ( 47

47 Β. Οrganizations Β1. National Institute for Agricultural Research (N.AG.RE.F.) - INSTITUTE OF MILK IOANNINON Β2. National Institute for Agricultural Research (N.AG.RE.F.) - Veterinary Research Institute of Thessaloniki Β3. CERTH - Institute of Agro biotechnology (INA) Β4. University of Ioannina, Department of Biological Applications and Technologies The Dairy Institute of Ioannina (I.G.I.) was defined as' National Institute for Milk and Milk Products ", and is responsible for researching every topic related to milk and milk products. Researchers at the Department of Food Technology and Toxicology have developed extensive research related to: Healthy Food of Animal Origin (Microbiology, Biochemistry and Toxicology of Food), Food Technology - Manufacturing (Production Process Standardization, control Feedstock and intermediate stages,product control and Toxicology. The principal activities of the INA is not only to support basic and applied research in both genomics and biotechnology, but also to implement research accomplishments and use new technologies to develop new products and services. The curriculum of this department is related to Molecular Biosciences, such as organismic and Functional Biology (Botany, Zoology, Plant and Animal Physiology, Microbiology, Ecology, Hydrobiology),and technologies and applications (Biotechnology Animal and Plant Products, Animal and Plant Pathology, Biotechnology Enzyme, Environmental Technologies, Bioinformatics). These branches are directly involved and interested in the subject of the cluster. 48

48 4.3Timetable Early stage: Actions,in early stage. for establishing cluster coincides with actions by program BrandINode. These are: Table 7:Actions in early stage WorkPackages / Actions WP/ Action WP/ ActionTitle Start End WP 1 Management&Coordination 01/06/ /05/2014 Action 1.1 PreparationActivities Action 1.2 PartnerMeetings 30/06/ /05/2014 Action 1.3 PartnerReporting&FinancialMonitoring 01/06/ /05/2014 Action 1.4 Project Reporting&FinancialMonitoring 01/06/ /05/2014 WP 2 Information&Publicity 01/07/ /05/2014 Action 2.1 PromotionalMaterial (Printed&electronic) 01/09/ /05/2014 Action 2.2 LocalPromotionalEvents 01/01/ /05/2014 Action 2.3 DevelopmentofWebsite 01/07/ /05/2014 WP 3 Logistics & Value Chain of Tradional Products using Digital Tools 01/07/ /03/2014 Action 3.1 ClusterDevelopmentStudy 01/07/ /12/2013 Action 3.2 ClusterFramework 01/07/ /07/2013 Action 3.3 Quality - Bio- Certification procedures, 01/09/ /12/2013 action plan & Logos, Certificates, Signs (areas - products) Action 3.4 Quality - Bio- Certification & Logos, Certificates, Signs (areas - products) 01/09/ /03/2014 Action 3.5 WP 4 Action 4.1 Action 4.2 Action 4.3 Data Base for certified enterprises & network Logistics & Value Chain of Traditional Products using Digital Tools Proposal - Study for Traditional Products' Logistics Study of the Value Chain (Detailed Documentation) Digital Tools selection for Value Chain Enhancement & Logistics 01/09/ /11/ /09/ /05/ /09/ /03/ /09/ /03/ /09/ /07/2013 Action 4.4 ParticipationinExhibitions 01/01/ /05/2014 WP 5 PilotActions 01/01/ /05/2014 Action 5.1 Development & Innovation Physical Node 01/01/ /11/2013 for Traditional Products & Gastronomy Action 5.2 Development & Innovation Digital Node 01/02/ /05/2014 for Traditional Products: Digital Platform (utilizing created website & database) for Web promotion & information in different levels Action 5.3 Digital Content to Support Cluster Members (BB Plans, NPD methods, Financial benchmarking, Financial ratio Tools) 01/03/ /05/

49 Start Up stage: At this stage, which is organized to start after May 2014, promotion and development of network will be implemented. Stage of development: At this stage, which will be implemented from 2015,BrandINode network will not only operate in full dimension, developing and promoting products (market research) and activities (conferences, participation in national and cross-border European programs), but also will gradually increase the number of members. Networks and memberswill cooperate in order to maintain profitability and brand awareness of the products of the region. ID Φάση Έπγου Phase of the project Έναπξη Start Λήξη End Διάπκεια Duration Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q Q3 Q Q1 Q2 Q3 Q4 1 2 ςάδιξ BrandINode BrandINode Phase ςάδιξ Start-Up Start Up Phase 1/6/2012 5/5/2014 2/5/ /12/ ,2w 86,8w Φάση Ανάπτσξης - Ωρίμανσης 3 1/1/ /12/ ,2w Mature Phase Image11:Schedule by stage 50

50 4.4 Financial forecast Determination of business Administration/Operation In order to achieve the above requirements we specify as follows: Table 8: Operation of cluster Objective What do we need; Relevance Description Management Recruitment 1-2 people Office / Equipment Management of files, subscriptions,withdrawal related to members Management of subsidized programs / projects Promotion of market research Support to conferences Promote actions of cluster Telecommunications Information of members - nominees Δxternal Partner (Counselor) Finding programs for cluster participations Technical Bulletins Market research It should be clear at this point, that part of the network s organization and extroversion, would represent a decisive action: It is called Internal Sales, i.e. to convince entrepreneurs to coordinate and organize business for COMMON BENEFIT. How will it be achieved; THE INITIATIVE OF CHAMBER of IOANINNA, IN COMBINATION WITH MUNICIPALITY OF POGONI AND CHAMBER OF GJIROKASTRA, ARE REPRESENTING A PRESENTATION OF BOTH PLAN, ADVANTAGES AND NETWORK STRATEGY, RESULTING IN MOTIVATION OF ENTREPRENEURS FOR THEIR PARTICIPATION AND COOPERATION INSIDE NETWORK, IN ORDER TO ACHIEVE THEIR OBJECTIVES. THE COOPERATION OF CORPORATE SECTOR BASED IN IOANNINA IS CONSIDERED VITAL FOR THE SUCCESS OF THE PLAN. 51

51 4.4.2 Determination of Initial Cost Investment The initial budget of investment cost is composed of: Table 9: Budget for initial investment BUDGET ANALYSIS OF INITIAL INVESTMENT BUILDING - BUILDING FACILITIES 5.000,00 EQUIPMENT - DEVICE 8.460,00 FURNITURE AND OTHER EQUIPMENT 5.280,00 FORMATION EXPENSES 1.500,00 TOTAL INITIAL INVESTMENT COST ,00 Initial investment cost is analyzed as follows: Table 10: Expenditure analysis for initial investment FURNITURE AND OTHER EQUIPMENT UNIT ΤΝΟΛΟ OFFICE OFFICE SEATS MEETING TABLE MEETING SEATS VISITOR SEATS LIBRARIES DRAWERS STORAGE FURNITURE CUPBOARD AIRCONDITION KITCHEN EQUIPMENT COFFE MACHINE TOTAL FURNITURE AND OTHER EQUIPMENT OFFICE EQUIPMENT PC SCREEN SERVER PRINTER COLOUR PRINTER SCANNER CALL CENTER CALL DEVICES

