Fragile planet organic apple juice

Harvard Case Study

Wiikano Orchards

Introduction On a beautiful morning in September 2017, Dena Yazzie—president of Wiikano (pronounced we-

kah-no) Orchards—sat in her office, which overlooked an apple orchard that her family had owned and run since 1928. Wiikano had produced and sold fresh-pressed apple juice in the midwestern United States under the brand name Tuwa for decades. Yazzie had been reviewing a proposal to address the company’s ongoing losses by rebranding Wiikano’s apple juice, raising its prices, and promoting the brand. If the proposal succeeded, wholesalers and retailers would be more likely to distribute and pay more for Wiikano’s juice. Although Yazzie was still unsure about what to do, she had only four days to make her final recommendations to her Board of Directors.

Fruit Farming and Juice Production

The fruit and nut farming industry in the United States included farmers who grew and sold non- citrus fruit and nut crops. In 2016, estimated sales were $28.7 billion ($6.1 billion in profit) with projected annual growth of 2.7%.1 Exhibit 1 contains revenue information for major varieties of fruits and nuts.

The juice industry included producers of citrus fruit, non-citrus fruit, and vegetable juices. In 2016, juice production in the United States yielded $12 billion in revenue ($695 million in profit). Analysts projected no growth through 2022.2 Citrus juices dominated the market. See Exhibit 2 for data on market share.

Demand for conventional juices was expected to decline, but demand for blended fruit and vegetable juice with exotic flavors and nutritional enhancements was expected to increase.3 Juice was distributed primarily through supermarkets. Exhibit 3 contains information on market share for the major distribution channels for juice.

__________________________________________________________________________________

HBS Professor Emeritus Benson P. Shapiro and Ohio University Professor Katherine B. Hartman prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. Although based on real events and despite occasional reference to actual companies, this case is fictitious and any resemblance to actual persons or entities is coincidental.

Copyright © 2018 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School.

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The Apple Industry in the United States

In 2016, the United States produced more than 5.4 million tons of apples. The 7,500 apple producers grew more than 100 varieties of apples across 32 states. Approximately two-thirds of the U.S. apple crop were sold as fresh apples.4 The industry comprised several key groups:

• Commercial apple growers grew and picked apples from trees arranged in orchards designed for maximum food production.

• Packers graded, sorted, classified, and stored apples for sale to processors, wholesalers, and retailers.

• Processors used apples to make apple products such as apple juice, canned apples, apple sauce, and apple cider.

• Shippers transported apples to and from channel intermediaries.

• Food brokers (independent commissioned sales agents who represented noncompeting suppliers) helped food producers market and sell their goods.

Growers shipped to packers for storage, packing, and sales or to processors for juicing, canning, or saucing. Packers and processors then distributed to retailers indirectly through wholesalers and exporters, or directly to supermarket chain warehouses. A small percentage of the market was sold directly to consumers through roadside stands, farmers markets, and onsite retail stores.5 Through food brokers, growers negotiated contracts with buyers for current or expected production.

Buyers’ willingness to pay fluctuated multiple times per day based on current and expected supplies. Prices differed by apple variety, quality, origin, and intended use. For example, juice-grade McIntosh apples from Appalachia might net only one-tenth the value of fresh-grade Honeycrisp apples grown in Washington State. Exhibit 4 provides season-average grower prices (in 2005–2015) for processing apples.

In the early 2000s, the industry was consolidating due to low prices and the purchasing preferences of large grocers.6 Many packers merged their operations, while other companies integrated vertically by combining growing, packing, and processing operations to create large-scale operations. Major retailers tended to purchase directly from large-scale operations that provided consistent supplies throughout the year.

Apple Juice Production and Distribution

Processors could use fresh apples to produce either apple juice or apple cider. Typically, apple cider denoted a raw, unfiltered, ready-to-drink liquid. Apple juice was filtered, pasteurized, and vacuum sealed.7 Apple cider was usually refrigerated, with a 10-day shelf life. Through processing, apple juice could be made shelf-stable with a three-month shelf life. Most apple juice was made by adding water and sugar to apple concentrate, which was a frozen or powdered apple essence product, but some premium or “natural” apple juices were made from fresh-pressed apples. Decreased demand, lack of brand loyalty, and imports had increased price competition. Approximately 85% of the apple juice consumed in the United States was imported from abroad, with 70% originating from China.

