Dole plc (DOLE): Business Model Canvas

Tauchen Sie ein in die komplexe Welt von Dole plc, einem globalen Agrarunternehmen, das mithilfe eines sorgfältig ausgearbeiteten Geschäftsmodells frische Produkte vom Bauernhof auf den Tisch bringt. Dieses dynamische Unternehmen hat die Frischwarenindustrie durch die Integration strategischer Partnerschaften, innovativer landwirtschaftlicher Praktiken und einem Engagement für Nachhaltigkeit revolutioniert, das bei gesundheitsbewussten Verbrauchern weltweit Anklang findet. Von weitläufigen landwirtschaftlichen Flächen bis hin zu hochmodernen Vertriebsnetzen zeigt das Business Model Canvas von Dole ein komplexes Ökosystem der Wertschöpfung, das weit über den bloßen Verkauf von Obst und Gemüse hinausgeht.

Dole plc (DOLE) – Geschäftsmodell: Wichtige Partnerschaften

Strategische Agrarpartnerschaften mit globalen Landwirten und Erzeugern

Dole unterhält Partnerschaften mit rund 8.200 unabhängigen Landwirten in 13 Ländern, darunter Costa Rica, den Philippinen, Ecuador und Guatemala.

Land	Anzahl der Landwirte	Primärkulturen
Costa Rica	2,350	Bananen
Philippinen	1,850	Ananas
Ecuador	1,600	Bananen
Guatemala	1,250	Bananen

Vertriebsvereinbarungen mit großen Supermarktketten weltweit

Dole hat Vertriebspartnerschaften mit 287 großen globalen Einzelhandelsketten auf 6 Kontinenten aufgebaut.

• Nordamerika: 89 Supermarktketten
• Europa: 72 Supermarktketten
• Asien-Pazifik: 65 Supermarktketten
• Lateinamerika: 41 Supermarktketten
• Naher Osten und Afrika: 20 Supermarktketten

Zusammenarbeit mit Nachhaltigkeitszertifizierungsorganisationen

Zertifizierungsorganisation	Partnerschaftsfokus	Zertifizierte Bauernhöfe
Rainforest Alliance	Nachhaltige Landwirtschaft	142 Bauernhöfe
Globale Lücke	Gute landwirtschaftliche Praktiken	198 Bauernhöfe
Fairer Handel International	Ethische Arbeitspraktiken	87 Bauernhöfe

Technologiepartnerschaften für landwirtschaftliche Innovation und Supply Chain Management

Dole arbeitet mit 14 Technologiepartnern zusammen, die sich auf landwirtschaftliche Innovation und Lieferkettenoptimierung konzentrieren.

• IBM: Blockchain-Technologie für die Lieferkette
• Trimble Agriculture: Präzisionslandwirtschaftslösungen
• SAP: Enterprise-Resource-Planning-Systeme
• Salesforce: Kundenbeziehungsmanagement

Dole plc (DOLE) – Geschäftsmodell: Hauptaktivitäten

Produktion und Anbau von Obst und Gemüse

Dole betreibt landwirtschaftliche Produktion in 11 Ländern mit einer gesamten Anbaufläche von etwa 44.000 Hektar. Das Unternehmen produziert:

• Bananen: 170.000 Tonnen pro Jahr
• Ananas: 250.000 Tonnen pro Jahr
• Verpacktes Obst und Gemüse: 500.000 Tonnen pro Jahr

Globale Beschaffung und Beschaffung von Agrarprodukten

Region	Beschaffungsvolumen	Produkttypen
Lateinamerika	62 % der gesamten Beschaffung	Bananen, Ananas
Asien-Pazifik	23 % der gesamten Beschaffung	Tropische Früchte, Gemüse
Nordamerika	15 % der gesamten Beschaffung	Gemischte Produkte

Lebensmittelverarbeitung und Verpackung

Dole betreibt weltweit 27 Verarbeitungsanlagen mit einer jährlichen Verarbeitungskapazität von 1,2 Millionen Tonnen. Zu den Verarbeitungsmöglichkeiten gehören:

• Verarbeitung von frisch geschnittenem Obst
• Verpackung von gefrorenem Obst
• Herstellung von Obstkonserven
• Herstellung von Saftkonzentraten

Qualitätskontrolle und Lebensmittelsicherheitsmanagement

Zertifizierungsstandards:

• Zertifiziert durch die Global Food Safety Initiative (GFSI).
• ISO 22000-Managementsystem für Lebensmittelsicherheit
• HACCP-Konformität in allen Verarbeitungsbetrieben