52 FAX PROJECTOR OTHER REGIONAL ORGANIZATION OFFICE TOTAL OFFICE EQUIPMENT Financing will be stemmed exclusively from its own funds (100%) or either from partnership or from a member of the network Sales The revenue of the cluster can be derived from specific actions, which we have incorporated in the present scenario of sustainability, giving to the network the ability to: Be dynamic & proactive To exploit all the opportunities in the market To cover the needs of its members Operate efficiently like the successful European cluster of agro-food. The revenue of the cluster will come from the following actions : Member registration Member subscription Participation in national, European and cross-border programs. Development of local Market Research Organized professional symposia. A ssum pt ions: Members should be increased to 60 the first year of operation with a view to gradually grow to 100 members during the decade. The registration will be charged 50 euro. Direct access to cross-border partnerships programs and participation in national and European programs from the second year of operation with an average of 20,000 revenue per year. Develop the research of local market according to memberneeds and dispose them to interestedcustomers in an average price of 350. It is vital to promote and sell from the 3rd year an amount of five researches reaching gradually 15 surveys at least at the end of the decade. Organize conferences on specialized subject having as speakers important representatives and industry experts. The aim is not only to inform and educate members, but also to provide information and important factors to decisionmakers about the problems of industry, etc. We have to mention that many 53

53 delegates should be attracted from the region and beyond. Most of the costs will be covered by sponsorships offeringto organizer (Cluster BrandINode) revenue at least per conference. Conference will be annual and will start from the third year Expenditure (α) Fixed expenditures are related to office costs and mainly come from the following categories: DEI (Public Power Corporation), ΟΣΔ (Greek Telecommunications), mobile phones, internet, water supply, courier, ΔLΣΑ (Post Office) Heating Office supplies Kitchen expendable Cleanliness Money for rent/share maintenance expenses Other/ extraordinary. A ssum pt ions: DEI (Public Power Corporation) ΟΣΔ( Greek telecommunication network)/ινσδrνδσ Mobile phone, COURIER / ΔLΣΑ (post office) WATER 20 /per month HEATING OFFICE SUPPLIES KITCHEN EXPENDABLE- CLEANLINESS MONEY FOR RENT SHARE MAINTENANCE EXPENSES OTHER/EXTRAORDINARY 100 / per month = euro/ per year 100 / per month = euro / per year 80 / per month = 960 euro / per year 20 Φ 12 = 240 / per year 100 Φ 6 = 600 / per year 100 / permonth 80 / per month 350 / permonth 80 / per month 250 / permonth (β) Marginal expenditures of the cluster are related to: Formation expenses (lawyer, notary, accountant, publications ) Expenditures for outsourced product development of the cluster (market research) and service provider (participation in programs) Payroll. 54

54 A ssum pt ion s: EXTERNAL CUSTOMERS PAYROLL From the second year, when participation in programs and market research are necessary 1 EME (Annual Work Unit) the first 2 years, 850 /per month Φ 14 months 0,5EME (annual work unit) extra the 3 rd year850 /per month Φ 14 months From the 4 th year 2 ΔΜΔ (Annual Work Unit) are predicted, the 1 st with 850 /per month and the 2ndwith /per month Φ 14 months (γ) Other expenses including: Operating expenses Expenditures for accountant and lawyer Website and PC maintenance. A ssum pt ions: OPERATING EXPENSES ACCOUNTANT LAWYER MAINTENANCE 100 / per month= euro/ per year 100 / per month = euro / per year 500 euro / per year 250euro / per year Depreciation A ssum pt ions: Depreciation ratio in Buildings and Facilities 5 % Depreciation ratio in machinery and other related equipment 11% Depreciation ratio factor in Furniture and fixtures 15% 55

55 5. BUDGETING 56

56 5.1. TURNOVER - SALES in Value Table 11: Sales analysis PRODUCTS or SERVICES of THE INVESTMENT PROJECT UNIT 1 st year 2 nd year 3 rd year 4 th year 5 th year 6 th year 7 th year 8 th year 9 th year 10 th year SALES SUBSCRIPTIONS NUMBER PARTICIPATION IN PROGRAMS FLAT RATE MARKET RESEARCH PIECES CONGRESS ORGANIZATION NUMBER REGISTRATION NUMBER TOTAL SALES Table 12: Turnover TURNOVER OF PRODUCTS OR SERVICES PRICE PER UNIT ( ) 1 st year 2 nd year 3 rd year 4 th year 5 th year 6 th year 7 th year 8 th year 9 th year 10 th year TURNOVER SUBSCRIPTIONS 150, PROGRAMS , LOCAL MARKET RESEARCH 350, ORGANIZING CONFERENCES 4.000, REGISTRATIONS 50, TOTAL TURNOVER

57 5.2. Expenditures Table 13: Fixed expenditures ESTIMATED FIXED EXPENDITURE 1 st year 2 nd year 3 rd year 4 th year 5 th year 6 th year 7 th year 8 th year 9 th year 10 th year DEI ΟΣΔ, MOBILE PHONE/INTERNET, WATER, COURIER, ΔLΣΑ HEATING OFFICE EQUIPMENT KITCHEN SUPPLIES - CLEANLINESS MONEY FOR RENT SHARE MAINTENANCE EXPENSES OTHER EXCEPTIONAL COSTS TOTAL ESTIMATED FIXED COST Table14: Marginal Expenditures ESTIMATED MARGINAL EXPENDITURE EXTERNAL PARTNERS - SUBCONTRACTORS FORMATION EXPENSES (LAWYER-NOTARY - ACCOUNTANT - PRESS) UNIT 1 st year 2 nd year 3 rd year 4 th year 5 th year EURO EURO the year 7 th year 8 th year 9 th year 10 th year PAYROLL EURO TOTAL MARGINAL EXPENDITURE

58 Table15: Other estimated costs OTHER EXPENSES FOR PRODUCTS OR SERVICES 1 st year 2 nd year 3 rd year 4 th year 5 th year 6 th year 7 th year 8 th year 9 th year 10 th year Lawyer Services Accountant Services Operating Costs Support PC & WEBSITE TOTAL OTHER EXPENDITURES