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Retail Market

Fresh apples and apple products were sold through a variety of retailers. The product mix that retailers carried depended on the square footage of the retail outlet, product assortment, geography, season, and consumer demand. For example, small “mom-and-pop” grocers carried a dozen apple products, while supercenters carried hundreds of apple products and dozens of brands.

The variety of foods and brands available had grown as the average size of supermarkets increased. In the early 1950s, supermarkets carried one or two variations of a product item and offered a few national or regional brands plus one store brand. By 2016, supermarkets offered many variations of product items and multiple store brands. For example, Kroger was the largest supermarket chain in the United States in 2016, with more than 2,750 supermarkets nationwide and a 16% market share; 26% of Kroger’s total sales were from its portfolio of a dozen store brands.8 Its private-label sales had increased from $15 billion in 2012 to $23 billion in 2016.9

Competition

Increases in product variety and branding had changed the competitive landscape for apple juice producers. In 2013, U.S. sales of shelf-stable, bottled apple juice were $922.45 million.10 Sales included private-label brands (35%), national brands (35%), and other brands (30%), such as those offered by local, regional, or grower-owned cooperatives. The top four national brands were Mott’s, Juicy Juice, Minute Maid, and Tropicana. Examples of “other” brands included Musselman’s, Lucky Leaf, Tree Top, Old Orchard, Indian Summer, and White House.

Competition varied by geographic region, population density, and number of retailers. In a small metropolitan market in southeastern Ohio, for instance, there were two small independent grocers and a large Kroger supermarket. In 2017, the Kroger store offered more than 70 nonfrozen versions of apple juice in different sizes, packages, and blends—including 11 variations of 100% apple juice in 64-ounce, shelf-stable, plastic bottles. The larger of the two independent grocers offered five brands, while the smallest offered three. All three stores carried Mott’s and Juicy Juice. Exhibit 5 lists a sample of apple- juice brands that these supermarkets carried. None offered juice made from 100% fresh-pressed apples.

Consumer Attitudes and Behaviors

Between 2004 and 2014, annual per-capita consumption of juice (in servings) had decreased:11

• Fruit juice (total): 123 to 96

• Orange juice: 57 to 51

• Apple juice: 18 to 16

• Fruit juice consumed during breakfast: 87 to 64

• Fruit juice consumed by adults 45+ years of age: 128 to 93

• Fruit juice consumed by adults 18–44 years of age: 90 to 78

Industry analysts attributed the decreases to several factors, including consumer demand for reduced-calorie beverages and competition from fruit-flavored waters. 12 Consumers’ concerns about the high sugar content in juice negated its previously healthful reputation. 13 In addition, younger adults wanted innovative blends that offered nutritious alternatives to traditional juice flavors. 14

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Based on a survey of 500 midwestern shoppers, the top three reasons for purchasing a juice drink were health benefits (46%), flavor appeal (41%), and perceived quality (30%). The reasons for buying a specific brand of bottled apple juice were comparable price (54%), perceived quality (41%), and familiarity (21%). For purchasers of apple juice, more than 70% planned to drink it as is, and 30% planned to use it as an ingredient. In addition, 64% claimed to want to “buy local.”

Wiikano Orchards Company Headquartered in the Ohio River Valley, Wiikano Orchards was a family-owned and operated

apple orchard of 120 acres. Wiikano also owned a facility for producing apple juice. The Yazzie family purchased its first 32-acre orchard in 1928. In 1968, the family renamed the company to honor its Shawnee Native American heritage. Wiikano, a Shawnee phrase spoken during a meal, roughly translates into English as, “It is good.”

Orchard Structure

Production costs for apple orchards included land preparation and maintenance, trees, planting, orchard development and maintenance, pest management, harvest, storage, and labor. Advances in agricultural sciences allowed commercial apple orchards to use high-density tree planting, which had increased tree densities from 150 to 250 trees per acre to 500 to 1,000+ trees per acre.15 As compared to trees of traditional height (15 to 30 feet tall) planted 20 to 35 feet apart, high-density orchards utilized dwarf trees (8 to 10 feet tall) planted closely together (5 to 9 feet apart). The benefits of high-density orchards included earlier production, quicker return on investment, and improved fruit quality.16 However, high-density orchards required expertly executed tree training and pruning, as well as substantially more water than traditional orchard designs did.