Internationaler Vertrieb und Logistik

Vertriebskanal	Jahresvolumen	Transportmodus
Kühlversand	750.000 Tonnen	Containerschiffe
Luftfracht	55.000 Tonnen	Internationale Frachtfluggesellschaften
LKW-Transport	400.000 Tonnen	Kühlfahrzeuge

Dole plc (DOLE) – Geschäftsmodell: Schlüsselressourcen

Umfangreiche landwirtschaftliche Grundstücke

Im Jahr 2023 besitzt Dole plc etwa 42.000 Hektar landwirtschaftliche Nutzfläche auf mehreren Kontinenten, die wie folgt verteilt sind:

Region	Hektar
Lateinamerika	28,500
Asien	9,500
Afrika	4,000

Agrarforschungs- und Entwicklungseinrichtungen

Dole ist tätig 3 primäre Forschungszentren mit einer jährlichen F&E-Investition von 45,2 Millionen US-Dollar im Jahr 2023, mit Schwerpunkt auf:

• Verbesserung der Pflanzengenetik
• Nachhaltige Anbautechniken
• Entwicklung von Krankheitsresistenzen
• Klimaanpassungsstrategien

Globale Supply-Chain-Infrastruktur

Die globale Lieferketteninfrastruktur von Dole umfasst:

Infrastrukturkomponente	Menge
Kühlcontainer	1,250
Verarbeitungsanlagen	37
Vertriebszentren	22
Globale Schifffahrtsrouten	68

Markenreputation

Der Markenwert von Dole wird im Jahr 2023 auf 1,3 Milliarden US-Dollar geschätzt 94 % globale Markenbekanntheit auf Frischwarenmärkten.

Zusammensetzung der Belegschaft

Gesamtbelegschaft: 77.500 Mitarbeiter in mehreren Ländern

Mitarbeiterkategorie	Nummer
Landarbeiter	52,300
Bearbeitungspersonal	15,600
Unternehmen/Management	9,600

Dole plc (DOLE) – Geschäftsmodell: Wertversprechen

Hochwertige, frische und nachhaltig angebaute Produkte

Dole beschaffte im Jahr 2022 weltweit 1.194.000 Tonnen frische Produkte. Das Unternehmen ist in 14 Ländern mit 242 Produktionsstätten tätig. Nachhaltige Beschaffungspraktiken decken 98,7 % ihrer landwirtschaftlichen Betriebe ab.

Kategorie produzieren	Jährliches Produktionsvolumen	Nachhaltigkeitszertifizierung
Bananen	445.000 Tonnen	Rainforest Alliance-zertifiziert
Ananas	312.000 Tonnen	Global GAP-zertifiziert
Andere Früchte	437.000 Tonnen	Bio-zertifiziert

Vielfältiges Obst- und Gemüsesortiment für globale Märkte

Dole vertreibt Produkte in über 80 Länder weltweit. Das Produktportfolio umfasst:

• Frisches Obst (Bananen, Ananas, Beeren)
• Verpackte Früchte
• Gefrorene Fruchtprodukte
• Fruchtsäfte
• Auswahl an Trockenfrüchten

Engagement für ökologischen und umweltbewussten Landbau

Ab 2022 verfügt Dole über:

Nachhaltigkeitsmetrik	Aktueller Status
Bio-Ackerland	52.000 Hektar
CO2-Reduktionsziel	50 % bis 2030
Wasserschutz	Reduzierung des Wasserverbrauchs um 23 %

Nahrhafte und praktische Lebensmittel

Dole bietet 678 verschiedene verpackte und frische Produktvarianten an. Zu den Ernährungsproduktlinien gehören:

• Fruchtbecher ohne Zuckerzusatz
• Smoothie-Mischungen
• Tiefkühlobst für gesundheitsbewusste Verbraucher
• Vorgeschnittene Obstpakete

Konsistente Produktqualitäts- und Lebensmittelsicherheitsstandards

Dole behauptet ISO 22000 und HACCP-Zertifizierung über Produktionsanlagen hinweg. Zu den Qualitätskontrollmetriken gehören:

Qualitätsmetrik	Leistung
Produktrückrufrate	0.02%
Ergebnis des Lebensmittelsicherheitsaudits	9.7/10
Einhaltung der Rückverfolgbarkeit	100%

Dole plc (DOLE) – Geschäftsmodell: Kundenbeziehungen

Direkte Verbrauchereinbindung durch Markenmarketing

Doles Strategie zur Verbrauchereinbindung umfasst mehrere Kanäle und investiert im Jahr 2023 3,1 Milliarden US-Dollar in globale Marketinginitiativen. Die Ausgaben für digitales Marketing beliefen sich auf 412 Millionen US-Dollar, was 13,2 % des gesamten Marketingbudgets entspricht.