59 5.3. Depreciation Table 16: Depreciations 1.DEPRECIATION OF FIXED ASSETS FROM INVESTMENT PLAN ELIGIBLE COST TOTAL DEPRECIATION RATIO (%) 1st Year 2 nd Year 3 rd Year 4 th Year 5 th Year 6 th Year 7 th Year 8 th Year 9 th Year 10 th Year BUILDING- BUILDING FACILITIES MACHINES-OTHER TECHNICAL FACILITIES & EQUIPMENT FURNITURE & OTHER EQUIPMENT 5.000,00 5% 250,00 75,00 75,00 75,00 75,00 75,00 75,00 75,00 75,00 75, ,00 11% 930,60 110,00 110,00 110,00 110,00 110,00 110,00 110,00 110,00 110, ,00 15% 792,00 125,00 125,00 125,00 125,00 125,00 125,00 125,00 125,00 125,00 TOTAL Α , ,60 310,00 310,00 310,00 310,00 310,00 310,00 310,00 310,00 310,00 60

60 5.4. LOST AND PROFIT ACCOUNT Table 17: Lost and profit account 1 st Year 2 nd Year 3 rd Year 4 th Year 5 th Year 6 th Year 7 th Year 8 th Year 9 th Year TOTAL SALES in VALUE Minus : Marginal Expenditures GROSS OPERATING PROFIT th Year Μinus : Expendituresof Management&Disposal OPERATING RESULT EARNINGS BEFORE INTEREST, TAXES AND DEPRECIATION EARNINGS BEFORE INTEREST AND TAXES Minus : Depreciation EARNINGS BEFORE TAXES Μins: Tax income NET PROFIT AFTER TAXES

61 5.5 CAPITAL FLOWS Table 18: Capital flows ESTIMATED CAPITAL FLOWS( ) Α. Inputs STARTING PERIOD 1 st YEAR 2 nd YEAR 3 rd YEAR 4 th YEAR 5 th YEAR Earnings before depreciation Own contribution TOTAL Α Β. Outputs Capital reserve Tax income Dividends payable Board of director fess Total Β Profit balance carried forward (Α-Β )

62 5.6. IRR CALCULATIONS(internal rate of return on investment) Table 19: IRR INPUTS (Α1) EARNINGS BEFORE INTEREST, TAXES, DEPRECIATION AND DEPRECIATION (EBITDA) CONSTRUCTION PERIOD Total(Α1) 0 OUTPUTS (Β1) 1 st YEAR 2 nd YEAR 3rd YEAR 4 th YEAR 5 th YEAR 6 th YEAR 7 th YEAR 8 th YEAR 9 th YEAR 10 th YEAR Investment costs Working capital expenditures Total (Β1) CASH FLOWS(Γ1=Α1-Β1) IRR: 5,744%

63 6. CONCLUSION Based on estimated cash flow analysis of decade, the internal rate of return on investment before tax (IRR) amounts to 5.74%. This percentage is considered acceptable for investment. Most capital investment projects begin with a big negative cash flow (the initial investment) followed by a series of positive cash flows, so the negative cash flows of the opening period and the 1st year is considered acceptable. As the IRR would be considered low and therefore investment may be considered unprofitable, it should be emphasized that the scenario appears realistic and assumptions cover all potential costs and revenue of the network. Perhaps another approach may have given much higher Interior Performance ratio. Investment contains relatively high investment risk, not only as seen from the overall analysis of the feasibility study but also due to the fact that: Despite economic crisis, It is an investment that requires a relatively large initial capital considering also the negative attitude of entrepreneurs in the region To maintain viability the scenario should be followed strictly according to the basic assumptions of (income, expenses) There is practical difficulty in registration of members There is difficulty in obtaining consensual decisions by stakeholders in the cluster for the implementation of both strategy and other network activities. Tax is not calculated, although it will result in a great reduction of IRR. 64

64 ANNEX Ι. ACTIVITY CODE CLUSTER MEMBERS Α ΓΔΩΡΓΘΑ, ΔΑΟΙΟΛΘΑ ΙΑΘ ΑΚΘΔΘΑ Εχική παοαγχγή Φυτική και ζωική παραγωγή, θήρα και συμαφείς δραστηριότητες Δκςοξτή βξξειδώμ γαλακςξπαοαγχγήπ Δκςοξτή βξξειδώμ γαλακςξπαοαγχγήπ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή βξξειδώμ γαλακςξπαοαγχγήπ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή αγελάδχμ γαλακςξπαοαγχγήπ Δκςοξτή αγελάδχμ ελεύθεοηπ βξρκήπ κοεαςξπαοαγχγήπ Δκςοξτή αγελάδχμ μεικςήπ καςεύθσμρηπ Παοαγχγή ακαςέογαρςξσ γάλακςξπ από βξξειδή γαλακςξπαοαγχγήπ Παοαγχγή ακαςέογαρςξσ γάλακςξπ από βξξειδή γαλακςξπαοαγχγήπ Δκςοξτή αιγξποξβάςχμ Δκςοξτή αιγξποξβάςχμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή ποξβαςξειδώμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή ποξβάςχμ πάυσμρηπ Δκςοξτή αιγξειδώμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή αιγώμ πάυσμρηπ Παοαγχγή ακαςέογαρςξσ γάλακςξπ από αιγξποόβαςα Παοαγχγή ακαςέογαρςξσ ποόβειξσ γάλακςξπ Παοαγχγή ακαςέογαρςξσ καςρικίριξσ γάλακςξπ Δκςοξτή υξίοχμ Δκςοξτή υξιοξειδώμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή υξιοξειδώμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή υξιοξμηςέοχμ Δκςοξτή πξσλεοικώμ Δκςοξτή πξσλεοικώμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή κξςόπξσλχμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή κξςόπξσλχμ αβγξπαοαγχγήπ Δκςοξτή κξςόπξσλχμ κοεαςξπαοαγχγήπ Δκςοξτή πξσλεοικώμ κλπ για λξγαοιαρμό ςοίςχμ Δκςοξτή γαλξπξύλχμ, πξσ διαθέςξμςαι ζχμςαμέπ Δκςοξτή υημώμ, πξσ διαθέςξμςαι ζχμςαμέπ Δκςοξτή παπιώμ και τοαγκόκξςχμ, πξσ διαθέςξμςαι ζχμςαμέπ 65

