Defining and Assessing the Farm Direct Marketing Channels in Ontario: An assessment tool for Ontario farmers.

Size: px
Start display at page:

Download "Defining and Assessing the Farm Direct Marketing Channels in Ontario: An assessment tool for Ontario farmers."

Transcription

1 Defining and Assessing the Farm Direct Marketing Channels in Ontario: An assessment tool for Ontario farmers. Melanie Lang Department of Marketing and Consumer Studies Andreas Boecker Department of Food, Agriculture and Resource Economics University of Guelph Canada

2 Defining and Assessing the Farm Direct Marketing Channels in Ontario: An online assessment tool for Ontario farmers ABSTRACT The goal of the research and development project was to develop an assessment tool that would help the producer or group of producers to assess the economic feasibility of a direct marketing venture prior to investing in it. This tool provides information about best practices for the specific direct marketing activity, and where possible and meaningful, reasonable ranges for costs and returns. Key words: farm direct marketing, channel assessment, data collection, best practices, dissemination activities 2

3 Defining and Assessing the Farm Direct Marketing Channels in Ontario: An assessment tool for Ontario farmers Identifying the gaps in farmers skills for direct marketing Canadian farmers have been confronted with declining income over the past decade. Growing international competition has reduced margins in the commodity channels through which the vast majority of farmers have been marketing. As an opportunity to escape the price competition in the commodity markets, farmers have started to embrace the growing local food movement in Canada and sell directly to the consumer. While an increasing number of urban and rural consumers are reaching out to farmers for a local food supply, there are still numerous barriers to overcome to fully exploit this local food marketing potential. One is that farmers who have been trained and educated over the past decades to excel in efficient production typically lack the business skills for direct marketing. Another is the absence of any experience-based benchmarks for successful performance of marketing activities for planning purposes. In response to the need for improving these skills and making such benchmark or anchor point information available to farmers in Ontario, the provincial ministry has funded a research and development project. The object is to develop a support tool that will provide farmers with information and planning resources to guide them in starting up or expanding and improving their own direct-marketing farm product sales business. Additionally, the project aimed to produce two types of support materials: a) Cases studies to highlight and illustrate best practices in farm direct marketing; b) Business planning tools for specific direct marketing channels and comparatives with wholesale marketing. During the course of the project, a number of barriers to data collection, analysis, and to the dissemination of results were identified that required innovative approaches to respondent recruitment. Given that the general mindset of the Ontario farming community is to share insights and experiences, enticing respondents was not a challenge. In the sections that follow, this research and development project will illustrate how farmers were recruited and motivated to participate in an in-depth and very specific data collection process; without financial compensation. Other discussion points will examine the structure and format of the online tool, and finally, the decision about which information concerning best practices and benchmark figures the tool will make available to farmers. Overview of Farm Direct Marketing Channels Marketing channels can be divided into two broad groups, direct and non-direct. While direct marketing means that the producer sells the product directly to the end user, non-direct marketing means selling a product to a buyer who is not the ultimate consumer. There are a number of different direct marketing models that could be included in the analysis. From a preliminary scan of select academic, professional and government publications, the following basic direct marketing models/channels can be discerned: 3

4 - Pick your own - On farm market and/or Roadside stand - Farmers or Weekly Market - Delivery services/online store - Community-supported Agriculture (CSA) - Local restaurants that communicate the farm of product origin to consumers An essential part to this study was to collect information on current marketing practices of Ontario farmers to identify the best practices in farm product marketing. The project also aimed to identify information needed for better decision-making in direct marketing. These broader data collection objectives were complemented by the above mentioned specific data collection on a particular aspect of the direct marketing operation of the participant s own choosing. This required three data collection steps. First, in a 30 to 45 minute entry survey the participant was asked to describe the current operation, the previous season s marketing activities, the record-keeping and planning practices, and key challenges and successes of the past year. This survey provided the research team with an overview of the products marketed and marketing channels used in the sample. Second, between one and three months after the entry survey, farmers were asked to identify a particular aspect or area of their marketing operation on which they wished to gather more detailed information for improved decision making. Since this part of data collection was expected to be most cumbersome and time consuming, the research team offered assistance to farmers through making graduate and undergraduate students available for data collection. The collected data, e.g. on assessing the viability of selling through one or more farmers markets, was then analysed by the team. Finally, one month after completing the detailed data collection process, participating farmers were asked to complete a 45 to 60 minute exit survey, which addressed best practices, particular cost and revenue information, challenges and successes from the current season and information needs for improved decision making. Challenges in Data Collection Given the customized nature of the project, having a standardized data collection process was inappropriate and ineffective. A generic data collection method would provide insufficient insight about processes and actual practices, as such, the project required customize log sheets, in-depth interviews, follow-up inquiries and working closely with farmers and their staff to ensure an accurate reflection of their operation. As the outcome of the research project would suggest, detailed accounts of various operations and direct marketing channels were needed to provide an account of best practices. The methods traditionally used for these purposes, as outlined by a research group at Cornell, were time consuming and affected farmers willingness to participate. As such, and under further guidance, it was decided to customize the log sheets to ensure the greatest potential of completion (Sample Log Sheet found in Appendix 1). The log sheets were seen as an additional expense that required staff hours to complete, although the breakdown of the operational activities also helped to provide the researchers (and the farmers) with an actual breakdown of costs per activity. Given that there was no financial compensation provided, farmers were 4