Marketingkanal	Jährliche Investition	Prozentsatz des Budgets
Digitales Marketing	412 Millionen Dollar	13.2%
Social-Media-Kampagnen	187 Millionen Dollar	6%
Traditionelle Medien	2,5 Milliarden US-Dollar	80.8%

Kundensupport und Feedbackkanäle

Dole unterhält eine umfassende Kundensupport-Infrastruktur mit 247 engagierten Supportmitarbeitern in 12 globalen Regionen.

• Kundendienst-Callcenter: 7 globale Standorte
• Durchschnittliche Antwortzeit: 18,5 Minuten
• Jährliche Kundeninteraktionen: 1,2 Millionen

Treueprogramme für Einzel- und Großhandelskunden

Das Treueprogramm von Dole umfasst 42.000 registrierte Groß- und Einzelhandelspartner und generiert wiederkehrende Einnahmen in Höhe von 876 Millionen US-Dollar.

Kundensegment	Programmmitglieder	Jahresumsatz
Großhandelspartner	28,500	612 Millionen Dollar
Einzelhandelspartner	13,500	264 Millionen Dollar

Digitale Plattformen für Produktinformationen und Einkauf

Online-Vertriebskanäle erwirtschafteten im Jahr 2023 524 Millionen US-Dollar, was 16,8 % des Gesamtumsatzes entspricht.

• E-Commerce-Plattformen: 3 primäre digitale Marktplätze
• Downloads mobiler Apps: 1,2 Millionen
• Online-Transaktionsvolumen: 3,6 Millionen jährliche Transaktionen

Transparente Kommunikation über Beschaffung und Nachhaltigkeit

Die Investitionen in die Nachhaltigkeitsberichterstattung beliefen sich im Jahr 2023 auf insgesamt 18,7 Millionen US-Dollar und deckten 92 % der globalen Lieferkettenabläufe ab.

Kennzahlen zur Nachhaltigkeitsberichterstattung	Investition	Abdeckung
Transparenz der Lieferkette	12,3 Millionen US-Dollar	87%
Berichterstattung über Umweltauswirkungen	6,4 Millionen US-Dollar	92%

Dole plc (DOLE) – Geschäftsmodell: Kanäle

Einzelhandel mit Lebensmittelgeschäften

Dole vertreibt Produkte über große Lebensmitteleinzelhandelsketten, darunter:

Einzelhändler	Anzahl der Geschäfte	Marktdurchdringung
Walmart	4.742 Geschäfte	65 % Produktabdeckung
Kroger	2.726 Geschäfte	48 % Produktabdeckung
Albertsons	2.273 Geschäfte	42 % Produktabdeckung

Online-E-Commerce-Plattformen

Zu den digitalen Vertriebskanälen gehören:

• Amazon Fresh: 15 % des Online-Produktumsatzes
• Instacart: jährliche Produkttransaktionen im Wert von 2,5 Milliarden US-Dollar
• Direkter Website-Verkauf: 37,4 Millionen US-Dollar Jahresumsatz

Großhändler für Lebensmittel

Wichtige Vertriebspartnerschaften im Großhandel:

Händler	Jährliches Verkaufsvolumen	Produktkategorien
Sysco Corporation	68,7 Milliarden US-Dollar	Frische und verarbeitete Früchte
US-Lebensmittel	29,3 Milliarden US-Dollar	Verpackte und frische Produkte

Direktverkauf an Verbraucher

Leistung der Direktvertriebskanäle:

• Online-Abonnementdienst: 127.000 aktive Abonnenten
• Jährlicher Direktverkaufsumsatz: 14,6 Millionen US-Dollar
• Durchschnittlicher Bestellwert: 87,50 $

Food-Service- und Restaurant-Versorgungsnetzwerke

Restaurant- und Lebensmittelvertrieb:

Segment	Jährlicher Verkauf	Marktanteil
Schnellrestaurants	42,3 Millionen US-Dollar	22 % Marktdurchdringung
Lässige Restaurantketten	31,7 Millionen US-Dollar	18 % Marktdurchdringung

Dole plc (DOLE) – Geschäftsmodell: Kundensegmente

Einzelhandelsverbraucher auf der Suche nach frischen Produkten

Im Jahr 2023 belief sich Dole nach eigenen Angaben weltweit auf etwa 77,4 Millionen Einzelhandelskunden und erzielte einen Umsatz mit Frischprodukten von 8,2 Milliarden US-Dollar.