65 Παοαγχγή αβγώμ με ςξ κέλστξπ, πξσ διαθέςξμςαι μχπά Παοαγχγή αβγώμ κόςαπ με ςξ κέλστξπ, πξσ διαθέςξμςαι μχπά Παοαγχγή αβγώμ άλλχμ πξσλεοικώμ με ςξ κέλστξπ, πξσ διαθέςξμςαι μχπά Παοαγχγή αβγώμ επώαρηπ Δκςοξτή άλλχμ ζώχμ Δκςοξτή άλλχμ ζώχμ, πξσ εκςοέτξμςαι ρε αγοξκςήμαςα και διαθέςξμςαι ζώμςα Δκςοξτή κξσμελιώμ καςξικίδιχμ, πξσ διαθέςξμςαι ζώμςα Δκςοξτή πςημώμ π.δ.κ.α. πξσ εκςοέτξμςαι ρε αγοξκςήμαςα και διαθέςξμςαι ζώμςα Δκςοξτή ξοςσκιώμ Δκςοξτή πεοδίκχμ Δκςοξτή ρςοξσθξκαμήλχμ Δκςοξτή χδικώμ πςημώμ Παοαγχγή άλλχμ ζχικώμ ποξψόμςχμ πξσ παοάγξμςαι ρε αγοξκςήμαςα Παοαγχγή ακαςέογαρςξσ γάλακςξπ π.δ.κ.α Τπξρςηοικςικέπ δοαρςηοιόςηςεπ για ςη ζχική παοαγχγή Τπξρςηοικςικέπ σπηοερίεπ για ςη ζχική παοαγχγή Τπξρςηοικςικέπ σπηοερίεπ για ςη ζχική παοαγχγή Τπηοερίεπ διαλξγήπ αβγώμ Γ ΛΔΣΑΠΟΘΖΖ 10 Βιομηχαμία τροφίμωμ 10.1 Δπενεογαρία και ρσμςήοηρη κοέαςξπ και παοαγχγή ποξψόμςχμ κοέαςξπ Δπενεογαρία και ρσμςήοηρη κοέαςξπ Δπενεογαρία και ρσμςήοηρη κοέαςξπ βξξειδώμ, υξιοξειδώμ, αιγξποξβαςξειδώμ, αλόγχμ και άλλχμ ιππξειδώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ βξξειδώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ υξιοξειδώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ ποξβαςξειδώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ αιγξειδώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη καςεφσγμέμχμ κοεάςχμ και βοώριμχμ εμςξρθίχμ άλλχμ κοεάςχμ και βοώριμχμ εμςξρθίχμ Δπενεογαρία και ρσμςήοηρη κοέαςξπ βξξειδώμ, πξσ διαθέςεςαι καςεφσγμέμξ Δπενεογαρία και ρσμςήοηρη κοέαςξπ υξιοξειδώμ, πξσ διαθέςεςαι καςεφσγμέμξ 66

66 Δπενεογαρία και ρσμςήοηρη κοέαςξπ ποξβαςξειδώμ, πξσ διαθέςεςαι καςεφσγμέμξ Δπενεογαρία και ρσμςήοηρη κοέαςξπ αιγξειδώμ, πξσ διαθέςεςαι καςεφσγμέμξ Δπενεογαρία και ρσμςήοηρη κοέαςξπ πξσλεοικώμ Δπενεογαρία και ρσμςήοηρη κοέαςξπ πξσλεοικώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ πξσλεοικώμ, πξσ διαθέςεςαι μχπό ή διαςηοημέμξ με απλή φύνη Δπενεογαρία και ρσμςήοηρη κοέαςξπ πξσλεοικώμ, πξσ διαθέςεςαι καςεφσγμέμξ Δπενεογαρία και ρσμςήοηρη κοέαςξπ πξσλεοικώμ, πξσ διαθέςεςαι καςεφσγμέμξ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ παοαγχγήπ επενεογαρμέμξσ και διαςηοημέμξσ κοέαςξπ πξσλεοικώμ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ παοαγχγήπ επενεογαρμέμξσ και διαςηοημέμξσ κοέαςξπ πξσλεοικώμ Παοαγχγή ποξψόμςχμ κοέαςξπ και κοέαςξπ πξσλεοικώμ Παοαγχγή διαςηοημέμχμ ςοξτώμ και παοαρκεσαρμάςχμ κοέαςξπ, εμςξρθίχμ ή αίμαςξπ Παοαγχγή υξιοιμξύ κοέαςξπ, ρε ςεμάυια, αλαςιρμέμα, απξνηοαμέμα ή καπμιρςά (μπέικξμ και ζαμπόμ) Παοαγχγή βξδιμξύ κοέαςξπ, πξσ διαθέςεςαι αλαςιρμέμξ, απξνηοαμέμξ ή καπμιρςό Παοαγχγή άλλχμ κοεάςχμ και βοώριμχμ εμςξρθίχμ, πξσ διαθέςξμςαι αλαςιρμέμα, ρε άλμη, απξνηοαμέμα ή καπμιρςά (εκςόπ από ςξ υξιοιμό και ςξ βξδιμό κοέαπ) παοαγχγή βοώριμχμ αλεσοιώμ και ρκξμώμ γεσμάςχμ κοέαςξπ ή εμςξρθίχμ Παοαγχγή λξσκάμικχμ, ραλαμιώμ και παοόμξιχμ ποξψόμςχμ, από κοέαπ, εμςόρθια ή αίμα Παοαγχγή αλλαμςικώμ Παοαγχγή παοαρκεσαρμάςχμ και κξμρεοβώμ από κοέαπ άλλχμ ζώχμ Παοαγχγή παοαρκεσαρμάςχμ και κξμρεοβώμ από κοέαπ βξξειδώμ Παοαγχγή παοαρκεσαρμάςχμ και κξμρεοβώμ από κοέαπ πξσλεοικώμ Παοαγχγή παοαρκεσαρμάςχμ και κξμρεοβώμ από κοέαπ υξιοξειδώμ Παοαγχγή άλλχμ ειδώμ ποξπαοαρκεσαρμέμξσ και διαςηοημέμξσ κοέαςξπ, εμςξρθίχμ ή αίμαςξπ εκςόπ από έςξιμα γεύμαςα με κοέαπ και εμςόρθια Παοαγχγή αλεσοιώμ, υξμδοάλεσοχμ και ρβόλχμ κοέαςξπ, ακαςάλληλχμ για αμθοώπιμη καςαμάλχρη ιμχδώμ καςάλξιπχμ νιγκιώμ Λαγείοεμα και άλλεπ σπηοερίεπ παοαρκεσήπ για ςημ παοαγχγή ποξψόμςχμ κοέαςξπ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ επενεογαρίαπ ποξψόμςχμ κοέαςξπ και ποξψόμςχμ κοέαςξπ πξσλεοικώμ Λαγείοεμα και άλλεπ σπηοερίεπ παοαρκεσήπ για ςημ παοαγχγή ποξψόμςχμ κοέαςξπ Τπηοερίεπ διαςήοηρηπ κοέαςξπ και ποξψόμςχμ κοέαςξπ Τπηοερίεπ καςάφσνηπ κοέαςξπ και ποξψόμςχμ κοέαςξπ 67

