Dissertations / Theses on the topic 'Frozen foods industry'

High-pressure (HP) depresses the phase-transition point of water especially in the case of ice-I (down to -21°C at about 210 MPa). This phenomenon has several potential advantages in food processing applications, such as pressure shift freezing (PSF) and HP thawing. However, scientific knowledge available in this area is still relatively limited. The main objectives of this research were to investigate the phase-transition behavior of foods under pressure processing in the context of PSF and HP thawing techniques and to evaluate their impact on product quality.<br>Distilled water and fresh pork muscle were tested by a HP differential scanning calorimeter (DSC) using isothermal pressure scan (P-scan) and isobaric temperature scan (T-scan). P-scan tests showed that the phase-transition temperature (T) of pork was a function of the weighted-average pressure (P¯1--2): T = -1.17 - 0.102P¯1--2 - 0.00019 P&d1;21-2 (R2 = 0.99) that was much lower than that of pure ice. The phase-change latent heat of pork was estimated by P-scan. T-scan indicated the phase-transition point at a constant pressure, but it showed less accurate than P-scan. The ratio (Rice, %) of ice crystals formed by rapid release of pressure (P) was evaluated using the HP DSC: Rice-water = 0.115P + 0.00013P2 (R2 = 0.96) for water, and Rice-pork = 0.084P + 0.00012P2 (R2 = 0.95) for pork muscle. In the developed method, the pressure-dependent thermal properties of test materials are not required.<br>A preliminary study on ice-crystal formation was carried out using small gelatin gel samples frozen by conventional air freezing (CAF), liquid immersion freezing (LIF) and PSF at different pressures. The ovoid structure left from ice crystals was evaluated for area, equivalent diameter, roundness and elongation. The diameter (mean +/- S.D.) was 145 +/- 66, 84 +/- 26, 91 +/- 30, 73 +/- 29, and 44 +/- 16 mum for the treatments of CAF, LIF and PSF at 100, 150 and 200 MPa, respectively. Roundness and elongation did not show a clear trend with different freezing tests. Similar experiments using small-size Atlantic salmon (Salmo salar) resulted in the diameter of 110 +/- 41, 17 +/- 8.4, 16 +/- 8.8, 8.2.5 and 5.0 +/- 2.1 mum for CAF, LIF and PSF at 100, 150 and 200 MPa, respectively. The roundness was 0.38 +/- 0.14, 0.55 +/- 0.21, 0.57 +/- 0.18, 0.63 +/- 0.14 and 0.71 +/- 0.14 for the above treatments, respectively. (Abstract shortened by UMI.)

Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references.<br>In this thesis, I develop a business plan for a frozen food company (Chiwate) that will operate in Morocco. Until very recently, the frozen food product-line in Morocco was very restricted. However, recent demographic and legal changes are very likely to result in huge changes in the industry in the upcoming years. Chiwate's objective is to benefit from this change and to establish a strong brand in the sector, and in particular in the niche of traditional Moroccan frozen food. The business plan is structured in five main sections. In the first part, I detail the market opportunity for the company through an analysis of the recent changes and the market growth, the needs of the target customers, as well as the competitors' positioning. I then focus on the operational issues, which are product development and manufacturing. I also develop the marketing and sales strategy of Chiwate, including the sales tactics, the choice of the distribution channels the hiring plan for the first few years. The last section of the business plan presents the financial projections along with the assumptions on which the forecasts are based.<br>by Leila Miri.<br>S.M.

This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.

Guided by integrated marketing theory, the foundation of integrated marketing is the understanding of market and customers. The first step is the utilization of marketing tools. This study analyzed the sales data from 2009 to 2011 and focused on the salience of four main marketing tools used by Heinz. Primary information and data come from inside of the company. Our analysis has shown Heinz’s profit structure, regional characteristics of the Chinese market, and the effectiveness of promotional activities. The main finding of this study is that regional factors significantly influence the company’s marketing strategy in the Chinese business environment. Also, cultural divergences do have an impact on the company’s business operations. The limitation of our study is that this data set spanning three years cannot represent the situation in the long run or holistically.