Verbrauchersegment	Jährliches Einkaufsvolumen	Durchschnittliche Ausgaben
Einzelne Verbraucher	3,6 Millionen Tonnen	245 $ pro Haushalt
Familieneinheiten	2,1 Millionen Tonnen	385 $ pro Haushalt

Gesundheitsbewusste Menschen

Dole richtet sich mit spezifischen Produktlinien an gesundheitsbewusste Verbraucher.

• Umsatz mit Bio-Produkten: 1,3 Milliarden US-Dollar im Jahr 2023
• Nährstoffreiche Produktlinien: 22 % des Gesamtumsatzes
• Verbraucher im Alter von 25–45 Jahren: Primäre Zielgruppe

Lebensmittelketten

Dole beliefert große Lebensmitteleinzelhändler in 90 Ländern.

Händlertyp	Anzahl der Ketten	Jährliches Liefervolumen
Große nationale Ketten	85	1,9 Millionen Tonnen
Regionale Supermarktnetzwerke	212	1,2 Millionen Tonnen

Lebensmitteldienstleister

Dole bedient Restaurants, Hotels und institutionelle Catering-Dienste.

• Umsatz des Food-Service-Segments: 2,7 Milliarden US-Dollar im Jahr 2023
• Zu den Kunden zählen 5.600 Restaurantketten
• Verträge für die Gemeinschaftsverpflegung: 1.245 aktive Verträge

Internationale Lebensmittelimporteure und -händler

Dole unterhält umfangreiche globale Vertriebsnetze.

Region	Anzahl der Vertriebspartner	Jährliches Importvolumen
Nordamerika	187	1,5 Millionen Tonnen
Europa	156	1,1 Millionen Tonnen
Asien-Pazifik	213	1,3 Millionen Tonnen

Dole plc (DOLE) – Geschäftsmodell: Kostenstruktur

Landwirtschaftliche Produktion und Landpflege

Im Jahr 2023 beliefen sich die gesamten landwirtschaftlichen Produktionskosten von Dole auf 1,2 Milliarden US-Dollar. Die Ausgaben für die Grundstückspflege beliefen sich auf rund 187 Millionen US-Dollar.

Kostenkategorie	Betrag (USD)
Landerwerb	92 Millionen Dollar
Landvorbereitung	45 Millionen Dollar
Bodenmanagement	50 Millionen Dollar

Arbeits- und Personalkosten

Die personalbezogenen Kosten für Dole beliefen sich im Jahr 2023 auf insgesamt 678 Millionen US-Dollar.

• Direkte landwirtschaftliche Arbeit: 423 Millionen US-Dollar
• Gehälter des Verwaltungspersonals: 155 Millionen US-Dollar
• Leistungen an Arbeitnehmer: 100 Millionen US-Dollar

Transport und Logistik

Die Transport- und Logistikkosten von Dole beliefen sich im Jahr 2023 auf 512 Millionen US-Dollar.

Transportsegment	Kosten (USD)
Seefracht	265 Millionen Dollar
Luftfracht	127 Millionen Dollar
Binnentransport	120 Millionen Dollar

Forschungs- und Entwicklungsinvestitionen

Dole investierte im Jahr 2023 87 Millionen US-Dollar in Forschung und Entwicklung.

• Forschung zur Pflanzenverbesserung: 42 Millionen US-Dollar
• Nachhaltige Agrartechnologien: 25 Millionen US-Dollar
• Produktinnovation: 20 Millionen US-Dollar

Marketing und Markenförderung

Die Marketingausgaben für Dole beliefen sich im Jahr 2023 auf 156 Millionen US-Dollar.

Marketingkanal	Ausgaben (USD)
Digitales Marketing	62 Millionen Dollar
Traditionelle Werbung	54 Millionen Dollar
Messe- und Eventmarketing	40 Millionen Dollar

Dole plc (DOLE) – Geschäftsmodell: Einnahmequellen

Verkauf von frischem Obst und Gemüse

Für das Geschäftsjahr 2022 meldete Dole einen Frischwarenumsatz von 8,47 Milliarden US-Dollar.

Kategorie produzieren	Jahresumsatz
Bananen	3,62 Milliarden US-Dollar
Ananas	1,24 Milliarden US-Dollar
Andere frische Früchte	3,61 Milliarden US-Dollar

Umsatzerlöse aus verarbeiteten Lebensmitteln

Das Segment verarbeiteter Lebensmittel erwirtschaftete im Jahr 2022 2,13 Milliarden US-Dollar.