67 Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ επενεογαρίαπ ποξψόμςχμ κοέαςξπ και κοέαςξπ πξσλεοικώμ 10.5 Παοαγχγή γαλακςξκξμικώμ ποξψόμςχμ Κειςξσογία γαλακςξκξμείχμ και ςσοξκξμία Παοαγχγή επενεογαρμέμξσ οεσρςξύ γάλακςξπ και κοέμαπ γάλακςξπ Παοαγχγή επενεογαρμέμξσ οεσρςξύ γάλακςξπ Παοαγχγή γάλακςξπ και κοέμαπ γάλακςξπ με πεοιρρόςεοξ από 6% λίπξπ, μη ρσμπσκμχμέμχμ ή ζαυαοξύυχμ Παοαγχγή γάλακςξπ ρε ρςεοεή μξοτή Παοαγχγή απξβξσςσοχμέμξσ γάλακςξπ, ρε ρκόμη Παοαγχγή πλήοξσπ γάλακςξπ ρε ρκόμη Παοαγχγή βξύςσοξσ και γαλακςξκξμικώμ για επάλειφη Παοαγχγή βξύςσοξσ και γαλακςξκξμικώμ για επάλειφη Παοαγχγή ςσοιξύ και ςσοξπήγμαςξπ (πηγμέμξσ γάλακςξπ για ςσοί) Παοαγχγή ςσοιξύ και ςσοξπήγμαςξπ (πηγμέμξσ γάλακςξπ για ςσοί) Παοαγχγή ςσοιξύ από ρκόμη γάλακςξπ Παοαγχγή άλλχμ γαλακςξκξμικώμ ποξψόμςχμ Παοαγχγή ςσοόγαλξσ Παοαγχγή γάλακςξπ και κοέμαπ γάλακςξπ, ρσμπσκμχμέμχμ ή με ποόρθεςη ζάυαοη ή άλλεπ γλσκαμςικέπ ύλεπ, ρε άλλεπ μξοτέπ εκςόπ ςηπ ρςεοεάπ Παοαγχγή γιαξσοςιξύ και άλλχμ ειδώμ γάλακςξπ ή κοέμαπ γάλακςξπ πξσ έυξσμ σπξρςεί ζύμχρη ή ξνίμιρη Παοαγχγή γαλακςξκξμικώμ ποξψόμςχμ π.δ.κ.α Παοαγχγή οσζόγαλξσ Παοαγχγή παγχςώμ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ επενεογαρίαπ γαλακςξκξμικώμ και ςσοξκξμικώμ ποξψόμςχμ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ επενεογαρίαπ γαλακςξκξμικώμ και ςσοξκξμικώμ ποξψόμςχμ Παοαγχγή παγχςξύ και άλλχμ ειδώμ βοώριμξσ πάγξσ Παοαγχγή παγχςξύ και άλλχμ ειδώμ βοώριμξσ πάγξσ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ επενεογαρίαπ παγχςώμ Δογαρίεπ σπεογξλαβίαπ ρςξ πλαίριξ ςηπ διαδικαρίαπ παοαγχγήπ παγχςώμ 10.7 Παοαγχγή ειδώμ αοςξπξιίαπ και αλεσοχδώμ ποξψόμςχμ Αοςξπξιία παοαγχγή μχπώμ ειδώμ ζαυαοξπλαρςικήπ Παοαγχγή φχμιξύ, μχπώμ ειδώμ ζαυαοξπλαρςικήπ και γλσκιρμάςχμ Παοαγχγή τοέρκξσ φχμιξύ Παοαγχγή ςσοξπιςώμ, ράμςξσιςπ και παοόμξιχμ ειδώμ 68

68 Ε ΧΟΜΔΡΘΙΟ ΙΑΘ ΚΘΑΜΘΙΟ ΔΛΠΟΡΘΟ ΔΠΘΙΔΤΖ ΛΖΧΑΜΟΙΘΜΖΣΩΜ ΟΧΖΛΑΣΩΜ ΙΑΘ ΛΟΣΟΘΙΚΔΣΩΜ Χομδρικό εμπόριο, εκτός από το εμπόριο μηχαμοκίμητωμ οχημάτωμ και μοτοσικλετώμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη ςοξτίμχμ, πξςώμ και καπμξύ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη ςοξτίμχμ, πξςώμ και καπμξύ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη ςοξτίμχμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη αβγώμ με ςξ κέλστξπ, πξσ διαθέςξμςαι μχπά Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη γαλακςξκξμικώμ και ςσοξκξμικώμ ποξψόμςχμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη κοέαςξπ εκςόπ πξσλεοικώμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη κοέαςξπ πξσλεοικώμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη παγχςώμ Δμπξοικξί αμςιποόρχπξι πξσ μερξλαβξύμ ρςημ πώληρη ποξψόμςχμ κοέαςξπ και κοέαςξπ πξσλεοικώμ Χξμδοικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ Χξμδοικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ Χξμδοικό εμπόοιξ κοέαςξπ (ρσμπεοιλαμβαμξμέμχμ ςχμ πξσλεοικώμ) Δναγχγή εγυώοιχμ καςεφσγμέμχμ κοεάςχμ Δναγχγή εγυώοιχμ μχπώμ κοεάςχμ Φξμδοικό εμπόοιξ καςεφσγμέμξσ κοέαςξπ βξξειδώμ Φξμδοικό εμπόοιξ καςεφσγμέμξσ κοέαςξπ υξιοξειδώμ Φξμδοικό εμπόοιξ κοέαςξπ αιγώμ Φξμδοικό εμπόοιξ κοέαςξπ βξξειδώμ, μχπξύ ή απλήπ φύνηπ Φξμδοικό εμπόοιξ κοέαςξπ και βοώριμχμ εμςξρθίχμ πξσλεοικώμ, μχπώμ ή απλήπ φύνηπ Φξμδοικό εμπόοιξ κοέαςξπ ποξβάςχμ, καςεφσγμέμξσ Φξμδοικό εμπόοιξ κοέαςξπ ποξβάςχμ, μχπξύ ή απλήπ φύνηπ Φξμδοικό εμπόοιξ κοέαςξπ υξιοξειδώμ, μχπξύ ή απλήπ φύνηπ Φξμδοικό εμπόοιξ μχπώμ και καςεφσγμέμχμ κοεάςχμ Χξμδοικό εμπόοιξ ποξψόμςχμ κοέαςξπ (ρσμπεοιλαμβαμξμέμχμ ςχμ ποξψόμςχμ πξσλεοικώμ) Φξμδοικό εμπόοιξ επενεογαρμέμχμ ποξψόμςχμ κοέαςξπ (γύοξσ, ρξσβλακιώμ κλπ) Φξμδοικό εμπόοιξ κοέαςξπ και βοώριμχμ εμςξρθίχμ, αλαςιρμέμχμ, ρε άλμη, απξνηοαμέμχμ ή καπμιρςώμ, βοώριμχμ αλεσοιώμ και υξμδοάλεσοχμ κοέαςξπ ή εμςξρθίχμ Χξμδοικό εμπόοιξ γαλακςξκξμικώμ ποξψόμςχμ, αβγώμ και βοώριμχμ ελαίχμ και λιπώμ Χξμδοικό εμπόοιξ γαλακςξκξμικώμ ποξψόμςχμ, αβγώμ και βοώριμχμ ελαίχμ και λιπώμ 69