Mestrado em Engenharia Alimentar - Qualidade e Segurança Alimentar - Instituto Superior de Agronomia<br>This work consists in the adaptation of a HACCP System (Hazard Analysis and Critical Control Points), present in a pre-cooked and frozen industry, more specifically in the manufacturing process of patties, cheese and ham rolls, pears and tender dough pastel, to the ISO 22000:2005 requirements. The work carried out was based on an internship at Socimbal Company, where it was possible to run multiple functions and observe all the productive activity of the company, crucial to acquire an overview of the process and, together with the experience of managers and employees, make an assessment more sensible and conscientious. Based in these knowledge and experience the flowchart of manufacturing, hazard analysis, preventive and corrective actions of raw materials and production steps were reviewed, as well the Critical Control Points Program and Pre-Operational requirements were defined. Thus, we obtained the HACCP system adapted to the requirements of ISO 22000; the food safety increased and the analysis of the production system and its control process were simplified.

A project report submitted to the faculty of Engineering, University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of master of Science in Engineering. Heidelberg Transvaal, 1993.<br>The obiective of this research is to propose a model by which maintene may be managed in the prepared foods industry. Various companies in this industry have implemented modules of a maintenance administration system. Nowhere, for this industry, does a structured programme which will provide tha maintenance manager with the elements of an administration system, their sequence of implementation and their interrelationships exist. [Abbreviated Abstract. Open document to view full version]<br>AC2017

A net shift analysis was used to analyze growth in employment and value added from 1954 to 1982 in SIC 2037, Frozen Fruits, Fruit Juices, and Vegetables. This analysis indicated that the Pacific Northwest dominated the growth experienced in this sector over this time period. Oregon's share of total U.S. employment in SIC 2037 increased from 7.3 percent in 1954 to 16.1 percent in 1982. Value added in Oregon was 16.1 percent of the U.S. total in 1982, and growth in both employment and value added was at a greater rate than the overall U.S. rate of growth in this sector. Washington's share of employment increased from 10.3 percent to 13 percent, and the share of U.S. total value added in this sector grew from 11 percent to 14.2 percent. Value added by the freezing of fruits and vegetables in Idaho increased to 10.3 percent of the U.S. total in 1982, and employment grew to a share of 10.5 percent, from 3.5 percent in 1954. An informal survey of executives in six food processing plants in Oregon suggested that expanding international export markets was essential to continued growth for this industry in the Pacific Northwest. A model of Japan's import demand of frozen vegetable products, specifically corn and potatoes, is estimated using data from 1978 through 1986 of real own price at the export site, Japanese consumer expenditures adjusted by Japan's CPI, and Japan's domestic production of frozen corn and potatoes. Commerce Department data on exports by Customs District was used to disaggregate import demand by region; namely Oregon, Washington, the two together as Pacific Northwest, and the total U.S. It was found that the demand for frozen corn imports is more responsive to changes in real own price than the import demand for frozen potatoes. Income elasticities were positive and higher for frozen potato import demand than for frozen corn demand, except for Oregon originating exports. Production in Japan of frozen corn has a higher negative impact on exports from Oregon ports than Washington based exports. Production of frozen potatoes in Japan did not have a negative impact on import demand from any of the four export sites.<br>Graduation date: 1989

This Work Project presents a Nomad Foods Equity Research with a perspective regarding the company’s future performance. Nomad Foods belongs to the European leaders in the frozen food’s industry. The company’s value was computed based on its expected cash flows. The recent pandemic outbreak and the lockdowns established worldwide, enhanced the company to increase its revenues at an outstanding level since the durability and convenience of its products perfectly met population’s needs during the pandemic. Consequently, Nomad Foods valuation depends on COVID-19 evolution. The one year expected return is 8.71%,therefore the final recommendation is to HOLD Nomad Foods’ position.