Wiikano used a high-density system that was introduced in 2008. Wiikano spent an average of $850 per acre for land preparation and $15,800 per acre for tree planting to produce 908 trees per acre. Full production was expected by 2028. Due to ineffective training and pruning, the orchards averaged 818 trees per acre (90% optimal) in 2016. Exhibit 6 provides a comparison of production budget versus actual costs for 2016.

Wiikano’s orchards produced apples with a quality grade appropriate for apple juice and cider. In 2016, the average yield per acre was 54 usable tons, approximately 6% less than planned. Apples were stored in controlled atmosphere storage for up 12 months.

Marketing Mix

Wiikano originally sold fresh apples and value-added products such as handmade apple cider, applesauce, and apple butter direct to consumers through farmers’ markets and a small, onsite store. However, by 2016, more than 90% of the company’s total revenue was from apple juice sales; Wiikano produced 1.8 million half-gallon bottles of apple juice that year, using an average of six pounds of apples to produce each bottle. It made apple juice from 100% fresh-pressed apples (rather than from apple concentrate) with no added sugar.

Wiikano bottled apple juice under its own brand and for store-owned, private-label brands. Company-label sales averaged 70% of Wiikano’s total juice sales. Its company brand, Tuwa (a Native American name for girls that means “Earth”) was available in more than 100 supermarkets. Tuwa constituted about 20% of sales of apple juice by most of its major retailers. After broker and wholesaler fees, Wiikano earned $0.52 per unit. Retail prices averaged $2.69 and ranged between $2.19 and $3.29.

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Accounts for store labels included more than 40 small grocery store independents and chains. Many accounts were loyal to Wiikano because its minimum order size was less than that required by larger processors. Store labels remained steady at 30% of total juice sales. After fees and allowances, Wiikano received $0.49 per unit.a Retail prices averaged $2.49 and ranged between $1.99 and $3.19. Exhibit 7 provides a summary of Wiikano’s income statement for 2016.

Wiikano sold primarily in markets in the Midwest through small food wholesalers that in turn sold to independent grocers located in small cities or towns. Generally, these grocers did not have enough volume to purchase from larger wholesalers and were not affiliated with retailer-owned cooperatives. Although not considered brand-loyal, grocers that carried Tuwa believed it fit a niche market for fresh- pressed apple juice. On average, wholesalers sold both store brands and the Tuwa brand to retailers for $0.98 per unit.

Wiikano spent little on consumer promotions. Instead, wholesalers offered price or volume discounts to grocers, who then offered discounts to consumers. In the last several years, wholesalers had demanded more discounts as sales declined and consumer price sensitivity increased. Wiikano believed the Tuwa brand had little or no brand loyalty among consumers or trade customers. Instead, both groups appeared to base their purchases primarily upon price.

The Proposal During the summer of 2017, Dena Yazzie’s niece, Tahki Yazzie, worked as an intern with the

company. As a marketing major at Ohio University, Tahki focused her internship project on branding. Under the guidance of Ruby Woodward, Wiikano’s Director of Sales and Marketing, she developed a proposal to reposition the Tuwa brand. The proposal emphasized product benefits based on three brand pledges: to be meaningful to customers, to be distinct from competitors, and to be authentic. Exhibit 8 summarizes the final ideas developed.

To implement the ideas, Tahki’s proposal recommended a three-pronged marketing communications strategy: rebranding, digital marketing, and in-store promotions. In addition, the proposal suggested an increase in the price to wholesalers from $0.52 to $0.60. The suggested wholesaler-to-retailer price was $1.10 per unit, with a $2.99 suggested retail price.

Branding

The proposal recommended a new brand name, Nepi Orchards, and packaging changes. The new brand name emphasized the orchard and its Shawnee heritage (nepi means “water”). Undergraduate students at Tahki’s university generated and tested ideas for packaging as a project for a marketing research class. They conducted 15 focus groups with consumers who were shown different label designs and asked about color, graphics, and wording preferences. The consumers were then asked to react to Tuwa’s current packaging. The most common words used to describe this packaging were “generic,” “cheap,” “outdated,” and “boring.” Exhibit 9 summarizes the students’ suggestions. To make the suggested changes, estimates from the suppliers of labels and bottles projected a $0.01 increase in costs per unit.

a Wiikano received $0.02 less per unit for store-label brands because wholesalers or retailers provided their own printed labels.

