How do we grow this garden? The case of Honig GartenAbstract
Hans Jr. and Gabriel aim to simplify the honey supply chain by eliminating intermediaries and positioning the company Honig Garten directly in the global market. Over the past few years, the duo has combined their efforts: Hans Jr. focuses on honey production and stakeholder engagement, while Gabriel applies his foreign trade expertise to monitor the international market. The objective of this teaching case is to promote reflection on the global honey market to guide decision-making for Honig Garten regarding its internationalization. This case is recommended for undergraduate, MBA, and executive education courses in the fields of foreign trade, international marketing, and market intelligence.
Keywords:
Internationalization; Export; International Marketing
Resumo
Hans Jr. e Gabriel desejam simplificar a cadeia de suprimentos do mel, eliminando intermediários e levando a empresa Honig Garten diretamente ao mercado global. Ao longo dos últimos anos, a dupla combinou esforços: Hans Jr. concentrando-se na produção de mel e no contato com as partes envolvidas, enquanto Gabriel aplicava sua expertise em comércio exterior, monitorando o mercado internacional. O objetivo deste caso para ensino é promover a reflexão sobre o mercado global de mel para orientar a decisão da Honig Garten quanto ao processo de internacionalização. Este caso é recomendado para ser utilizado em cursos de graduação, MBA e educação executiva nas áreas de comércio exterior, marketing internacional e inteligência de mercado.
Palavras-chave:
Internacionalização; Exportação; Marketing Internacional
Resumen
Hans Jr. y Gabriel desean simplificar la cadena de suministro de la miel, eliminando intermediarios y llevando a la empresa Honig Garten directamente al mercado global. A lo largo de los últimos años, el dúo ha combinado sus esfuerzos: Hans Jr. se ha centrado en la producción de miel y el contacto con las partes interesadas, mientras que Gabriel ha aplicado su experiencia en comercio exterior mediante el monitoreo del mercado internacional. El objetivo de este caso de enseñanza es promover la reflexión sobre el mercado global de la miel para orientar la decisión de Honig Garten respecto al proceso de internacionalización. Este caso se recomienda para cursos de grado, MBA y educación ejecutiva en las áreas de comercio exterior, marketing internacional e inteligencia de mercado.
Palabras clave:
Internacionalización; Exportación; Marketing Internacional
INTRODUCTION
The rain drummed against the window of the small office and, between sips of coffee, Gabriel felt that this conversation would be different: it wasn’t just another meeting, but possibly the turning point for Honig Garten. His legs were tired, yet a glint in his eyes revealed a new momentum.
“Hans, I want to talk to you about some opportunities to market your products. Shall we have a coffee?” Gabriel said, his voice light but heavy with intent.
Hans Jr. was a beekeeper and the owner of Honig Garten, a rural company in Blumenau. The response was positive, and both scheduled a business meeting. Gabriel presented Hans with the possibility of exporting his honey production to potential clients abroad. This idea arose from Gabriel’s contact with an American trading company specialized in the purchase and distribution of the product worldwide. Hans knew that a large portion of his production was already destined for the international market through his customers, some of whom were exporters.
While the idea seemed seductive, it also generated a lot of fear:
“Gabriel, do you understand that moving from a small, entirely regional business to a company with the stature of an exporter and international market ambitions is a huge leap? I have concerns and low capital for investment. Furthermore, we don’t know what type and quality of honey is required by the international market. I know there are various types of product certifications—requirements from the consenting agencies of each country—and that the main consumer markets have high demands.”
“Hans, if it were easy, there wouldn’t be only two significant exporters in Santa Catarina, don’t you agree? We already know that Santa Catarina’s honey stands out; packing house ‘X’ has already received a series of awards in that regard. We are talking about a value-added product, in contrast to the Brazilian export portfolio, which is basically composed of lower value-added commodities. I had access to a honey invoice for the United States: each container has a capacity for 27 tons of honey. It is a large-scale sale compared to the bottling and distribution model for the domestic market.”
“That is a high volume, considering the limited production capacity,” Hans Jr. countered, already mentally visualizing the need to meet international demand.
“Yes, however, it reminds me of a project developed by a regional fishery for which we provided international freight services: the export of mullet roe to the European market for caviar production. On that occasion, the company invested to buy as much mullet roe as possible from local and artisanal fishermen at a low cost. The product does not have the same appreciation in national territory; therefore, it has lower demand and value. However, at the time, a container of mullet roe was priced at R$ 1 million for the importing market, and at that moment, that value represented a large profit margin, much higher than what was practiced in the national market.”
