#wholesale fruit market

[ninjacart]

How to Choose the Right Fruit and Vegetable Wholesaler for Your Business

Choosing the right fruit and veg wholesalers is crucial for the success of your business. A reliable wholesaler can provide you with fresh produce, competitive pricing, and excellent customer service. This article will guide you through the process of selecting the best wholesaler for your needs, ensuring that your business thrives- https://www.ninjacart.com/how-to-choose-the-right-fruit-and-vegetable-wholesaler-for-your-business/

[wholesalefriutsvegetables]

[supersabzimandi]

Fruit

[shreejifoods]

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[adinathindia]

High-Quality Natural & Organic Dry Fruits | Order Dry Fruits at Best Price | Adinath Trading Company

Dry fruits are the best snacks that energize your body & gain maximum nutritional benefits. It is very important that you consume dry fruits that are organic & natural. At Adinath Trading Company, you can get the best & premium quality dry fruits that come directly from farms and are fully organic.

[octuscle]

Another kind of gentrification

For years, this had been a quiet street. With his grocery store, Alfred had supplied the neighborhood with delicacies. And at lunchtime, his guests could sit in the sun on the street. But the peace and quiet was over now. A shisha bar had opened across the street. And that was the end of the peacefulness. The guests drove up in their high-powered luxury cars, accelerated again briefly to 60 km/h, braked with squealing tires, let the engines roar. From 11:00. Until 03:00. And each time Alfred wondered how a young lad in his mid-20s could afford a car for 200,000 euros.

His guests remained loyal to Alfred to a large extent. However, the lunchtime business was slackening more and more. The cheese store down the street had already disappeared. One of the lads had opened a store there selling protein products. And the hairdresser's store had become a Turkish barber's store. When Alfred sat at the window of his apartment above the store in the evening and watched the shisha bar full of hatred, he could see more than clearly that business was being conducted at the tables that was undoubtedly not legal. Alfred had already sent the police once, and they had come. Nothing had happened. But since then, the only policemen patrolling the street were obviously of Arab origin. And they were good customers for protein powder. More and more men with enormous muscles could be seen in the street.

At some point, Alfred had begun to adjust to the circumstances. He sold only beef and no more meat. The young men loved expensive, high-quality beef. Nevertheless, one evening Alfred's mind was blown. It was a hot summer evening. Alfred tried to sleep with the window open. But in the bar, the terrace was crowded. All the windows were open. The music was playing at maximum volume. Alfred put on something and entered the bar, full of rage. Two absurdly muscular policemen were standing at the bar, drinking coffee and talking to the no less muscular bartender, who, however, was wearing only a very skimpy tank top instead of a uniform. Alfred yelled at the policemen whether they were not planning to do anything about this disturbance of the peace. While one of the policemen explained to him that one should have understanding for the young people on such a summer evening, the other one waved the manager over. The manager smiled, invited Alfred to a separee and offered him a cup of tea and a shisha. In life, Alfred would not have smoked a shisha. But a tea was a good idea. And after a sip of tea, he somehow also felt like having a shisha. And then his eyes went black.

Fuck, he had overdone it again with the weights. Ahmad must have fainted for a moment. He took a sip of water and looked at his watch. Almost 04:00. Time to finish the workout. He had to go to the wholesale market, he definitely wanted to be back home before the sunrise prayer. He dried his sweat, put on his work overalls and headed for his van. And as he did so, he ran through his shopping list again in his head. He definitely needed pita bread, sucuk and ayran. Fruits and vegetables and so on. Apple tea, too, probably. And somewhere there was also the order from his boss for the shisha bar opposite his Turkish supermarket.

[the-gone-ton]

Food Fair was a grocery store chain that was at one point in the top 5 supermarket chains in the United States and the 16th largest retail chain in the nation before entering bankruptcy protection in 1978.

Operating approximately 500 locations up and down the east coast, Food Fair, which originated in Harrisburg, Pennsylvania, increasingly emphasized low prices and a no-frills format of supermarkets. One of its most consequential acquisitions was a small Philadelphia chain called Best Markets, whose house brand of products was called "Pantry Pride". Starting in the mid-60s, Food Fair stores began being rebranded as Pantry Pride stores to further emphasize value.

But many of its acquisitions were not well-informed. In 1961, it acquired J.M. Fields, a discount department store which was expanded to almost 80 locations under Food Fair to accompany Food Fair stores in shopping centers. The Fields division ended up being a huge liability that lost tens of millions of dollars annually. In 1976, Food Fair acquired Hills Supermarkets of New York and Penn Fruit supermarkets of Philadelphia - the former of which was in dire financial straits and the latter had been bankrupt for a year prior to the purchase. It also bought a food wholesaler in New Jersey, and these transactions were accused of benefitting Food Fair's controlling family at the detriment of the business.

As a result of its 1978 bankruptcy, Food Fair closed its entire northern division as well as J.M. Fields, and attempted to start from scratch as a business mostly in Florida. Food Fair, now called Pantry Pride Stores, was acquired by Ronald Perelman who got a controlling interest using junk bonds. He sold or liquidated the stores in 1986 and used the losses to offset his other business profits for tax purposes, thus ending the chain.