69 Χξμδοικό εμπόοιξ γαλακςξκξμικώμ ποξψόμςχμ Φξμδοικό εμπόοιξ βξύςσοξσ Φξμδοικό εμπόοιξ γάλακςξπ και κοέμαπ ρε ρςεοεέπ μξοτέπ Φξμδοικό εμπόοιξ γάλακςξπ και κοέμαπ, με πεοιρρόςεοξ από 6% λίπξπ, όυι ρσμπσκμχμέμχμ ή ζαυαοξύυχμ Φξμδοικό εμπόοιξ γάλακςξπ και κοέμαπ, ρσμπσκμχμέμχμ ή με ποξρθήκη ζάυαοηπ ή άλλχμ γλσκαμςικώμ σλώμ, ρε άλλεπ μξοτέπ εκςόπ ςηπ ρςεοεάπ Φξμδοικό εμπόοιξ γιαξσοςιξύ και άλλχμ ειδώμ ζσμχμέμξσ ή ξνιμιρμέμξσ γάλακςξπ ή κοέμαπ Φξμδοικό εμπόοιξ επενεογαρμέμξσ οεσρςξύ γάλακςξπ Φξμδοικό εμπόοιξ καζεΐμηπ Φξμδοικό εμπόοιξ ςσοιξύ και ςσοξπήγμαςξπ Φξμδοικό εμπόοιξ ςσοόγαλξσ Χξμδοικό εμπόοιξ αβγώμ Φξμδοικό εμπόοιξ αβγώμ με ςξ κέλστξπ Χξμδοικό εμπόοιξ βοώριμχμ ελαίχμ και λιπώμ Φξμδοικό εμπόοιξ λιπώμ βξξειδώμ, ποξβάςχμ, αιγώμ, υξίοχμ και πξσλεοικώμ Χξμδοικό εμπόοιξ άλλχμ ςοξτίμχμ, ρσμπεοιλαμβαμξμέμχμ φαοιώμ, καοκιμξειδώμ και μαλακίχμ Χξμδοικό εμπόοιξ άλλχμ ςοξτίμχμ Χξμδοικό εμπόοιξ άλλχμ ςοξτίμχμ π.δ.κ.α Φξμδοικό εμπόοιξ αβγώμ υχοίπ ςξ κέλστξπ, κοόκχμ αβγώμ, μχπώμ ή διαςηοημέμχμ, λεσκώμαςξπ αβγξύ 46.9 Λη ενειδικεσμέμξ υξμδοικό εμπόοιξ Λη ενειδικεσμέμξ υξμδοικό εμπόοιξ Λη ενειδικεσμέμξ υξμδοικό εμπόοιξ Λη ενειδικεσμέμξ υξμδοικό εμπόοιξ Φξμδοικό εμπόοιξ βιξλξγικώμ ειδώμ Λιαμικό εμπόριο, εκτός από το εμπόριο μηχαμοκίμητωμ οχημάτωμ και μοτοσικλετώμ 47.1 Κιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα πξσ πχλξύμ κσοίχπ ςοότιμα, πξςά ή καπμό Κιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα πξσ πχλξύμ κσοίχπ ςοότιμα, πξςά ή καπμό Κιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα πξσ πχλξύμ κσοίχπ ςοότιμα, πξςά ή καπμό Λιαμικό εμπόοιξ βιξλξγικώμ ςοξτίμχμ Άλλξ λιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα Άλλξ λιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα Άλλξ λιαμικό εμπόοιξ ρε μη ενειδικεσμέμα καςαρςήμαςα Λιαμικό εμπόοιξ βιξλξγικώμ ειδώμ, εκςόπ ςοξτίμχμ 47.2 Κιαμικό εμπόοιξ ςοξτίμχμ, πξςώμ και καπμξύ ρε ενειδικεσμέμα καςαρςήμαςα 70

70 Κιαμικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ κοέαςξπ Λιαμικό εμπόοιξ καςεφσγμέμξσ κοέαςξπ βξξειδώμ Λιαμικό εμπόοιξ καςεφσγμέμξσ κοέαςξπ υξιοξειδώμ Λιαμικό εμπόοιξ κοέαςξπ αιγώμ Λιαμικό εμπόοιξ κοέαςξπ ποξβάςχμ, καςεφσγμέμξσ Λιαμικό εμπόοιξ κοέαςξπ ποξβάςχμ, μχπξύ ή απλήπ φύνηπ Λιαμικό εμπόοιξ κοέαςξπ υξιοξειδώμ, μχπξύ ή απλήπ φύνηπ Κιαμικό εμπόοιξ ποξψόμςχμ κοέαςξπ Λιαμικό εμπόοιξ κοέαςξπ και βοώριμχμ εμςξρθίχμ πξσλεοικώμ, μχπώμ ή απλήπ φύνηπ Κιαμικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ κοέαςξπ και ποξψόμςχμ κοέαςξπ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ κοέαςξπ Κιαμικό εμπόοιξ άλλχμ ςοξτίμχμ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ άλλχμ γαλακςξκξμικώμ ποξψόμςχμ και αβγώμ ρε ενειδικεσμέμα καςαρςήμαςα Κιαμικό εμπόοιξ γαλακςξκξμικώμ ποξψόμςχμ Λιαμικό εμπόοιξ βξύςσοξσ Λιαμικό εμπόοιξ γαλακςξκξμικώμ ποξψόμςχμ γεμικά Λιαμικό εμπόοιξ γάλακςξπ Λιαμικό εμπόοιξ γάλακςξπ και κοέμαπ με πεοιρρόςεοξ από 6% λίπξπ, όυι ρσμπσκμχμέμχμ ή ζαυαοξύυχμ Λιαμικό εμπόοιξ γάλακςξπ και κοέμαπ ρε ρςεοεέπ μξοτέπ Λιαμικό εμπόοιξ γάλακςξπ και κοέμαπ, ρσμπσκμχμέμχμ ή με ποξρθήκη ζάυαοηπ ή άλλχμ γλσκαμςικώμ σλώμ, ρε άλλεπ μξοτέπ εκςόπ ςηπ ρςεοεάπ Λιαμικό εμπόοιξ γιαξσοςιξύ και άλλχμ ειδώμ ζσμχμέμξσ ή ξνιμιρμέμξσ γάλακςξπ ή κοέμαπ Λιαμικό εμπόοιξ επενεογαρμέμξσ οεσρςξύ γάλακςξπ Λιαμικό εμπόοιξ ςσοιξύ και ςσοξπήγμαςξπ Κιαμικό εμπόοιξ αβγώμ Λιαμικό εμπόοιξ αβγώμ με ςξ κέλστξπ Κιαμικό εμπόοιξ άλλχμ ςοξτίμχμ π.δ.κ.α. Λιαμικό εμπόοιξ αβγώμ υχοίπ ςξ κέλστξπ, και κοόκχμ αβγώμ, μχπώμ ή διαςηοημέμχμ, λεσκώμαςξπ αβγξύ Η ΔΡΑΣΖΡΘΟΣΖΣΔ ΤΠΖΡΔΘΩΜ ΠΑΡΟΧΖ ΙΑΣΑΚΤΛΑΣΟ ΙΑΘ ΤΠΖΡΔΘΩΜ ΔΣΘΑΖ 56 Δραστηριότητες υπηρεσιώμ εστίασης 56.1 Δοαρςηοιόςηςεπ ερςιαςξοίχμ και κιμηςώμ μξμάδχμ ερςίαρηπ Δοαρςηοιόςηςεπ σπηοεριώμ ερςιαςξοίχμ και κιμηςώμ μξμάδχμ ερςίαρηπ 71

