Floricultural value chain case studies in Fiji, Solomon Islands and Papua New Guinea

Growing flowers for commercial purpose in many South Pacific countries is a relatively new enterprise. Floricultural growers are typically village-based micro businesses. Moreover, many commercial florists operate from home. These enterprises are mostly operated by women. Their structure is indicative of the entrepreneurship of indigenous and expatriate women. The number of growers and florist industry participants is steadily growing in association with expansion in other industries, including tourism and infrastructure development. This paper focuses on non-corporate floricultural value chains in Fiji, Solomon Islands (SI) and Papua New Guinea (PNG). Qualitative research was conducted from 2010 to 2013 in each of these countries. It included focus group discussions with growers, florists and consumers, and in-depth interviews with stakeholders. The floricultural value chains across the three countries share similar business culture and constraints. Nonetheless, differences in certain dimensions merit characterisation and contrasting. Strategic considerations for different types of value chains are outlined depending on their comparative advantages. The findings suggest that each value chain should employ one or a mix of three strategies for comparative market advantage. These strategies involve offering: i) unique or differentiated products, ii) competitive prices through operational efficiency, and iii) good services through relationship building with niche market segments. All sound businesses should consider a plan offering several strategies. However, and importantly, a main strategy should be identified before planning the introduction of other beneficial commercial strategies.