[quirkymarshmallows93]

Gas Station Stream of Consciousness Post

Gas Stations as Liminal Spaces

I've had quite a few hyperfixations in my day - ATMs, laundry detergents, credit cards - so my current one pertaining to gas stations is fitting considering my affinity for liminal spaces and the dedication of this blog to them. Liminal spaces are transitory in nature, hence their portrayal in online circles through photos of carpeted hallways, illuminated stairwells, dark roads, and backrooms, among other transitional points.

Gas stations are posted online as well; images of their fuel pumps or neon signage photographed through a rainy car window communicate their liminality and the universal experiences they provide to all of society. Perhaps they are the ultimate specimen of a liminal space. The machines they are created for, automobiles and tractor trailers alike, themselves are tools for motion, vestibules that enable travel and shipment across long distances at high speeds. Cars and roads are liminal spaces, albeit in different formats, and gas stations serve as their lighthouses. Vehicles at filling stations, therefore, are in a sense liminal spaces within liminal spaces within liminal spaces.

The uniqueness of a gas station as a liminal space, however, is its intersection with the economics and aesthetics of capitalism. Gasoline (and diesel fuel) is a commodity, downstream from crude oil, merely differentiated by octane ratings. Some argue that minute distinctions between agents, detergents, and additives make some brands better than others. Indeed, fuels that are approved by the Top Tier program, sponsored by automakers, have been shown to improve engine cleanliness and performance, but this classification does not prefer specific refiners over others; it is simply a standard. To a consumer, Top Tier fuels are themselves still interchangeable commodities within the wider gasoline commodity market.

The Economics of Gas Stations

The market that gas stations serve is characterized by inelastic demand, with customers who reckon with prices that fluctuate day in and day out. This is not to say that consumer behavior does not change with fuel prices. It has been observed that as prices rise, consumers are more eager to find the cheapest gas, but when prices fall, drivers are less selective with where they pump and are just happy to fill up at a lower price than last week. In response, gas stations lower their prices at a slower rate than when increasing prices, allowing for higher profit margins when wholesale prices fall. This has been dubbed the "rockets and feathers" phenomenon.

When portrayed as liminal spaces, gas stations are most often depicted at night, places of solitude where one may also enter the adjacent convenience store and encounter a fellow individual who isn't asleep, the modern day lightkeeper. The mart that resides at the backcourt of a gas station is known to sell goods at higher prices than a supermarket, simultaneously taking advantage of a captive customer, convenient location, and making up for the inefficiencies of a smaller operation. It may come as no surprise, then, that gas stations barely make any money from fuel sales and earn their bulk through C-store sales. This is a gripe I have with our economic system. Business is gamified, and in many cases the trade of certain goods and services, called loss leaders, is not an independent operation and is subsidized by the success of another division of a business, a strategy inherently more feasible for larger companies that have greater scale to execute it.

Nevertheless, most gas station owners, whether they have just one or hundreds of sites, find this method fruitful. Even though most gas stations in the US sell one of a handful of national brands, they operate on a branded reseller, or dealer, model, with oil companies themselves generally not taking part in the operations of stations that sell their fuels. The giants do still often have the most leverage and margin in the business, with the ability to set the wholesale price for the distributor, which sells at a markup to the station owner, which in turn will normally make the least profit in the chain when selling to the end customer at the pump. This kind of horizontal integration that involves many parties lacks the synergies and efficiencies of vertical integration that are so applauded by capitalists, but ends up being the most profitable for firms like ExxonMobil, who only extract and refine oil, and on the other end of the chain merely license their recognizable brands to the resellers through purchasing agreements. Furthermore, in recent years, independent dealers have sold their businesses to larger branded resellers, in many cases the ones from whom they had been buying their fuel.

A Word on ExxonMobil's Branding Potential

The largest publicly traded oil company in the world is Exxon Mobil Corporation. It is a direct descendent of the Rockefeller monopoly, Standard Oil, which was broken up in 1911 into 34 companies, the largest of which was Jersey Standard, which became Exxon in 1973. This title was generated by a computer as the most appealing replacement name to be used nationwide to unify the Humble, Enco, and Esso brands, decades before AI was spoken of. The latter brand is still used outside of the United States for marketing, arising from the phonetic pronunciation of the initials of Standard Oil. In 1999, Exxon and Mobil merged, and the combined company to this day markets under separate brands. Exxon is more narrowly used, to brand fuel in the United States, while Mobil has remained a motor oil and industrial lubricant brand, as well as a fuel brand in multiple countries.

Mobil originated in 1866 as the Vacuum Oil Company, which first used the current brand name for Mobiloil, and later Mobilgas and Mobilubricant products, with the prefix simply short for "automobile". Over time, Mobil became the corporation's primary identity, with its official name change to Mobil Oil Corporation taking place in 1966. Its updated wordmark with a signature red O was designed by the agency Chermayeff & Geismar, and the company's image for service stations was conceived by architect Eliot Noyes. New gas stations featured distinctive circular canopies over the pumps, and the company's recognizable pegasus logo was prominently on display for motorists.