碩士<br>國立臺北科技大學<br>管理學院經營管理EMBA專班<br>102<br>Most of Taiwan, frozen food macaroni pasta with Western-oriented, as Chinese frozen pasta processing procedures are complicated and technical bottlenecks exigencies, asked the city currently no product, the paper case company, the Department of traditional fresh refrigerated pasta processing industry, with a pasta technological innovation and transformation frozen processed frozen pasta processing areas. Through the development of products and features to differentiate their products, fresh chilled successfully with traditional processing industry segmentation of market segmentation and product positioning and brand construct. Industrial analysis business strategy via questionnaire Chinese frozen pasta processing industry is facing raw material side, the difficulties and bottlenecks in different facets of the manufacturing end of each study, the marketing end of the display industry supply chain measures required by the use of "collaborative IV procurement mechanism", the original material minimize the impact of changes in the cost of risk. Upstream suppliers of raw materials, semi-finished midstream processor resources integrated into various raw materials and semi-finished modular, reducing the risk of a huge investment in equipment, while incorporating integrated logistics chain and distributor of frozen (cash flow) system, reduce logistics costs and access marketing costs, improve access bargaining power, enhance brand competitiveness.

碩士<br>國立高雄科技大學<br>企業管理系<br>107<br>Facilitating by the advance of science and technology on prepared frozen foods, efficient supply chains, and fast-growing sales channels both in the domestic and foreign markets, it is optimistic about the further growth of prepared frozen foods industry. In order to transform the industry into a high value-added one, firms of prepared frozen foods need not only adequate management and control systems, but also leaderships with excellent abilities of business administration. Based on the AHP approach, this research aims at constructing a competence-based managerial talent model of the second generation successor of SME companies for this industry. Twenty high ranking executives and experts of the industry are invited to participate in this study to elicit and collect their professional opinions. Through a literature review, followed by interviews with experts and researchers who have practical experiences in the industry, this study proposes a model with five dimensions and eighteen criteria for constructing the AHP model. The empirical results show that “conceptual skills” is the most important among five dimensions, followed by “professional skills”, “interpersonal skills”, “trust mechanism”, and “personality traits”. As to the eighteen assessment criteria, the top 5 most critical criteria are “customers trust”, followed by “communication and coordination”, “team build-up”, “familiarity with frozen food industry”, and ”organizational commitment”. Finally, we have some advices to those who are or will be the second generation successor of firms in the prepared frozen foods industry: (1) to integrate management talents and human resources management; (2) to have a cultivating plan for second-generation succession; (3) to use the research results as the initial model for cultivating successors, and have adequate adjustments as the external environment changes; (4) to increase internship opportunities from the industry; (5) to encourage participation of on job training and training courses outside of the industry.

碩士<br>國立成功大學<br>高階管理碩士在職專班(EMBA)<br>104<br>The development of globalization has brought a more prosper society yet intensified life pace like never before. Such development has gradually changed the people’s eating habits and thus some new kinds of food are created. Among the newly introduced eating habits, frozen food has enjoyed a significant growth in both sales and demand, hence globalization has offered a business opportunity for frozen food industry. Yet the business opportunity cannot reach its full potential without efficient management and operational activities and its perpetual operations and successful management will be depending on the application of credible management tools and methods. This research will set its objective as to establish benchmark for measuring the performance of operational management in frozen food industry. This research investigate how enterprises can establish measurement for operational performance through planning and how such measurement and structuralize production can be implemented. This study built its initial model by collecting historical data and literature as well as interviewing experts in current businesses in related fields, then the study conducted field study through questionnaire on experts; then this study applied scientific analytic methods to establish standards to measure operational performances. Finally, this research used AHP (Analytic Hierarchy Process) to calculate the weights of each measurement in order to establish a set of objective and quantified operational management performance measurements for the future reference of the frozen food industry. The recent booming of marketing channels as well as intensified market competition has led many medium and small-sized businesses struggled. Hence this research used several medium and small-sized frozen food producers as examples to explored related issues. This research expected to establish management measurement benchmarks in five facets: production cost, quality, flexibility, speed and reliability. The additional 17 minor management measurement benchmark are to be used to be tested by producers included in our cast studies. Since this study focused on small businesses, after considering human resources and other priorities that are typical concerns for small businesses, we recommended enterprises in our research to introduce our models and benchmarks by time phases. Each time phase has an individual schedule and by the end of each month, management operations will be measured and checked using our models and benchmarks. After short-term goals being reached after each month, enterprises will re-examine their circumstances and internal problems im management, then they will decide to maintain the existing benchmarks or to create new standards for the purpose of maximizing the benefit brought by operational management.