“From what I follow indirectly with buyers, that is exactly how the honey market works: packing houses certified for export buy honey from beekeepers like me and sell it to markets where honey demand is much higher, mainly the United States and the European Union, with a focus on Germany. I believe my production would not be enough, but I have a network of relationships within the niche that could cooperate on the project by providing high-quality honey, which is what concerns me.”
“That’s exactly it, Hans! Imagine if we can eliminate these intermediaries by accessing international buyers directly? Besides, there are some advantages for gaining scale: honey is sold in bulk in 200 kg drums, with no need for fragmented bottling or labeling, which facilitates production and logistics.”
“Let’s prepare this beehive then, Gabriel! To direct the focus of production, I need to know which market, quality, and volume of honey. How are we going to get this information?”
“That is what we need to define, Hans.”
It was a bold project, but each of them needed to continue their main activities: Gabriel in the international logistics market and Hans Jr. focusing on honey production. They agreed to stay in touch, sharing relevant information, evaluating possibilities, and putting together a strategic plan to achieve the export goal.
HONIG GARTEN: THE HONEY GARDEN
The following morning, Gabriel visited the apiary. As they walked between the rows of boxes, Hans explained the origin of each swarm, weaving together memories and techniques—this narrative was part of the story that sustained Honig Garten’s purpose. Gabriel took notes, photographed, and asked questions that brought to the surface management choices and commercial decisions; thus, the technical history revealed itself through conversation and fieldwork.
Hans Jr. was a young beekeeper who had resigned after 12 years in the automotive industry as a mechanical manager for a major dealership group to dedicate himself to apiculture. During his time in the automotive sector, beekeeping was merely a family hobby inherited from his father, with production sufficient only for domestic consumption. However, upon focusing exclusively on apiculture, Hans immersed himself in the field. In 2016, he became involved with the beekeepers’ associations of Lontras and Botuverá, establishing contact with the Santa Catarina Agricultural Research and Rural Extension Enterprise (Epagri) and local beekeepers. That same year, he obtained his first swarms, purchased his first boxes, and started his hives. Gabriel observed the management process closely, photographing the hive while Hans explained each step of the harvest (Figure 1).
Hans’s company was located in Blumenau, in the Itajaí Valley, Santa Catarina, and by 2021, he had established his activity as a registered rural producer in the beekeeping sector. He had approximately 400 hive boxes distributed across the coastal region, the valley, and the upper Itajaí valley (200 of which were in partnership with another beekeeper). His facilities included a honey centrifugation/processing plant equipped with an uncapping machine (which removes a thin layer of wax), a mechanical centrifuge, and a decanter. He also had a small woodworking shop for the production and maintenance of his own boxes/hives and for third parties, aiming to supplement income and occupy the idle periods between harvests. The main activities were: the production and sale of honey to export packing houses, informal direct sales to final consumers, and participation in bids to supply school meals in regional cities through the Food Acquisition Program (PAA) and the National School Feeding Program (PNAE).
Based on expert analysis mediated by Epagri, Hans Jr. had already identified what he would need, in bureaucratic and financial terms, to certify his honey processing facility with inspection seals. These seals would qualify him for bottling, labeling, and subsequent formal resale of the honey to the market, as it is a product of animal origin. The seals are classified as the Municipal Inspection Seal (SIM), State (SIE), and National/International (SIF), each with its respective scope and plant adaptation requirements.
Unlike the local apiculture production culture—generally formed by rural families with colonial models who treat beekeeping as a secondary source of income and possess little global market vision or business culture—Hans Jr. made Honig Garten his sole occupation. He was attentive to the market and was already troubled by the speculation of export packing house buyers and the recent downward—and rarely upward—variations in the price of honey in the field, paid to the beekeeper.
Hans understood that if he could bypass the intermediaries and qualify his company to be a producer or even a packing house with national/international certification, he could increase his profit margins; however, the labor demand of honey production was too high for one person alone. This was where he had invested all his efforts, neglected other aspects of the business and remaining practically informal for six years, without much progress in his infrastructure. To leverage his company and structure the new business model, he needed someone like Gabriel to develop that branch.
In one of many dialogues between the two potential partners, he reported:
“Gabriel, what happens to us beekeepers is impressive. While honey is being sold on the shelves of Santa Catarina supermarkets in the range of R$ 45 to R$ 55 per kilo, beekeepers who need cash are selling their honey for between R$ 8 and R$ 12 to the packing houses.”