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Digital Marketing

The proposal recommended promoting to consumers through basic digital marketing, including a redesigned website and an increased social media presence. In 2016, Wiikano had a rudimentary website and engaged in no social media marketing. The new website would provide text and picture content about Wiikano (e.g., orchard history, family history, sustainability, food safety, and corporate philanthropy), apple history and health benefits, recipes using apple juice, promotions, and a members- only fan club with games and contests.

The site would be designed so that visitors could interact with content. Ideas included recipe submissions, an “Ask the Orchard” blog, games, and contests. Through a social media account, visitors could log in and earn reward points for participation. Reward points could be redeemed for coupons or promotional items (e.g., coloring books, t-shirts, reusable grocery bags, lunch coolers, and tumblers). Initially, social media marketing would include advertising through Facebook, Instagram, and Twitter. The proposal budgeted $25,000 for digital marketing, $10,000 for the website and social media maintenance, and $5,000 for promotional items.

In-Store Promotions

The team believed most consumers would make decisions at the point of purchase. Instead of coupons and in-store displays, it recommended using hangtags and cause marketing to draw attention, using the donation to encourage purchase. Hangtags would be placed on bottles three times per year. Each would describe a $0.10 donation for every purchase to a specific charity, such as the American Indian Educational Fund and Feeding America. The team found a research study in which 54% of consumers surveyed “bought a grocery product associated with a cause”; 91% wanted “products and service they use to support a cause.”17 Based upon interviews with retailers, few apple juice brands did this. However, almost all retailers were enthusiastic and asked how they could cosponsor the promotion. The proposal budgeted $40,000 per year for hangtags and donations.

Management Reaction

In late August 2017, Tahki presented her proposal to the management team, which included Dena Yazzie; Ruby Woodward, Director of Sales and Marketing; Sam Slater, Director of Operations; and Malia Mohammed, Chief Financial Officer. The team’s reaction to the proposal was mixed.

Woodward supported the proposal as presented: “Emphasizing our benefits to consumers will make us the apple juice brand of choice. Generating consumer preference for our apple juice will allow us to increase prices and may even open new opportunities to sell to grocers who specialize in higher- quality products.”

Slater disagreed: “We don’t have proof of concept for a new brand. Without a guarantee for better profit margins, our supermarkets won’t be willing to stock the new brand unless we offer heavy trade allowances. I estimate that trade allowances could decrease our earnings per unit for company-branded apple juice from $0.52 to $0.50. We should do a small test market first.”

Woodward was skeptical,

“There is no time to conduct a test market. Harvest season is almost over. My department has scheduled the annual meetings with retailers and wholesalers to discuss our production capabilities in early October. This proposal will work. I think Tahki is being too conservative in her forecasts. If done right, we could increase our average per-

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unit revenues for our company brand to $0.62 and our private-label brand to an average of $0.54 per unit. I also think we will increase our direct-to-consumer revenue by 20%.”

Mohammed had her own opinion: “Are those projections realistic? We cannot afford to make major changes. We need to focus on improving harvests and reducing costs. Let’s even reconsider getting out of the apple juice business and just sell our apples outright.”

By the end of the meeting, it was clear that the team was undecided. After thanking Tahki for her hard work, Dena turned to the others: “All of you have made good points. As Ruby stressed, we must decide quickly. We need to have a proposal to the board in four days.”

Decision

As she sat in her office, Dena reflected on the meeting and began to make notes. Accepting the proposal to rebrand and reposition Tuwa would require major changes. The Tuwa brand had been part of the company for decades, and making these changes seemed risky. Nonetheless, continuing with the current marketing strategy did not seem viable unless other changes were made.

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Exhibit 1 Major Fruit and Nut Crops in the United States

Fruit and Nut Crops Revenue (%)

Almonds 21.9%

Grapes 21.6%

Apples 10.6%

Strawberries 10.7%

Pecans and walnuts 8.8%

Cherries, blueberries, and cranberries 7.5%

Peanuts 3.0%

Other fruits and nuts (e.g., peaches, pears, nectarines) 15.9%

Source: Viraj D’Costa, “Fruit & Nut Farming in the US,” IBISWorld Industry Report 11135, November 2016, IBISWorld, accessed June 2017.

Exhibit 2 Juice Production Segments in the United States

Juice Products Revenue (%)

Orange juice 52.2%

Non-citrus fruit drinks and smoothies 33.8%

Lemonade 8.2%

Vegetable juice blends 1.2%

Other “100%” juices (e.g., apple, pineapple, berries, cider) 4.6%

Source: Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017.