碩士<br>國立中興大學<br>農業經濟學研究所<br>86<br>The frozen prepared food industry is ongoing its structure, and developing its product items in recent years for reacting to the external environmental changes and the intensified market competition. Based on strategic consideration, most firms adopted vertical integration or coordination, especially backward integration. What are the factors affect the degree of backward integration in the forzen prepared food industry? Were the high transaction costs an important factor contribution to this backward integration? 　　According to the concept of transaction cost theory, a transaction could incur several cost items more or less, such as searching costs, bargaining costs, monitoring costs, enforcing costs and costs of contingency. There costs will affect the willing of integration. 　　To answer above questions, a transaction cost model has being tested and verified by the Probit analysis method with 80 observations to demonstrate that the adoption of backward integration strategy is due to the high transaction costs. The empirical results indicate that transaction cost theory is useful to explain the behavior of backward integration in frozen prepared food industry.

碩士<br>國立成功大學<br>高階管理碩士在職專班(EMBA)<br>106<br>Recently, with the changing of life paces and diversification of meal, frozen food market has grown rapidly both in domestic and international markets. The main purpose of this study is to explore the market entry barriers for frozen food industry in Taiwan. This study surveyed 26 new participants and original dealers domestically. In addition, this study adopts AHP questionnaire as research method to collect research data. The strategy for entering the frozen food market through literature review and the researcher’s experiences is developed and the AHP method is also used as the research method. The findings of this study are as follow: At the first level, “Brand”, “Channel”, “Difference”, “Familiarity” and “Cost” are the key dimensions. At the second level, “Reputation”, “Attribute”, “Types of Sale”, “Quality”, “Channel Price”, “Trust”, “Identification” and “Product” are top eight key factoes.

碩士<br>國立中興大學<br>農業經濟學系<br>85<br>An Analysis of Vertical Integration in Taiwan Frozen Food Industry. Ching-Sheng Sun The total production value of Taiwan frozen food industry was NT$ 77,257 million dollars in 1996, ranking as second largest industry next only to the slaughtering industry in food sector. The export-oriented frozen food industryhas previously been adopting vertical integration or vertical coordination strategy for ensuring the material supply. The frozen food industry has undergone the re-structuring, and enlarged the firm sizes in recent years for reacting to the external environmental changes and the intensified market competition. Vertical integration or coordination was more common adopted due to strategic consideration. What led to thisstrong tendency toward backward integration in the frozen food industry? Were the high transaction costs an important factor contribution to this backward integration? What are the causes of the vertical integration?To answer above questions, a transaction cost model concernig the degree of vertical integration has being tested. The model is verified by the Probit analysis with 53 observations to demonstrate that the adoption of backward integration is due to the high transaction costs. The empirical results indicate that transaction cost theory is useful to explain the behavior of backward integration in frozen food industry. Finally, the small number of exchanges, asset specificity, and scale of products are recognized as the major factors of enlarging the transaction cost.

碩士<br>東海大學<br>食品科學系<br>93<br>Frozen Prepared Food Industry appeared more than forty years ago and is now entering a completely-developed period. Due to a gradual transformation in social structure, diet habit, food-supply chain, and to a new integrated service proposed among distributor、food services providers and restaurant industry, the industry has been, however, faced with a new approaching growth. A strategic group means a group in which several firms take the similar or the same set of strategy. Analysis in strategic groups can help the firms realize the structure and its competition in the industry and confirm the direct strategy for a long-run dominant position. Therefore, the study aims to apply the theory of strategic groups to the research in Frozen Prepared Food Industry, and to investigate the relation between the strategic group and its performance. Choosing 34 strategic variables developing four strategic dimensions (raw material、production、delivery、marketing from frozen food supply chain), this research has furthermore extracted 11 factor dimension by factor analysis, and has divided them into four strategic groups by cluster analysis. After using discriminant analysis to test the stability of grouping, this discriminant rate has been showed to reach 100％. The result illustrates that the stability of groups is good. Besides, by one way anova analysis, we found there were significant differences in 10 strategic dimensions, which demonstrated that each group follows different strategic. Thus, we can follow different strategies to cluster the 42 firms into 4 strategic groups in Taiwan. The 4 strategic groups are named：product oriented strategy group、middle strategy group、international＆differentiation strategy group、low cost＆market focus strategy group. Statistical tests are used to evaluate the difference in performance between each group, the results indicates that there are significant cross-group differences in performance, and revealed that each group follows its strategy to affect different performance, especially group 3, named the international＆differentiation strategy group, which has a batter performance.