“Hans, it is very important for us to consider that this is a product that does not spoil, so there is no concern regarding expiration. In this way, I understand that an export packing house can buy honey when the market is low to meet international demand; these people have storage infrastructure, access to the international market, and consequently, information that we do not have.”
Furthermore, the possibility of outsourcing production also existed, as Hans Jr. pointed out to Gabriel:
“Gabriel, I also have a partnership with the Lontras association, which has a facility with SIF (Federal Inspection Service). If we move forward with the project, even if my company’s plant is not yet ready and needs to be rebuilt, we can start the business by outsourcing the honey processing, provided we cover the commission and fees.”
Until then, the product had no brand or its own identity. Hans Jr., being from a region of German colonization, had already informally named the company Honig Garten, which in a free translation from German means “Honey Garden.” When Gabriel joined the business, he endorsed this brand; to him, it had excellent international appeal, as Honig Garten is similar to the English “honey garden.” Furthermore, the “garden” concept could be explored in many ways: the variety of Brazilian flora with proper traceability, the colors of a garden highlighting “Brasilidade,” and so on.
FROM HOBBY TO GLOBAL RELEVANCE
Brazil possesses a diversified environment that allows for beekeeping and honey production across various regions of the country, providing a plurality of honey qualities that vary according to predominant blooms and local apiculture practices. This is possible thanks to the rich biodiversity and a wide variety of floral sources, which provide food for the bees throughout the entire year. Among these varieties, one that stands out is bracatinga honeydew honey—little known in Brazil but highly coveted abroad. It is also known as “black gold.”
The production and trade of Brazilian honey hold great socioeconomic importance, as they meet the criteria of the triple bottom line—social, environmental, and economic—contributing to increased earnings for farmers in both the domestic and export markets, given that half of these small-scale beekeepers produce approximately 17% of all honey (Merladete, 2023). The social aspect promotes the maintenance of the local workforce in rural areas. Meanwhile, the ecological dimension is related to the pollination of species, highlighting that the establishment of hives does not require the cutting down of trees, since the plants are the primary food source for the bees.
Gabriel closed the lid of the coffee thermos, turned the notebook around, and opened a map with data from the Apiculture Atlas.
“Look here, Hans: Brazil has more than 2 million registered hives, and it shows on this map (Figure 2)”—he pointed to the areas with the highest concentration, while Hans touched the monitor with his finger, absorbing the scale of that number.
Based on 2021 reports from the Food and Agriculture Organization (FAO) (United Nations Food and Agriculture Organization, 2022), total world production reached 1.771 million tons. Brazil ranked 10th in the world, while China is the world leader in production, recording 472,000 tons in 2021. According to data from the Apiculture Atlas in Brazil, the number of registered hives in the country is 2,158,914. Brazil demonstrates its commitment to apiculture and the preservation of bees.
Brazil is one of the world leaders in organic honey production. For honey to be considered organic, it must be produced according to specific standards that qualify it as a product free from undesirable chemical and biological contamination. Among the required criteria is the prohibition of conventional crops within a minimum radius of 3 km from the apiary. For certification and the maintenance of the certificate, it is necessary to hire certification bodies accredited by the Ministry of Agriculture, Livestock, and Supply (MAPA) to perform the initial inspection and periodic audits to maintain the status.
Furthermore, each country may have specific preferences regarding the type and flavor of honey; therefore, Brazilian producers wishing to expand into these international markets need to adapt their products to local demands. Organic certification and traceability are key elements for winning over consumers in foreign markets who value quality and food safety.
AND NOW? IS THERE WATER IN THIS HONEY?
The strategic analysis for the proponents must consider crucial variables of the global market. Between 2020 and 2021, under the impact of the COVID-19 pandemic, global demand for honey recorded a significant expansion, estimated at 30%. It is plausible to infer that the perception of honey as an input associated with strengthening the immune system consolidated a new level of consumption, which constitutes a relevant competitive advantage for the company.
However, in June 2022, the United States (USA)—the largest destination for Brazil’s natural honey—issued a decision applying definitive anti-dumping duties against the Brazilian product. Dumping occurs when a company exports a product to a specific international market at an (export) price lower than the price charged for the similar product in sales to its domestic market (normal value). The result was an import tax for all accused countries, with Brazil set at 9.38%. Consequently, honey prices rose significantly in the American market while exports decreased, redirecting production to the national territory. This market surplus led to a significant drop in prices in 2023. According to data from the Ministry of Industry, Foreign Trade, and Services (MDIC) (Ministério do Desenvolvimento, Indústria, Comércio e Serviços, 2025), the average export price of honey in 2023 was US$ 3.52 per kilo.