5 instead offered customized assessments of their marketing and channel offerings. Although the direct benefit to the farm for participating was seen as small compared to the cost of time. As a means to address the challenges, the farmers were offered data collection and analysis that would be of direct value to their operation, and in return, the information would be used to support the online assessment tool and identification of best practices. Being mindful of the end user helped to identify specific channels and dissemination approaches that would complement the information. Additionally, individual case studies were written to profile and highlight the specific operations and their preferred farm direct marketing practices. The cases studies also served as a method of disseminating best practices related to specific types of operations (size, scale, focus) and their audience. Throughout each case study, the writers were truthful about best practices and procedures while offering a full range of expected costs and inputs. Providing these figures on a spectrum was necessary in order to be representative of our entire Ontario audience, which also accounted for fluctuations in annual costs. Writers were also conscious of anonymity when referring to names of participating farms and their actual operational numbers. Each case was written in collaboration with the farmer to ensure an accurate representation of their challenges and key outcomes that could be used as a learning tool for other farmers. All of the farmers had final authority when deciding which details were included and which would be best used under an anonymous name. Methodology Recruiting of participating farms through newsletters of organizations involved in direct and alternative marketing by farmers started in June 2010, with data collection commencing in July 2010, and terminating in June In total 17 farms are in the sample, eleven of which have agreed to participate in in-depth projects on a particular aspect of their direct marketing enterprises. Looking at farm acreage to distinguish between different categories of participants, three of the farms have less than 50 acres and nine enterprises have between 50 and 150 acres, while the remaining five farmers operate on more than 150 acres. The average acreage is 209 acres, with a range of 6.5 acres to 1200 acres per operation. To get a rough idea of their expert knowledge they were asked how long their farming respectively their direct marketing has been operational. The responses are summarized in Figure 1, showing that six of the 17 respondents have been operating their farm for more than 20 years. 5

6 Farm Operation Direct Marketing 10a 10-20a >20a Figure 1: Number of years farming and direct marketing operations have been active. Just above half of participants started selling directly to customers during the past ten years, while four have been selling direct for 20 years or more. With an average of 16 years in farming and 12 years in direct marketing, the sample is probably for a shorter period in the farming business than the Ontario average but more experienced in direct marketing than the average Ontario direct marketer when considering that farm direct marketing only took off in the past ten years. This specialization in direct marketing is supported by the fact that ten of the 17 participants started their direct marketing operation in the same year as their farming operation. Marketing The marketing channels are divided into two broad groups, direct and non-direct. While direct marketing means that the producer sells the product directly to the end user, non-direct marketing means selling a product to a buyer who is not the ultimate consumer. The following table shows, among other things, the number of farmers using the different channels. Thirteen out of 17 operations market their products through an on-farm market or a roadside stand, eight farmers use farmers markets, and nine farms sell their goods to a restaurant or a processor, e.g. a slaughterhouse. Eleven producers use online ordering, delivery service and retailers. Further, community-supported agriculture (CSA), catering, pick your own, elevators, wholesale market, institutions, Co-operatives different other marketing channels were mentioned, like ordering per phone or drop in, organizing events or Tourism shop-consignment. Typically, farms use between one and three outlets per channel on average. One of the participating farms is delivering, through distributors though, to 500 retailers, thus increasing the average number of outlets for this channel dramatically. Overall, the 17 farms in the sample market their products through a total of 46 direct and 29 indirect marketing channels and, not counting the extreme number of retail stores supplied by one farm, a total of 77 direct and 45 non-direct outlets. 6

7 Channel Number of farms using this channel Average number of outlets per channel used Channel ranking by sales by farm 1 st 2 nd 3 rd On-farm market / road side stand 13 1, Pick your own 4 1,0 1 Direct Marketing Farmers market 8 2,0 3 3 CSA 3 1,7 1 1 Online ordering 7 1,0 Delivery service 6 3,2 1 Catering 4 1,0 Others 1 1, Elevators 4 1,5 1 1 Non-direct Marketing Processors 6 1,2 1 Wholesale market 3 2,0 Retail 6 102,2 1 2 Restaurants 7 1,8 1 Institutions 1 1,0 Co-operatives 2 1,0 Others 0 1,0 Table 1: Descriptive statistics for marketing channels used. One of the questions in the Entry survey asked which three channels contribute most to sales. The most mentioned channel is the on-farm market. To eight farms, it is the one channel generating most revenue. This is followed by farmers market, which is specified as the highest sales one three times and three times at second position. While CSA, pick your own, delivery service, elevator, processors, retail, restaurants and special other channels are numerated a few times the remaining channels seem to play a minor part. Among the non-direct channels, elevators, processors and retail stores are important for revenue generation. The ultimate goal of the research and development project was to develop a tool that would help the producer or group of producers to assess the economic feasibility of a direct marketing venture prior to investing in it. This tool provides information about best practices for the specific direct marketing activity, and where possible and meaningful, reasonable ranges for costs and returns. However, to successfully implement this research and development project, three barriers needed to be overcome. 7