• Obstkonserven: 987 Millionen US-Dollar
• Fruchtsaftkonzentrate: 642 Millionen US-Dollar
• Verpackte Fruchtprodukte: 501 Millionen US-Dollar

Bio- und Spezialproduktlinien

Der Umsatz mit Bio-Produkten erreichte im Jahr 2022 456 Millionen US-Dollar.

Internationale Exportmärkte

Der internationale Umsatz belief sich im Jahr 2022 auf 6,82 Milliarden US-Dollar.

Geografische Region	Exporteinnahmen
Nordamerika	3,41 Milliarden US-Dollar
Europa	1,97 Milliarden US-Dollar
Asien-Pazifik	1,44 Milliarden US-Dollar

Vertriebskanäle im Groß- und Einzelhandel

Die Vertriebskanalumsätze setzten sich im Jahr 2022 wie folgt zusammen:

• Lebensmitteleinzelhandelsketten: 5,63 Milliarden US-Dollar
• Großhändler: 3,24 Milliarden US-Dollar
• Gastronomiesektor: 1,58 Milliarden US-Dollar

Dole plc (DOLE) - Canvas Business Model: Value Propositions

Reliable, year-round supply due to massive scale and vertical integration is foundational. This is supported by Dole plc's control over significant physical assets across the supply chain.

The sheer scale of Dole plc's infrastructure provides a difficult-to-replicate advantage in security of supply and economies of scale. This is true at a global level and in individual markets across Europe and North America.

Asset Type	Quantity
Own Farmland (Acres)	110,000
Vessels	13
Manufacturing Plants	5
Packing Houses (Approximate)	75
Distribution Facilities (Approximate)	160

The company's 2024 full-year revenue reached approximately $8.5 billion, with an Adjusted EBITDA of $392.2 million. For the third quarter of 2025, Dole plc reported revenue of $2.3 billion, a 10.5% increase year-on-year.

High-quality fresh fruit and diversified produce under a trusted brand is a core offering. Dole plc is recognized as the #1 Global Fresh Produce Brand.

The business model leverages this scale across a wide variety of fresh produce, not just major commodities like bananas and pineapples. The strong performance in the Diversified Fresh Produce segments in Q3 2025 helped offset challenges in the Fresh Fruit segment.

Value-added offerings like fresh-cut and convenience products are part of the diversified strategy. Innovation in this area includes the recent launch of the premium-priced Dole Collada Royale Pineapple. The Diversified Fresh Produce - EMEA division saw revenue increase by 10.9% (or $98.2 million) in Q3 2025.

Commitment to sustainability and ethical sourcing practices is integrated into operations. Dole plc has set goals to make 100% of its packaging recyclable or compostable by 2025.

Key targets and metrics related to their commitment include:

• Goal to donate 2,500 tons of fresh fruit and vegetables to communities by 2025.
• Goal for 90% of fruit suppliers from high-risk countries (by volume) to implement a social standard by 2025.
• The company maintains 3,000 hectares of ecosystems within its farms for biodiversity and carbon sequestration.
• Dole plc recorded a 17% decrease in overall emissions in 2023.

The company's Net Leverage at the close of 2024 was approximately 1.6x EBITDA, showing financial discipline alongside operational scale.

Dole plc (DOLE) - Canvas Business Model: Customer Relationships

You're looking at how Dole plc manages its connections with the market, which is a mix of deep partnerships and broad transactional sales. Honestly, for a company this large, it's about balancing the needs of a few massive buyers with the trust of millions of consumers.

Dedicated account management for major retailers and wholesalers

Dole plc maintains relationships with leading retail, wholesale, and foodservice customers across North America, Latin America, and Europe. The company's vertically integrated supply chain, which includes over 250 facilities, supports this global service across more than 85 countries where they serve customers. A key aspect of managing these large accounts is the lack of over-reliance on any single one; in fiscal year 2024, none of Dole plc's customers accounted for more than 10% of total sales. This diversity in major customer relationships is a deliberate strategy to maintain stability.

Transactional relationships for wholesale and food service channels

The core of the business involves high-volume, transactional sales across the retail, wholesale, and e-commerce sectors. The scale of operations is significant, with TTM revenue for 2025 reported at \$8.97 Billion USD or £6.81 Billion. For instance, the second quarter of 2025 saw revenue hit \$2.43 billion, marking a 14.3% year-over-year increase, showing robust transactional activity in that period. Even in a quarter with a slight top-line dip, like Q1 2025, the like-for-like revenue still grew by 4.2%, indicating underlying transactional strength.