Exhibit 3 Juice Markets in the United States

Juice Distribution Channels Revenue (%)

Grocers and supermarkets 40.8%

Convenience stores and gas stations 21.0%

Warehouses and superstores 18.6%

Vending machines 8.4%

Exports 7.5%

Other (e.g., hospitals, schools, drugstores) 3.7%

Source: Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017.

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Exhibit 4 Season-Average Grower Price ($/ton)* in the United States for Apple Processing

Year Canned Juice and Cider Frozen Dried Fresh Slices

2005 149.00 67.40 134.00 59.40 229.00

2006 158.00 102.00 167.00 61.90 240.00

2007 184.00 179.00 238.00 182.00 286.00

2008 240.00 140.00 250.00 75.60 486.00

2009 161.00 91.90 154.00 53.00 325.00

2010 207.00 149.00 198.00 143.00 377.00

2011 230.00 198.00 246.00 214.00 357.00

2012 395.00 221.00 328.00 176.00 302.00

2013 223.00 145.00 233.00 191.00 383.00

2014 202.00 122.00 234.00 152.00 425.00

2015 238.00 130.00 243.00 186.00 409.00

*Note: Does not include broker fees, commissions, and return allowances (≈10%).

Source: United States Department of Agriculture, National Agricultural Statistics Service, “Noncitrus Fruits and Nuts: 2016 Summary,” June 2017, http://usda.mannlib.cornell.edu/usda/current/NoncFruiNu/NoncFruiNu-06-27-2017.pdf, accessed July 2017.

Exhibit 5 Apple Juice* Brands and Non-Sale Prices in a Single Market Area

Brand Type Kroger ($) Independent Supermarkets (average $)

National Mott’s (2.99)

Juicy Juice (2.79)

Mott’s (3.09)

Juicy Juice (4.49)

Regional Indian Summer Premium (2.69)

Old Orchard (2.99)

Indian Summer Premium (2.89)

Private or Store Kroger Original (1.49)

Kroger Natural (2.29)

Kroger Unfiltered Honey Crisp (2.29)

Simply Truth Organic (2.99)

Our Family (2.85)

ShurFine (2.69)

Full Circle Market Organic (4.19)

Specialty† Hansen Natural (3.99)

Fragile Planet Organic (5.69)

Fragile Planet Unfiltered (5.69)

n/a

*100% apple juice sold in 64-ounce, shelf-stable, plastic bottles.

†Shelf displays located in the natural food section.

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Exhibit 6 Apple Orchard Production Costs Per Acre: Budget versus Actual, 2016

Budget ($) Actual ($)

Total Variable Costs $4,833.00 $4,658.38

Lime 13.00 11.23

Fertilizer 55.00 50.08

Herbicides 135.00 123.95

Fungicides 450.00 408.64

Insecticides 400.00 377.23

Labor—Maintenance 1,000.00 970.65

Labor—Harvesting 1,600.00 1,510.00

Plant growth chemicals 40.00 30.46

Miscellaneous 150.00 148.40

Crop Insurance 350.00 387.12

Diesel Fuel 200.00 191.38

Equipment Repairs & Maintenance 300.00 309.71

Interest on Operating Capital 140.00 139.53

Fixed Costs $575.00 $570.22

Tractors 75.00 74.25

Equipment 300.00 295.97

Cost of Land 200.00 200.00

Total Specified Costs per Acre $5,408.00 $5,228.60

Number of Trees per Acre 908 818

Production Cost per Tree $5.96 $6.39

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Exhibit 7 Income Statement Summary, 2016

FY 2016 ($)

Revenue $1,220,160

Apple Juice—Private Label (648,000 units @ $0.49 per unit) 317,520

Apple Juice—Company Label (1,512,000 units @ $0.52 per unit) 786,240

Direct-to-Consumer (Retail & Farmers’ Markets) 116,400

Costs $1,235,380

Apple Production (120 acres @ $5,228.60 per acre) 627,432

Apple Juice Production (2,160,000 units @ $0.18 per unit)* 388,800

Direct-to-Consumer Sales (Retail & Farmers’ Markets) 75,480

Headquarter Operations 143,668

Profit (Loss) Before Taxes & Subsidies $(15,220)

*89% of the cost of producing apple juice was variable.