碩士<br>大葉大學<br>事業經營研究所<br>83<br>The primary goal of this research is to study whether the per- formance of those companies which have invested in Mainland China for at least three years is affected by their original ownership strategies. The second goal of this research is to find out whether there is any relationship between ownership strategies used and the management styles of companies. Finally , with the above findings, we will propose a ownership strategy that may fit most of the companies in Mainland China. Case study method is used in this research because the number of frozen food processing companies is small (less than twenty) This includes the collection of primary data and secondary data locally, and a field study in Mainland China. With those data, we made a few hypotheses and some conclusions. The study has found that the best ownership strategy for Taiwanese enterprises in Mainland China would be "allowing Taiwan investment group to be responsible for operating and managing the joint venture with certain conditions".

碩士<br>東海大學<br>財務金融學系碩士在職專班<br>104<br>Abstract This study mainly focuses on the impact of working capital (WC) and capital expenditure (CE) on the corporate performance in the frozen food market in Taiwan. In recent years, the enterprises put a high value on WC and CE. Managers would also like to improve the corporate performance by managing WC and CE to get a better efficiency for the company. The samples of this study are basically the relevant public traded frozen food companies in Taiwan from 1991 to 2015. Evaluate WC with inventory, accounts receivable, accounts payable, current assets and current liabilities and assess CE with fixed assets and acquisition of properties in order to investigate the impact of WC and CE on the corporate performance. According to the empirical result, WC has positive impact to the company ROI performance. The frozen food industry in Taiwan is the business with strong association with the company scale. It shows the fact that factors in large scale industries always increase, factors such as total assets, sales revenue, fixed assets, cash funds or temporary investments. In the research of WC, the accounts receivable of upstream frozen food industries in Taiwan mostly come from the downstream customers, and the customer base is stable but with longer term of promissory notes. Also, the inventory of frozen foods is restricted by the expiration date compared to the downstream frozen food industry facing directly to the retailers and customers. The fast customer flow generates more cash transactions and less accounts receivable. The inventory can be dispatched quicker according to different places. If the food safety goes wrong or epidemic situation breaks up, the upstream and the downstream of the food company will be influenced significantly and negatively. According to the empirical result, CE has reverse impact to the company ROI and business performance. As for CE, fixed assets to total assets, the downstream companies are clearly different from the upstream companies. The fixed assets of upstream companies refer to the land, the factory and equipment of frozen food, but the downstream companies are more for the new equipment and logistic investments for responding to the diversifying needs from customers. It also shows that the frozen food industry puts more capital investments in the changing market when facing directly to the consumers. Therefore, it concludes that working capital management and capital expenditure investments play a crucial role in the improvement of corporate performance in Taiwan frozen food industry. Key words: Working Capital, Capital Expenditure , Business Performance, Return On Investment

碩士<br>國立中正大學<br>會計與資訊碩士在職專班<br>107<br>Abstract The food industry plays an essential part of civilian livelihood industry. Among its divisions, frozen food is one of the most important items, and it has also been a crucial contributor to the economic growth in Taiwan. With the progress of the times and the changes in lifestyles, frozen foods have been well developed. Meanwhile, the frozen precooked foods have also flourished because of their easy-to-cook, convenience and delicious qualities to consumers. However, due to the opening of the free trade market and the easy entry of new competitors into the market, frozen food handlers should contemplate about how to face growing challenges through corporate transforming and upgrading. This study was conducted with in-depth interviews, employing qualitative research methods to explore the case company. In the face of environmental changes in the country, the evolution of market sales channels, and the differentiation in consumer preferences and purchase habits, What Strategies as well as business policies a food manufacturing industry should develop to ensure its continuity to strive are often the top issues to the management. The case company has been engaged in the manufacture of frozen precooked food for more than 40 years. It is a wholly family-owned business operator. Under the leadership of the founder with vision, keenness and responsibility, the company has achieved this fruitful status. Five key sucess factors are concluded for analysis and discussion under the research on the case company; The Key Sucess Factors that the case company has employed as their strategies for transforming and upgrading over the years, resulting in their ability to achieve their goals are as follows; 1. Maintaining the status quo is a step backwards. The way for a company to maintain its competitiveness is to improve continually. 2. The degree of the owner's participation and the practice of strategies are crucial factors in determining the success of the transforming and upgrading. 3. Continuity in new product development, improvement on production efficiency, product differentiation, and breaking away from cost competitive markets. 4. Emphases on product safety and production security, full attention to consumer services, and elevation of consumer brand loyalty. 5. Improving the quality of human power to maintain competitive advantages.