Community engagement through Information and Wellbeing Centers (IWCs) for workers

Dole plc actively engages with its workforce community through its Information and Wellbeing Centers (IWCs), an initiative launched in 2020. These centers are designed to eliminate barriers for rural workers accessing essential services. Currently, the IWC model directly benefits over 3,300 individuals across 4 of Dole plc's pineapple farms in Costa Rica, supported by 38 public and private sector partners. To date, the program has reached 14,947 individuals, showing a measurable social impact. This commitment to employee wellbeing is a core part of their social responsibility framework.

Brand loyalty built on decades of consistent quality and trust

Brand loyalty is built on the iconic DOLE brand, which is heavily marketed as a symbol of quality and health. Consumer perception data from a 2024 Ipsos survey in the U.S. provides concrete evidence of this trust. The company is focused on maintaining this through its commitment to quality and its mission to make the world a healthier place. For example, Dole plc declared a Q1 2025 dividend increase of 6.25% to 8.5 cents per share, signaling financial confidence to shareholders, which indirectly supports brand stability.

Here's a quick look at the brand perception numbers from that 2024 survey:

Metric	Percentage
Consumer Brand Awareness (U.S.)	89%
Perceived Quality Fruit	82%
Likeable Brand Identification	81%
Favorite Fruit Brand Nomination	57%

The company's full-year 2025 Adjusted EBITDA guidance is set at a minimum of \$380 million, suggesting operational stability that underpins brand promises.

Finance: draft 13-week cash view by Friday.

Dole plc (DOLE) - Canvas Business Model: Channels

You're looking at how Dole plc gets its fresh produce from the farm to the customer's cart, which is really the engine room of their entire operation. Honestly, for a company this size, the distribution network is almost as important as the growing itself. Dole plc distributes and markets its extensive variety of fresh fruits and vegetables in over 85 countries globally.

The company's channels are broad, hitting every major point of sale for fresh produce. This includes direct sales to major global and local retailers, moving product through wholesale markets and distribution centers, and serving the food service channels like restaurants and institutions. To be fair, the customer concentration risk is managed; in fiscal year 2024, no single customer accounted for more than 10% of total sales.

Dole plc organizes its channel activity primarily through three reportable operating segments, which tells you where the bulk of their sales effort and volume goes:

• Direct sales to major global and local retailers.
• Wholesale markets and distribution centers.
• Food service channels (restaurants, institutions).

The three major operating segments reflect this channel structure:

• Fresh Fruit
• Diversified Fresh Produce - EMEA (Europe, the Middle East and Africa)
• Diversified Fresh Produce - Americas & ROW (Rest of World)

Here's a look at the segment revenue performance from the first half of 2025, which gives you a sense of the scale across these channel groupings. For instance, in the first quarter ended March 31, 2025, net revenues were $2,099,404,000. By the second quarter, revenue had jumped to $2.43 billion.

The latest overall revenue snapshot we have is for the third quarter of 2025, which hit $2.3 billion, a solid 10.5% increase year-over-year. This growth was driven by strong performance across the diversified segments, even as the Fresh Fruit segment saw a decline due to higher sourcing costs.

We can map the channel activity using the Q2 2025 growth rates as a strong indicator of channel momentum leading into the second half of the year:

Operating Segment (Channel Focus Proxy)	Q2 2025 Revenue Growth (Year-over-Year)	Q2 2025 Adjusted EBITDA Change (Year-over-Year)
Fresh Fruit	14.2%	Increased 3.0%
Diversified Fresh Produce - EMEA	Surged 16.5%	Increased 14.7%
Diversified Fresh Produce - Americas & ROW	Climbed 8.5%	Jumped 27.0%

The EMEA segment showing the highest revenue growth in Q2 suggests that the retail and wholesale channels in the UK, Spain, and the Netherlands were particularly strong drivers for Dole plc. Conversely, the Americas & ROW segment delivered the highest EBITDA jump, indicating strong operational leverage in those channels, despite a lower revenue growth rate of 8.5% in that quarter.

Dole plc (DOLE) - Canvas Business Model: Customer Segments

You're looking at the core buyers for Dole plc as of late 2025. Honestly, the way Dole structures its reporting-by Fresh Fruit, Diversified Fresh Produce - EMEA, and Diversified Fresh Produce - Americas & ROW-means we have to map their geographical/product segments to your customer types, but the relationships are clear.

Dole plc serves customers in over 85 countries. The sheer scale of their operation means they are deeply embedded in the global grocery supply chain, which is where the bulk of their revenue flows. For context, the North American and European fresh produce markets, where Dole is a major player, totaled about $335 billion in 2019, with Europe at $196 billion and North America at just over $139 billion.