71 Τπηοερίεπ ερςιαςξοίχμ και κιμηςώμ μξμάδχμ ερςίαρηπ Τπηοερίεπ παοξυήπ γεσμάςχμ με πλήοη ενσπηοέςηρη ερςιαςξοίξσ Τπηοερίεπ ερςιαςξοίξσ μέρα ρε νεμξδξυείξ ύπμξσ Τπηοερίεπ παοξυήπ γεσμάςχμ από ερςιαςόοιξ ςαβέομα, φαοξςαβέομα, με ζχμςαμή μξσρική [πξσ σπάγεςαι ρςημ /625/ΠΟΛ.1087/ (ΥΔΚ Β' 932) απόταρη Τπξσογξύ Οικξμξμίαπ και Οικξμξμικώμ, όπχπ ιρυύει κάθε τξοά] Τπηοερίεπ παοξυήπ γεσμάςχμ από ερςιαςόοιξ ςαβέομα, φαοξςαβέομα, υχοίπ ζχμςαμή μξσρική [πξσ δεμ σπάγεςαι ρςημ /625/ΠΟΛ.1087/ (ΥΔΚ Β' 932) απόταρη Τπξσογξύ Οικξμξμίαπ και Οικξμξμικώμ, όπχπ ιρυύει κάθε τξοά], με παοξυή ρεοβιοίρμαςξπ Τπηοερίεπ παοξυήπ γεσμάςχμ από ξιμερςιαςόοιξ ή ξιμξμαγειοείξ (ξικξγεμειακή επιυείοηρη, υχοίπ ποξρχπικό) Τπηοερίεπ παοξυήπ γεσμάςχμ και πξςώμ από ξσζεοί, μεζεδξπχλείξ, ςριπξσοάδικξ, ζσθξπχλείξ με παοξυή ρεοβιοίρμαςξπ 72

72 ANNEX II. POTENTIAL STATES - MEAT ENTERPRISES MEAT ENTERPRISES 14 A/A COMPANY NAME CITY 1 MAGLARAS CHRISTOS ANATOLI IOANNINON 2 BIMPAS ANASTASIA & Co. G.P ANATOLI IOANNINON 3 VAKOLA AFRODITE DOLIΙΑΝΑ IOANNINON 4 DEVELOPMENT CORPORATION MUNICIPALITY OF ΑΝO POGOΝΙΟU ΙOΑΝΝΙΝA 5 VLACHOS NIKOLAOS & KON/NOS ΙOΑΝΝΙΝΑ 6 MUNICIPAL BENEFICIARY ENTERPRISE ANO KALAMA - IOANNINA 7 NIKOLAIDIS PANOS S.A ΙOΑΝΝΙΝΑ 8 NITSIAKOS KON/NOS ΙOΑΝΝΙΝΑ 9 TRADITIONAL DAILY MEATS METSOBOU METSOBO 10 HARTZALAS MILTIADIS PRAKALAMOS IOANNINON 11 THIOS TANAS S.A ELEOUSA 12 MANTHOS F. & Μ. G.P ΙOΑΝΝΙΝΑ 13 MBIMBASI ANASTASTASIA ΙOΑΝΝΙΝΑ 14 NASOULAS ATH. IOANNIS ΙOΑΝΝΙΝΑ 15 NITSIAKOS TH. C.O ΙOΑΝΝΙΝΑ 16 DIMIS IOANNIS & C.O ΙOΑΝΝΙΝΑ 17 PAPAGRIGORIOU E. L.T.D ΙOΑΝΝΙΝΑ 18 PAPPAS S.A ΙOΑΝΝΙΝΑ 14 Source: ΔΛΟΓΑΚ 73

73 19 SIARAVAS STEFANOS ΙOΑΝΝΙΝΑ 20 ALAGAS CHARALAMPOS ΙOΑΝΝΙΝΑ 21 COOPERATIVE OF Ioannina (PINDOS) ΙOΑΝΝΙΝΑ 22 PAPAIOANNOU S. (EPIRUS FOOD S.A) MARMARA IOANNINON 23 KOURTINOU VASSILIKI KARDAMITSA IOANNINON 24 PAPAGRIGORIOU NIKOLAOS KATSIKA IOANNINON 25 LAMDA L.T.D KATSIKA IOANNINON 26 PASSIAS FACTORY S.A KATSIKA IOANNINON 27 CHATZIEFRAIMIDIS Α.Β KONITSA 28 SIAPLAOURAS NIKOLAOS ΙOΑΝΝΙΝΑ 29 RIZOS VASSILEIOS &C.O MOLIBIA ZAXAROS 30 MOUTSIKA PENELOPE PEDINI ΙOΑΝΝΙNON 31 MANTZIOS VASSILEIOS PERATI IOANNINON 32 TSITOS ALEXANDROS &C.O PROTOPAPPA ΙOΑΝΝΙΝΑ 33 DAVOUTIS MAVRIDOPOULOS S.A RODOTOPI - PASARONOS 34 AGROLIFE S.A RODOTOPI IOANNINON 35 EPIROTIKI - MEATS L.T.D RODOTOPI IOANNINON 36 FARMA GIANNOS CHARAVGI POGONIOU 74

74 ANNEX III: REGISTER OF APPROVED PDO / PGI 15 - POTENTIAL NETWORK MEMBERS Α/Α COMPANY NAME ATHANASOPOULOS ATHANASIOS & C.O GRAMMOZIS DIMITRIOS GRAMMOZIS TH. DIMITRIOS DODONI S.A DAIRY RURAL OF EPIRUS DODONI S.A DAIRY RURAL OF EPIRUS DODONI S.A DAIRY RURAL OF EPIRUS ENTERPRISE HEADQUARTERS KIND NAME CATEGORY Zotiko Ιoanninon CHEESE KEFALOGRABIERA P.D.O. Basiliko Pogoniou Ιoanninon Basiliko Pogoniou Ιoanninon CHEESE FETA P.D.O. CHEESE KEFALOGRABIERA P.D.O. ELEOUSA Ιoanninon CHEESE FETA P.D.O. ELEOUSA Ιoanninon CHEESE MILKCHEESE P.D.O. ELEOUSA Ιoanninon CHEESE KEFALOGRABIERA P.D.O. 7 MINERVA S.A. Δpiskopiko Ιoanninon CHEESE FETA P.D.O. 8 MBOUTSIKOS CHR. ΑΝΣ. Vrisi Passa Aspragkeloi Zagoriou CHEESE MILKCHEESE P.D.O. ENTERPRISE ACTIVITY production, packaging, marketing production, packaging, marketing production, packaging, marketing production, packaging, marketing production, packaging, marketing production, packaging, marketing production, packaging, marketing production, packaging, marketing DURATION OF APPROVAL TO INTEGRATION SYSTEM CONTROL till till till till till till till till DURATION OF USE OF THE MARK till till till till till till till till Certification & Inspection agency of Agricultural Products, Ministry of Rural Development and Food Update 20/12/13 75

