pects are also related to regulations with respect to product standards,
environmental controls, pesticides and additives usage, which can result
in competitive advantages for parties that are not affected or that have
the know-how to deal effectively with the new situations.
Third, technologicalprogress has created new opportunities in every
part of the food chain. For example, advances in production technology
allow farmers to increase both the efficiency and precision of the raw
agricultural products supplied into the system. Biotechnology and ge-
netic engineering are creating new products and new production
processes in the food domain. In the nonfood domain, technologies are
developed to use agricultural products as raw materials for industrial
processes such as natural fibers and starch-based packaging materials.
Fourth, information technologycreates new possibilities for manage-
ment and control systems. The ability to measure more precisely and
track product and processes more easily increases the obligation of every
company to be responsible for its contribution to the final product.
The four groups of drivers result in more efficient production man-
agement on the one hand and a better integrated quality management on
the other hand. The competitive position of the companies is improving
by decreasing relative costs and increasing the perceived value for the
consumer. The question remains how to communicate both advances to
consumers. Corresponding with the IQM approach to vegetables, a com-
munication strategy for consumers is developed.
RESEARCH METHODOLOGY: IQM FOR
PROCESSED VEGETABLES
This research methodology is based on primary exploratory and con-
clusive research. Qualitative research by means of focus group discus-
sions was established to gain preliminary insights into consumer attitude,
perception and behavior toward vegetable consumption. Additionally,
insights were gained about requirements of consumer information (chain
perception) concerning the vegetable chain and potential topics for com-
munication. Five focus group discussions with each six to eight re-
spondents were conducted during March 1997. The participants were
consumers of fresh and processed vegetables several times per month.
Based on a topic list or interview guide, the moderator coordinated the
discussion. For three to four hours the moderator applied the funnel ap-
proach and projective techniques to guide the discussion and probe the
respondents to elicit insights. Next, based on the information gathered,