碩士<br>東海大學<br>食品科學系<br>84<br>This research bases on theory of industry organization and economics and utilizes statistical methods such as -square test and factor analysis to develop a methodology to evaluate the welfare loss within the frozen prepared food industry through the OEM (original equipment manufacturing) behavior, and to discuss the major factors which affecting the OEM decision. The major findings are summarized as follows: 1. the existence of OEM behavior does increase the concentration ratio in frozen prepared food industry, especially when the market are broken down into specific item. This can be interpreted to be the realization of product specialization and product-specific economy of scale. However, in the present stage of this industry, the conduct(OEM) could not only meet the demand of small volume and various varieties from the consumer, but also achieve economy of scale and economy of scope through multi- plants operation. As a result, we can conclude that the behavior of Taiwanese frozen prepared food industry is consistent with the industrial economics theory. Facing the problem of over capacity of production within the industry, manufacturer can try to expand domestic consumption, the market for organization buyers, as well as the export market. The first five important factors affecting manufacturer''s decision to ask for other manufacturer to do OEM for them are: firstly, to expand business area; secondly, to meet diversified demand of consumer; thirdly, to meet the requirement of marketing channels; fourthly, to test the market and finally, to produce more flexibly. all of this indicates that manufacturers are more concerned with the market strategy than cost reducing. On the other hand, the major reason for manufacturers to accept the orders to do OEM for other company is to consume their over capacity in production and not for the improvement of the level of technology . The - square test shows that higher the company''s capital and promotion budget; and the fewer number of employers , the higher tendency for the company to ask other manufacturer to do OEM for them. It also shows that the higher the capital and promotion budget, the higher tendency for manufacturer to do OEM for the major marketing channels. As for the manufacturer''s market strategy for future, the first five of the most important items are: improving quality of products, developing new products, emphasizing R&D, improving packaging and segmenting the market. This indicates that manufacturers pay more attention on the products and try to avoid the price competition by product differentiation and market segmentation. 2. Although the market for individual product does tend to be more concentrate when we take into account for the OEM behavior in the industry, the concentration ratio for frozen prepared food as a whole does not change significantly after the consideration of OEM behavior, as a result, we can conclude that the welfare loss due to OEM behavior is not large. However, to analyze welfare loss of the frozen prepared food industry, it shows that the allocation inefficiency is about 1.24% of total production value, the valudet is consistent with previous research in other country in different industry, and if we add in the expenses of advertising and promotion, the X-inefficiency value add up to be 6.8%. Furthermore, if we take into account for the X-inefficiency due to overcapacity of industry and managerial diseconomy as well as the income transfer, the value is 18.97% of total production value. The conclusion we can draw from this is the welfare loss from frozen prepared food is mainly resulting from the X- inefficiency and income transfer. 3. Although the OEM behavior in industry can reduce the X-inefficiency resulting from over capacity of production in the short run, it will increase the income transfer from the consumer to producer in the long run. therefore, the OEM behavior between manufacturers is not encouraged. On the other hand, the development of private label (marketing channel''s brand) product can reduce the consumer''s welfare loss, and to a certain degree, also compete with the major large manufacturer''s existing market power. However, it should also be noticed that strong power of the marketing channel might in return distort the producer'' s market structure resulting an undesired market structure.