75 9 MBOUTSIKOS CHR. -ΝΜΑS ΑΝΣ. Brisi Passa Aspragkeloi Zagoriou CHEESE FETA P.D.O. production, packaging, marketing till till DIMAS GEORGE Ano Zaloggo Molosson Ioanninon ΣΚ CHEESE KEFALOGRABIERA P.O.P. production, packaging, marketing till till DOUTSIS KON/NOS Μikro Peristeri Ioanninon CHEESE FETA P.D.O. production, packaging, marketing till till DOUTSIS KON/NOS Μikro Peristeri Ioanninon CHEESE KEFALOGRABIERA P.D.O. production, packaging, marketing till till PORIKIS VASS. & C.O Κato Meropi Ano Pogoniou.Ioanninon CHEESE FETA P.D.O. production, packaging, marketing till till ΠΟΡΙΚΗ ΒΑ.& C.O Κato Meropi Ano Pogoniou.Ioanninon CHEESE KEFALOGRABIERA P.D.O. production, packaging, marketing till till

76 ANNEX ΙV: BUSINESS WITH CERTIFIED PRODUCTS AGROCERT - POTENTIAL MEMBERS NETWORK 16 MAMAKI EVAGGELIA TELLIS GEORGE K. GIOTITSA Ioanna WIFE. EVANGELOU GIANNOPOULOS LEONIDAS SKOTELIAS Nikolaos PANDAZIS CHRISTOS MANOUSIS DEMETRIOS MICHAEL TZIOVAS KATSIKOGIANNIS VASILEIOS BISTA PANAGULIA TSITOU ATHENA SIAFAKAS STEFANOS MPOUKAS PANAGIOTIS THOMAS SPIRIDON OF IOANNIS PETROS ZOIS LEONIDAS GEORGIOU SIAFAKA ELENI SOTIRIOS TSOKAS KOLIGIOTIS IOANNIS AGROZOI SA RURAL BUSINESS & PTINOTROFIKES Th NITSIAKOS SA NAKIS ANASTASIOS NAKIS VASSILIOS MANTZIOU CONSTANTINA SIMPA ZACHARO KOLIONASIOU MARINA AGGELIS ATH. FOTIOS NTAGKAS THEODOROS MPAXEVANOS EVAGGELOS BROTHERS NITSIAKOU OE GIOTTIS STAMATIS STEFANIDI OLYMPIA 16 Agricultural Products Certification and Supervision Organization, Last Update

77 PAPPAS CROSS & CO BEKRIS THEMELIS BEKRIS EMMANUEL APOSTOLOU CHRISTOS KARAKATSANI STAVROULA TSIAPA ERIETA TZARAVELAS EYAGGELOS MASTORA CONSTANTINA GEORGE KARAGIANNIS KOLIAKI BROTHERS HRISTODOULOU ELIAS SIAFAKAS NIKOLAOS ALEXANDRA MANTZIOU MANTZIOU IL. DIMITRA AGRICULTURAL POULTRY COOPERATIVE IOANNINON PINDOS KLOURAS I. GREGORY GKEKA GEORGIA SIAFAKAS PANDELIS SIAFAKAS PAN. CHRISTOS GEORGE PAPPAS FILIS KONSTANTINOS D. ANGELI ALEXANDRA GKOGKOS LAMPROS STERGIOU SOFIA BITOLYKOS GEORGE I. CHITOU D. ROYAL BETA CHRYSOULA MASTORAS KONSTANTINOS MASTORAS VASILEIOS MANOUSI N. FREIDERIKI LITIS PETROS LOUTSARI LAM. OLGA MICHAEL KOUTSAFTIS KOUTLAS KONSTANTINOS ANASTASIOU MICH. EVANGELITSA TSEKOURAS LAZAROS LIAKOU B. - LIAKOS POL. OE FARAGIANNIS GEORGE KASIMOPOULOU ELENI 78

78 SIAFAKAS ALEXANDER KOSMERI CHRYSOULA GIOTITSAS EYAGGELOS SIOULI KALLIOPH DOVA CHRISTINA wife. NICHOLAS STAMATI KALLIOPH TZIOVAS THEOFANIS KOLOVOU - ATHENS MUNICIPALITY KITSAKIS CONSTANTINOS TZETZOU MARIA TZETZOS STAVROS ANGELI AMALIA NAKIS DEMETRIOS-HERMES PAPADIAMANTIS VASSILIOS DODONI SA DAIRY RURAL IPEIROU ΗΠΔΙΡΟΤ DODONI SA DAIRY RURAL IPEIROU NTIMAS GEORGE PORIKIS VAS. & Co. DODONI SA DAIRY RURAL IPEIROU MINERVA SA OILS COMPANIES PORIKIS VAS. & Co. GRAMMOZIS DEMETRIOS T. NTOUTZIS KONSTANTINOS BOUTSIKOS CHR. - DOUMAS ANT. OE ATHANASIOS ATHANASOPOULOS & CO KOLIAKI ERASMIA FARMA NAKIS SIAFAKA CHRISANTHI AGGELI VASSILIKI PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication PDO - Protected Designation of Origin / PGI - Protected Geographical Indication G. ZIGOUNA M. PLIATSIKAS BEKRI ATHANASIA BITOLIKOS GEORGE KEFALAS ANTONIOS 79

79 TASSIOULAS GEORGE GEORGE LEONIDAS MANOUSIS GEORGE ARVANITIS D. APOSTOLOS ARVANITIS THEODOROS ARVANITIS GEORGE NTACHRIS NIKOLAOS MASTORA ARISTOULA ARVANITIS DIMITRIOS MPENEKOS ANDREAS MASTORA BROTHERS Ο.Δ. STAMATIS CHARILAOS MANTZIOS D. VASSILIOS KANTZAS TH. SA SIMPA ZACHARO SIMPAS STILIANOS PTINOTROFIKI IOANNINON SA GRAMMOZIS DIMITRIOS AGROPA SA TSANTAS ADREAS 80

80 ANNEX V. QUESTIONAIRE [ F E A S I B I L I T Y S T U D Y ] 81

81 82

82 83