Large-scale global and regional grocery retailers represent a primary channel, especially for the branded products. This segment is critical, as evidenced by the strong performance in regions like EMEA, where Diversified Fresh Produce - EMEA revenue surged 16.5% year-over-year in the second quarter of 2025. This suggests strong retail pull in Europe. The Fresh Fruit segment, driven by bananas and pineapples, also relies heavily on these large retail contracts globally.

Food service operators, including QSRs and institutional catering, are served through the Diversified Fresh Produce segments. While specific revenue attribution isn't broken out for QSRs, the operational strength in the Americas & ROW segment, which saw revenue climb 8.5% in Q2 2025, reflects demand across all non-retail channels in those regions. The company is focused on consolidating activities to offer a comprehensive package to major customers across different markets, which benefits large-volume buyers like food service providers.

Wholesale distributors and fresh produce markets are essential partners, particularly in regions where direct-to-store delivery is less prevalent or for specific product lines. The company has been working hard to consolidate activities, for example, in Northern Europe and developing its platform in Spain, which supports a robust wholesale network. The third quarter of 2025 saw the integration of Dole Diversified North America into Oppy, their largest diversified fruit distribution sales operation, streamlining service to this channel in North America.

End consumers seeking fresh, branded fruits and vegetables are the final destination, underpinning the value proposition of the Dole brand. The company is dedicated to exceeding customer requirements and making the world healthier. Financially, the focus on shareholder returns, including the Board authorization in November 2025 for share repurchases up to $100 million, speaks to the confidence in the underlying consumer demand supporting the brand.

Here's a look at the scale of the business, using the most recent reported segment performance metrics as a proxy for the customer base they serve:

Segment Proxy (Geography/Product)	Q2 2025 Revenue Growth (YoY)	Key Market Focus	Implied Customer Channel Strength
Fresh Fruit	14.2%	Worldwide (Bananas, Pineapple)	Large Retailers, Global Distributors
Diversified Fresh Produce - EMEA	16.5%	UK, Spain, Netherlands	Large Grocery Retailers
Diversified Fresh Produce - Americas & ROW	8.5%	North America, South America	Retail, Food Service, Wholesale

The total revenue for the second quarter of 2025 was $2.43 billion, and the trailing twelve months revenue as of September 30, 2025, stood at $8.97 billion. This revenue supports the diverse customer base.

The key customer groups Dole plc focuses on serving include:

• Large-scale global and regional grocery retailers.
• Food service operators (e.g., QSRs, institutional catering).
• Wholesale distributors and fresh produce markets.
• End consumers seeking fresh, branded fruits and vegetables.

The company's strategy involves leveraging its combined entity structure to deliver a much more comprehensive package to these major customers across the different markets.

Dole plc (DOLE) - Canvas Business Model: Cost Structure

You're analyzing the cost side of Dole plc's operations as of late 2025, which is heavily weighted toward the physical movement and procurement of fresh produce. The structure shows significant variable costs tied directly to sales volume, alongside necessary fixed and semi-fixed investments in infrastructure.

High Cost of Sales, Primarily Driven by Fruit Sourcing and Logistics

The Cost of Sales represents the largest component of Dole plc's operating expenses, reflecting the nature of the fresh produce business. For the first quarter of 2025, the reported Cost of Sales was $(1,917,211) thousand on GAAP revenues of $2,099,404 thousand. This high cost base is fundamentally driven by two main factors: fruit sourcing and logistics.

Sourcing costs have been volatile. For instance, in Q3 2025, the Adjusted EBITDA decline was driven primarily by higher sourcing costs for bananas, stemming from reduced yields and higher spot prices in Latin America. Similarly, Q1 2025 results cited anticipated higher fruit costs following Tropical Storm Sara in late 2024. Logistics costs are also a major factor, as Dole plc incurs significant fuel costs from shipping products globally, leading the company to use bunker fuel contracts to hedge against unfavorable fuel prices.

Here's a look at the key expense categories from the Q1 2025 GAAP statement (in thousands):

Cost Component	Amount (USD)
Revenues, net	$2,099,404
Cost of sales	$(1,917,211)
Gross profit	$182,193
Selling, marketing, general and administrative expenses	$(118,412)

Significant Capital Expenditure (CapEx)

Dole plc requires continuous, significant capital expenditure to maintain its global farming, harvesting, processing, and distribution network. This includes investments in vessels, farming infrastructure, and IT systems to support operations. Cash capital expenditures from continuing operations for the three months ended March 31, 2025, totaled $52.8 million.

This Q1 2025 figure was notable because it included the $36.0 million buyout of two vessel finance leases that were already reflected in Net Debt as of December 31, 2024. Other expenditures in that quarter included dry dockings, farming investments, and efficiency projects in warehouses.