Exhibit 8 Brand Pledges

Customers Competitors Company (Us)

Pledge Be Meaningful Be Distinct Be Authentic

Vision o Focus on the benefits our customers want

o Connect benefits to our customers’ values

o Acknowledge points of parity

o Emphasize points of difference

o Demonstrate roots and values

o Showcase social responsibility

Key Words

Health Benefits

No Sugar Added

Hydrating/Energy

100% Juice

100% Fresh Pressed

U.S.-Produced Apples

Native American

Family Orchard

Family Owned

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Exhibit 9 Suggested Packaging Modifications

Current Packaging Preferred Packaging

Bottle Cap Color White Black

Label Background White Black

Label Graphic Two apples (medium, centered, realistic drawing)

Apple tree (large, off-center, artistic rendering resembling beadwork)

Brand Name Medium, centered Large, force-justified

Words 100% Apple Juice

Premium

Made from U.S. Apples

Not from Concentrate

100% Apple Juice

Premium & All-Natural

Made from U.S. Family Orchards

Made from Fresh Pressed Apples

Excellent Source of Vitamin C

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Endnotes

1 Viraj D’Costa, “Fruit & Nut Farming in the US,” IBISWorld Industry Report 11135, November 2016, IBISWorld, accessed June 2017. 2 Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017. 3 Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017. 4 US Apple Association, “Apple Industry Statistics,” 2017, http://usapple.org/all-about-apples/apple-industry-statistics/, accessed July 2017. 5 United States International Trade Commission, “Apples Industry & Trade Summary,” February 2010, https://www.usitc.gov/publications/332/ITS_4.pdf, accessed July 2017. 6 United States International Trade Commission, “Apples Industry & Trade Summary,” February 2010, https://www.usitc.gov/publications/332/ITS_4.pdf, accessed July 2017. 7 Massachusetts Department of Agricultural Resources, “Apple Juice and Apple Cider: What’s the Difference?” 2017, http://www.mass.gov/agr/massgrown/cider_juice_difference.htm, accessed July 2017. 8 Madeline Hurley, “Supermarkets & Grocery Stores in the US,” IBISWorld Industry Report 44511, January 2017, IBISWorld, accessed June 2017. 9 Alexander Coolidge, “The Simple Truth: Private Selection, Other Kroger Brands Drive Sales,” Cincinnati.com, July 26, 2017, http://www.cincinnati.com/story/money/2017/07/27/kroger-gins-up-own-goods-win-thrifty-consumers/472740001/, accessed July 2017. 10 Statista, “Leading Shelf-Stable Bottled Apple Juices Brands in the United States in 2013, Based on Sales (in million U.S. dollars),” 2017, https://www.statista.com/statistics/295681/leading-shelf-stable-bottled-apple-juice-brands-in-the-us-based- on-sales/, accessed July 2017. 11 Produce for Better Health Foundation, “State of the Plate: 2015 Study on America’s Consumption of Fruit & Vegetables,” 2015, http://www.pbhfoundation.org/pdfs/about/res/pbh_res/State_of_the_Plate_2015_WEB_Bookmarked.pdf, accessed July 2017. 12 Produce for Better Health Foundation, “State of the Plate: 2015 Study on America’s Consumption of Fruit & Vegetables,” 2015, http://www.pbhfoundation.org/pdfs/about/res/pbh_res/State_of_the_Plate_2015_WEB_Bookmarked.pdf, accessed July 2017. 13 Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017. 14 Chrystalleni Stivaros, “Juice Production in the US,” IBISWorld Industry Report 31211c, January 2017, IBISWorld, accessed June 2017. 15 Michael Parker, C. Richard Unrath, Charles Safley, and David Lockwood, “High Density Apple Orchard Management,” NC State Extension Publications, January 1, 1998 (updated January 3, 2017), https://content.ces.ncsu.edu/high-density-apple- orchard-management, accessed July 2017. 16 Cheryl Kaiser and Matt Ernst, “Apples,” University of Kentucky Center for Crop Diversification, April 2014, http://www.uky.edu/ccd/sites/www.uky.edu.ccd/files/apples.pdf, accessed January 16, 2018. 17 PennState Extension, Penn State Tree Fruit Production Guide, 2016–2017, 2016, tree_fruit_production_guide_1.pdf, accessed January 16, 2018.

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