With regard to GAP (Good Agriculture Practice:The following GAP), we have been swelling the GAP certification business as the food procurement standards for the Tokyo Olympics in 2020 have become certified and confirmed by the GAP-related
Consider how JA’s work on GAP group certification can solve the large-scale corporation’s current leave of JA. It will be verified through the ZEN-NOH MIYAGI’s case study whether it will be a tool for reuniting JA for large corporations through GAP certification support business and farming consulting business.
Since the enactment of “Cooperative Basic Law” in 2012, currently there are more than 1,400 Social Cooperatives established in South Korea. However, the increasing numbers do not equate to the expected competencies and value. One of the contributing factor is involvement by government via its policies, which hindered the Social Cooperatives to establish own identity and continuously improve own competencies. In addition, there are many Social Cooperatives that have been closed down. The objective of this paper is to propose future development of Social Cooperatives in South Korea based on analysis of government policy and performance of cooperatives management.
This paper aimed to clarify the merit and significance of community-based marketing strategies led by agricultural cooperatives toward maximizing the benefits for local communities rather than focusing only on economic profitability. In this research, the case of Kanra-Tomioka Agricultural Cooperative was selected for analysis of marketing strategies led by agricultural cooperatives. Our findings revealed that internal marketing, in which allowing association members to engage in management and role-sharing with Agricultural Cooperative employees can lead to the promotion of communication and participation in the Agricultural Cooperative, which, in turn, can result in
sustainable development among farmers, consumers, and local communities.