Another serious context regarding world honey exports was that, also in 2022, half of the honey imported by the European Union, including from Brazil, underwent investigation under suspicion of adulteration (suspicions of adding sugar syrups). This fraud was intended to reduce costs (there were also suspicions of the use of additives, dyes, and false information regarding product origin). Of the 123 exporters to Europe, 70 were accused of this adulteration. The European Union imports about 40% of the honey it consumes. All 10 shipments that entered through the United Kingdom were non-compliant, as were the majority of imports from Turkey (14 out of 15). Regarding Germany, responsible for one-third of European imports, half of its 32 samples collected by the European Anti-Fraud Commission were suspicious. This fact significantly impacted global honey imports.
Regarding the origin of such widespread adulteration, a total of 74% of the 89 honey shipments exported by China were considered suspicious. This fact, on the other hand—and given the scale of Chinese exports to the world—could constitute a market opportunity, provided the Brazilian product proves its purity and quality.
In this sense, even while representing a problem for humanity, from a commercial and honey-product perspective, the conflict between Ukraine and Russia brought positive points for the Brazilian product. Ukrainian honey is distinguished by the variety of flowers in the country—from the fields in eastern Ukraine to the Carpathian highlands—and had its production drastically reduced.
All these factors demonstrate the difficulties and opportunities of international trade: predictable and unpredictable contexts that can hinder or stimulate the trade of a specific product, such as trade barriers and agreements, political conflicts, and economic and diplomatic aspects.
WHERE TO BEGIN EXPANDING THE GARDEN?
Still uncertain about venturing into the international market, Hans Jr. and Gabriel speculated:
“Gabriel, what about the domestic market? As I mentioned the other day, the product reaches supermarket shelves at around R$ 55/kg, while rural producers here in the region are selling informally for approximately R$ 25/kg, already including a margin over the farm-gate price. Isn’t that margin enough to make the business viable?”
“Hans, I believe so. But what about all the marketing and brand positioning work we would have to do to compete with the brands already established in the market? We would need significant financial resources to invest in communication, commercial aspects, client partnerships, point-of-sale materials, and the creation of a sales department to get the products onto the shelves—not to mention a strong cash flow to sustain production, because we know the requirements retailers have for opening new vendors. Abroad, we only need credibility through certifications and a good relationship with the importer, and I would challenge myself to do that. If Brazilians consumed more honey, the path would be easier, in my opinion.”
While sugarcane production was introduced in Brazil in the 15th century, formal honey production arrived four centuries later—enough time to establish a consumer culture of sweeteners focused on cane sugar, which is more accessible and cheaper. Consequently, honey is sought after in Brazil mainly for therapeutic purposes, unlike what occurred in Northern Hemisphere countries like the USA and Germany, where other sweetener sources, including honey, have more relevance in domestic consumption.
The Honig Garten hive then had its two “king” bees inclined toward building an international honeycomb. In a few years, they went through many market phases that were compressed into a short period, as the pandemic generated a series of different marketing and economic scenarios—and honey was not immune to this flux.
Gabriel left the international logistics company to invest his time in entrepreneurship; exporting honey was Plan A. Hans had improved technically and opened new appliances to increase his production capacity, in addition to strengthening the supplier network with local beekeepers, as he was a board member of the Blumenau association and would need volume to export.
Based on the analysis of supply and demand in the national and international markets, added to Honig Garten’s current business structure, Hans Jr. and Gabriel had two paths to follow regarding honey commercialization: break a cultural paradigm of honey consumption in the domestic market, somehow promoting an increase in consumption and benefiting from this movement by entering the market and competing directly with established brands for a slice of that market; or focus on a global demand of greater relevance. The fact was that what they wanted—and now needed—was to increase their volume and, consequently, their revenue and profitability even further. Thus, the second alternative seemed more viable to them, by a personal and subjective decision of both.
From January to March 2023, Gabriel participated occasionally in the production process. Together, he and Hans broke consecutive records for honey harvest volume in a single day. They used these moments to talk and fine-tune strategies because they definitively needed directions to adapt to a possible choice of internationalization. In this way, they began the process of analyzing the international consumer market by researching MDIC data and identifying the main importers of Brazilian products: the USA, China, and Argentina, in that order. In addition to these, they already had knowledge of the import and consumption of bracatinga honeydew by the German market:
“Hans, the American and European Union markets, which represent the largest share of Brazil’s exports, are highly demanding when it comes to honey. They highly value honey that is organic. In the German market specifically—the second-largest export destination—there is a preference for bracatinga honeydew.”