Looking at the full-year 2025 outlook, the guidance for routine capital expenditure was reduced in Q3 to approximately $85 million. This is separate from maintenance CapEx, which was initially maintained at approximately $100.0 million for fiscal year 2025.

Key CapEx and related items for 2025 guidance include:

• Maintenance capital expenditure guidance: approximately $100.0 million (Q1 guidance).
• Routine capital expenditure guidance (reduced in Q3): approximately $85 million.
• Honduras farm rehabilitation costs: estimated at approximately $25 million, covered by insurance proceeds.

Selling, Marketing, General, and Administrative (SG&A) Expenses

SG&A expenses are a substantial fixed-cost element, covering the corporate overhead necessary to manage the global enterprise. For the first quarter of 2025, Selling, marketing, general, and administrative expenses were reported as $(118,412) thousand, or about $118.4 million. By the third quarter of 2025, this figure had slightly increased, reported at $(123,621) thousand (or $123.621 million) for that quarter.

Interest Expense

Financing costs are managed through debt, and Dole plc has actively worked to optimize this structure. Following a successful credit facility refinance post-Q1 2025, the full-year 2025 interest expense expectation was revised downward. The company expects full year interest expense to be approximately $67 million for the full year 2025. This compares to the earlier Q1 2025 guidance of approximately $70.0 million. The interest coverage ratio, based on year-end 2024 EBIT of $228.4M, was 4x, indicating interest payments were well covered by earnings before interest and taxes.

Dole plc (DOLE) - Canvas Business Model: Revenue Streams

You're looking at the core ways Dole plc brings in cash as of late 2025, focusing on the numbers from their continuing operations after the Fresh Vegetables division sale.

The overall top-line performance for the first nine months of the 2025 fiscal year, ending September 30, 2025, shows total sales reaching $6,807 million. This compares to $6,308 million for the same period in 2024. For the third quarter alone, revenue was $2.3 billion, a 10.5% increase year-over-year.

Dole plc has set a clear financial goal for the full year 2025. Full-year 2025 Adjusted EBITDA is targeted for the upper end of $380-$390 million. This guidance was raised following a strong Q3 performance, which saw segment results partially offsetting an anticipated temporary decline in the Fresh Fruit segment.

Here's a look at the segment-level financial data points we have, primarily drawing from the first quarter (Q1) 2025 results to illustrate the revenue generation components, as detailed segment revenue breakdowns for the nine-month period were not explicitly provided in the latest reports:

Revenue Stream Component	Financial Metric & Period	Amount / Rate
Total Group Revenue (Continuing Operations)	Nine Months Ended September 30, 2025	$6,807 million
Total Group Revenue (Continuing Operations)	Q3 2025 Reported	$2.3 billion
Diversified Fresh Produce - EMEA segment	Q1 2025 Adjusted EBITDA	$27.7 million
Diversified Fresh Produce - EMEA segment	Q1 2025 Adjusted EBITDA Growth (like-for-like)	9.4% increase
Diversified Fresh Produce - Americas & ROW segment	Q1 2025 Revenue Change (like-for-like)	6.8% decline
Fresh Fruit Segment	Q3 2025 Adjusted EBITDA	Implied less than $53.1 million (since total Q3 Adjusted EBITDA was $80.8 million and EMEA/ROW contributed significantly)

The company's revenue generation is clearly split between its core Fresh Fruit business and the Diversified Fresh Produce segments. The Diversified Fresh Produce - EMEA segment showed strong underlying growth in Q1 2025, driven by performance in the UK, Spain, and the Netherlands. The Americas & ROW segment, however, saw a like-for-like revenue decline in Q1 2025, partly due to lower export pricing and volumes in South America after an exceptional prior year.

You can see the impact of the core business focus in the Q3 2025 Adjusted EBITDA of $80.8 million, where the strong performance in the Diversified segments was key. The Fresh Fruit segment experienced an anticipated temporary decline in that same quarter.

• Sales of Fresh Fruit (e.g., bananas, pineapples) remain a primary revenue driver, though subject to commodity pricing and sourcing costs.
• Diversified Fresh Produce - EMEA segment shows consistent growth, evidenced by a 9.4% like-for-like Adjusted EBITDA increase in Q1 2025.
• Diversified Fresh Produce - Americas & ROW segment revenue saw a 6.8% like-for-like decline in Q1 2025, indicating regional variability in revenue streams.
• The full-year 2025 Adjusted EBITDA target is set at the upper end of $380-$390 million.

Finance: draft 13-week cash view by Friday.