I take issue with the deyassification of the brand's image over time. As costs were cut and uniformity took over, rectangular canopies were constructed in place of the special ones designed by Noyes that resembled large mushrooms. The pegasus remained a prominent brand icon, but the Mobil wordmark took precedence, which I personally believe to be an error in judgement. This disregard for the pegasus paved the way for its complete erasure in 2016 with the introduction of ExxonMobil's "Synergy" brand for its fuel. The mythical creature is now much smaller and appears only at the top right corner of pumps at Mobil gas stations, if at all.

Even into the 90s and the 21st century the Pegasus had its place in Mobil's marketing. In 1997, the company introduced its Speedpass keytag, which was revolutionary for its time and used RFID technology, akin to mobile payments today, to allow drivers to get gas without entering the store or swiping a card. When a Speedpass would be successfully processed, the pegasus on the gas pump would light up red.

When Exxon and Mobil merged in 1999, the former adopted the payment method too, with Exxon's less iconic tiger in place of the pegasus.

The program was discontinued in 2019 in favor of ExxonMobil's app, which is more secure since it processes payments through the internet rather than at the pump.

What Shell has done with its brand identity is what Mobil should've done for itself. The European company's logo was designed in 1969 by Raymond Loewy, and is a worth contender for the "And Yet a Trace of the True Self Exists in the False Self" meme. In recent years, Shell went all in on its graphic, while Mobil's pegasus flew away. I choose to believe that the company chose to rebrand its stations in order to prevent the malfunction in the above image from happening.

ExxonMobil should have also discontinued the use of the less storied Exxon brand altogether, and simplifying its consumer-facing identity to just the global Mobil mark. Whatever, neither of the names are actual words. As a bonus, here is a Google map I put together of all 62 gas stations in Springfield, MA. This is my idea of fun. Thanks for reading to the end!

[ninjacart]

Milestone Achievement: Camposol Blueberries Now in India Through Ninjacart!

[flyingfabio]

Please, more of Fabio?

hi anon you’ve obviously come to the right place to ask for fabio content! i didn’t want to simply post fabio pics like last time so i’ve decided to take something out of the vault with this article published latest march by l'equipe on the famous backstory of fabio learning to ride at 4 years old on a parking lot. below is the article page with a cute pic of fabio at the location and under the read more i tried to translate some parts, i hope you enjoy x

ON THE PARKING LOT OF THE ANGEL: 4 year-old Fabio Quartararo made his first laps on a bike in the parking lot of the Nice wholesale market. A founding place that launched El Diablo’s ascent to the MotoGP world championship title.

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"Why ride a motorcycle at this location just outside the airport and just off the A8 freeway? Because it's very close to the Quartararo house, where the parents still live. [...] Twenty years ago, little Fabio waited for his father to come home from work to go to this parking lot."

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"At the time, Quartararo was riding a PW, a tiny motocross model from Yamaha, the brand for which he competes in MotoGP."

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"The rider is therefore able to recount how he and his father used to access the wholesale market, which was reserved for professionals. “We'd say we were going to see a friend who sold fruits. To get in, you had to pull off a few little tricks”."

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“I remember this place,” [Fabio] lights up, pointing to a patch of resurfaced asphalt. It was like a manhole. I'd ridden right over it and made an involuntary stoppie. The hole was so big that I ended up balancing myself on the front wheel. I was so happy! My father, on the other hand, was white as a sheet because he’d been so scared.”

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"Once the duo [went to] Direction Cap 3000, a nearby shopping center. “The parking lot was the same except that there were a few more people,” recalls Fabio. I rode around, waeved a bit and then I went out and took the freeway. There was my grandmother, my uncle, they were shouting: “Oh, he's leaving!” So that's when they told me we'd have to go back to the wholesale market, it's very good there.”"

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"Quartararo did return to the wholesale market parking lot a few years later, this time without his father. He wanted to learn how to make the scooter rear up and ride on the rear wheel. “I thought this was the right place for it. But in the end, once was enough, because after five minutes I could already do the wheelies.”"

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"[Fabio's] good friend Thomas Maubant accompanied him and he too feels like it’s a moment to have a lump in the throat, even though he didn't live through those moments with him. “We’re like footballers going back to their crappy childhood football ground.”"

[wholesalefriutsvegetables]

[supersabzimandi]

Vegetable

[shreejifoods]

Shop Dry Fruits Online at Shreeji Foods – Best Selection

The best quality dry fruits online at Shreeji Foods. Choose from a wide range of nutritious and delicious almonds, walnuts, pistachios, and more. Freshness guaranteed with fast delivery to your doorstep. Shop now for the perfect snack or gift. Satisfaction guaranteed.

[adinathindia]

Smart Choice: Key Tips for Optimal Bulk Dry Fruit Wholesalers Selection

Making your dry fruit business earn more is possible only if you make the right dry fruit wholesaler selection. Adinath India is the leading name among those, who search the markets for trusted suppliers of wholesale dry fruits in India. Connect with your companion and trust that you have made a smart choice to make your dry fruit business grow.