“Well, Gabriel, I’ve already thought about placing hives in the Santa Catarina highlands to explore that honey, but it’s not my predominant region and production is biennial, which would increase the risks. Regarding organic honey, one of the packing houses I serve has already certified some apiaries I have in Rio dos Cedros. They are analyzed regularly, so my apiaries meet the requirements.”
“That’s great! Although both markets still harbor distrust regarding the origin of Brazilian honey. The USA because of dumping, and the European Union because of products were inspected for fraud. In a conversation I had during this international market exploration process, I heard of a case where a batch of honey reached the European Union and had to be returned. All costs were borne by the Brazilian exporter, who went bankrupt!”
“And what about China and Argentina, Gabriel? One is our neighbor and the other is the largest global consumer market due to its giant population. Both are on the list of Brazil’s main importers. It seems like a good starting path, don’t you think?”
Gabriel did not have that answer, so he committed to breaking down that data and narrowing the information that was still raw. Based on a series of research in government agencies, associations, institutions, and foreign trade websites, he reached some important conclusions regarding Brazil’s three main importing countries. He was excited to share everything with Hans, so they agreed to meet in Blumenau.
“Hans, I have two pieces of news regarding the data analyzed from our ‘hermano’ neighbor: a bad one and a good one! The bad one is that they, like Brazil, have low honey consumption compared to Northern Hemisphere countries like the USA and Germany, although it is higher than Brazil’s. However, they are producers and are self-sufficient, exporting the surplus.”
“And the good one? And China?”
“Well, the good news connects us with our neighbors and Asia. I started by researching China’s imports and found that, although the population is the largest on the planet, honey production is too. They are the world’s largest producers.”
“And what does Argentina have to do with China?”
“I said it connects us with Asia, not with China, right? Well, based on the expertise I have regarding maritime exports, I figured that looking at Argentina’s honey importer portfolio would be a good benchmark, since the logistics cost would be similar to ours. Well, in that search, I identified that Japan buys approximately five times more honey from Argentina than from Brazil and is a buyer of Ukrainian honey, which is suffering the impacts of the war. Additionally, I noticed that another country importing Argentine honey is Spain, also a Latin country with greater cultural similarity to Brazil compared to the USA, Germany, and Japan. These are paths to follow, what do you think? Starting with a small slice of the global market to develop ourselves with the intention of eventually producing and exporting to the USA and Germany, mainly. And then we can really fight against Brazil’s strong competitors.”
They then tabulated some raw data to identify the potential of these discussed countries. Gabriel showed the numbers on the notebook screen, explaining what each data point represented, while Hans took notes in his notebook.
“Gabriel, the information seems relevant,” said Hans Jr., “and it will certainly help us in our decision-making, but don’t forget that we still don’t have a certified facility for processing and marketing the honey; we would need to outsource in this first stage. Furthermore, as a producer, I need the necessary specifications for these products to leave Brazil while meeting the requirements of the destination.”
It was a mission for Gabriel to refine the still rudimentary information, so he delved into the 2023 Brazilian, Argentine, and Ukrainian export portfolios (the latter recently affected by the war with Russia) using OEC data.
Hans Jr. and Gabriel were speculating based on what they knew about the movement of honey in Brazil, especially regarding sales directed to packing houses. The analysis of the international market, as well as data on Brazil’s rising importance in this scenario, further stimulated the duo’s interest in turning Honig Garten into a global company with direct sales to the foreign market. However, it required a meticulous analysis of details and projections, as the risks were high and investment was necessary. The duo had decided they wanted to eliminate the intermediaries from the honey supply chain and have Honig Garten reach the international market directly.
At the end of another afternoon of meetings and analysis, Gabriel and Hans Jr. knew they had taken decisive steps to understand the global honey landscape. They had mapped production data, consumption, trade barriers, and the preferences of different markets. However, even with robust information, the decision ahead carried enormous strategic weight. With little capital to invest and limited room for maneuvering, making a mistake in the initial choice would mean compromising cash flow, reputation, and the ability to scale the business in the short term. Every dollar would need to be invested with surgical precision.
The markets studied proved to be as promising as they were challenging. The United States, the world’s largest importer, represented incomparable scale and volume but imposed recent trade barriers, such as anti-dumping, which could reduce margins and increase operational risks. Germany, with high added value and specific demand for bracatinga honeydew honey, demanded rigorous quality standards, certifications, and consistency of supply—a prestigious path, but one that would require significant technical and productive adaptations. Japan, with high consumption and the opportunity opened by the reduction in Ukrainian supply, could generate attractive margins but brought cultural, logistical, and commercial relationship challenges, requiring rapid learning to avoid mistakes. Spain, although with a smaller market share and more modest prices, offered cultural and linguistic similarity, and could function as a gateway to the European Union, allowing for learning with less risk exposure.
Also on the radar was Mercosur which, despite having Argentina alongside as a major self-sufficient exporter, could offer a first step toward internationalization with lower customs and logistical barriers, reduced entry costs, and the possibility of building an export reputation before facing more complex and competitive markets. Even though internal consumption was limited, the geographical proximity and the bloc’s trade agreements could function as a “training ground” for the global leap.
The dilemma was clear: a bold step toward large and demanding markets could accelerate growth but would increase the risks of failure; on the other hand, starting with smaller and culturally close markets could preserve resources and build experience, though it would delay entry into the more lucrative stages of international honey trade.
The “honey garden” was ready to bloom beyond Brazilian borders—but the first flower would need to be planted in the right soil, for there would be no room for trial and error. Then Gabriel questioned Hans:
“Where are we going to plant our honey flower?”
Gabriel slowly closed the laptop. The office was left with the faint sound of rain against the glass and, in the distance, the serene hum of the bees.
“Where are we going to plant our honey flower?” he repeated, no longer just as a strategic question, but as a question that weighed on both their hearts. The silence that followed had texture; it was as if one could hear the beating of wings and the expectation of a flight that did not yet have a destination.
References
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Associação Brasileira de Estudos das Abelhas. (2025). Atlas da Apicultura no Brasil https://abelha.org.br/atlas-da-apicultura-no-brasil/
» https://abelha.org.br/atlas-da-apicultura-no-brasil/ -
Merladete, A. (2023, julho 17). Mel: consumo interno no Brasil é um dos menores do mundo https://www.agrolink.com.br/noticias/mel--consumo-intermo-no-brasil-e-um-dos-menores-do-mundo_481447.html
» https://www.agrolink.com.br/noticias/mel--consumo-intermo-no-brasil-e-um-dos-menores-do-mundo_481447.html -
Ministério do Desenvolvimento, Indústria, Comércio e Serviços. (2025). ComexVis: Mel natural https://comexstat.mdic.gov.br/pt/comex-vis/4/0619911
» https://comexstat.mdic.gov.br/pt/comex-vis/4/0619911 -
Organização das Nações Unidas para Alimentação e Agricultura. (2022). FAO no Brasil https://www.fao.org/brasil
» https://www.fao.org/brasil
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[Translated version]Note: All quotes in English translated by the authors
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DATA AVAILABILITY
The authors declare that the data supporting the narrative and the teaching notes of this case are fully available within the text itself. There are no external datasets or additional repositories, as all information relevant to the resolution of the case has been incorporated into the document.
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REVIEWERS
Ilan Avrichir (Escola Superior de Propaganda e Marketing, São Paulo / SP - Brazil). ORCID:https://orcid.org/0000-0001-8234-3872
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REVIEWERS
Two reviewers did not authorize the disclosure of their identities.
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PEER REVIEW REPORT
The peer review report is available at this link: https://periodicos.fgv.br/cadernosebape/article/view/97420
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TEACHING NOTES
The teaching notes for this case have restricted access and are only available to faculty and instructors affiliated with the academic institution upon request at: URL https://periodicos.fgv.br/cadernosebape/article/view/97553
Edited by
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EDITOR-IN-CHIEF
Hélio Arthur Reis Irigaray (Fundação Getulio Vargas, Rio de Janeiro / RJ - Brazil). ORCID: https://orcid.org/0000-0001-9580-7859
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ASSOCIATE EDITOR
Fabricio Stocker (Fundação Getulio Vargas, Rio de Janeiro / RJ - Brazil). ORCID: https://orcid.org/0000-0001-6340-9127
The authors declare that the data supporting the narrative and the teaching notes of this case are fully available within the text itself. There are no external datasets or additional repositories, as all information relevant to the resolution of the case has been incorporated into the document.
Source: Authors’ personal archive.
Source: Brazilian Association for Bee Studies (2025).