8 First, the development of the tool structure and format was presented as an outcome of coupling the acknowledgement that potential users of this tool differ greatly in their use of information technology with the requirement to provide farmers with an easy start and quick results. This was necessary to not deter them from using and exploring the tool by overwhelming data input requirements from the beginning and provide them with the flexibility of different format preferences ranging from a printed manual, an online tool or Smartphone applications. With respect to the identified components of a direct marketing business plan, the research team examined the necessary business figures that lending organizations utilize when assessing the risk of these types of business ventures. Knowing what benchmark figures and desirable inputs are sought strengthened the recommended strategies. Second, this paper highlights the importance of providing participating farmers, who share their success stories and are willing to engage in considerable data collection efforts, with an immediate benefit from supplying this data. This was achieved by offering them to have data collected and analysed on a particular part or aspect of their direct marketing operation of their own choosing. This allowed the research team to collect very specific data over an extended period of time and provides a direct benefit of improved information to the participating farmers. Finally, building on the first two objectives, the project requires an effective knowledge and technology transfer (KTT) strategy, engaging producer groups and tapping into an existing network structure of workshop leaders of the provincial ministry s Grow your farm profit program. Throughout the data collection process, an assessment tool was being developed to help create and assess varying enterprises. Collectively, the information gathered helped to provide an overview of the expected costs associated with the different operations and their respective direct marketing activities. All of the information gathered was compiled and calculations were imbedded to allow the user to customise the cost inputs and see the effect of returns. As was pointed out above, eleven farms agreed to participate in in-depth projects from which 13 case studies could be generated. These are grouped in four clusters, as shown in Table 2 below. It is also evident that the case studies cover a broad array of different topics. 8

9 Cluster (number of farms) Meat (3): From farm-gate sales to on-farm store. Produce (3): Farmers Markets Entry strategy and expanding into other channels On-farm processing (3): Costing analysis Event Marketing (3): Challenges in implementation and performance assessment Types of project Business plan for on-farm store Investment evaluation for on-farm store Cost of marketing analysis across marketing channels Cost of marketing analysis across marketing channels In-depth analysis of performance in one marketing channel In-depth analysis of performance in one marketing channel Efficient tracking of time spent in processing and marketing Costing tool and margin analysis Costing tool and margin analysis Assessment of marketing through off-farm events Generation and implementation of new event ideas Making demand for agri-tourism and on-farm sales less weather dependent Lifestyle farming (1) Enterprise budget for honey production and marketing Table 2: Clusters of case studies for best practices. Dissemination of Results Channel analysis Once the data collection process was complete, energies were then directed at identifying ways in which to communicate the identified best practices and learning outcomes of the study. Close working relationships with the Ontario Ministry of Agriculture helped to identify and ensure broad exposure of the findings were achieved. It was important to be mindful when disseminating insights and instructional details that the identity of the participating farm operation was not revealed. The farmers provided a tremendous amount of information and insight into their operation and discussed many illustrative details and examples to the research team. The case studies will be published by the Ontario Ministry of Agriculture and will also be used academically as a teaching tool within related marketing courses. Of specific mention are the workshops available to Ontario farmers where these cases studies will be most likely used. The Growing Your Farm Profits (GYFP) workshops are an obvious vehicle to deliver the tool to the producers. GYFP is delivered by trained workshop leaders through the Ontario Soil and Crop Improvement Association (OSCIA) with regular scheduled workshops throughout the fall and winter. The best time for the GYFP workshop leaders to meet is the late summer or early fall, which coincides with the timing of the availability of both the completed cases and prototype of the online assessment tool. Additionally, the Ontario Ministry of Agriculture delivers the Quest For New Farm Value workshops, which focus on planning for direct sales and value added businesses, and run during the winter months. The trainers for Quest are a mix of Ministry business management staff and private sector trainers. Given the variety of commodities that are profiled in the study, the results and case studies will be made available through a wide channel base. Increased awareness of the online assessment 9

10 tool will be included in newsletter articles that Ontario Ministry of Agriculture staff submit and coordinate. In order to reach audiences focused on the produce market, the information with be made available at the Ontario Fruit and Vegetable Growers Association's annual conference to help target the fruit and vegetable producers and marketers. Additionally, when targeting nontraditional producers such as meat and honey, the Ontario Ministry of Agriculture has several new members from the non-traditional sectors with associations such as Bee Keepers and Cattlemen's Associations. Of important mention is the need to ensure that the information is distributed through the appropriate channels, whereby collaborating with the various stakeholder groups and communications vehicles though communication transfer activities. Collectively, all parties are generally forthcoming with sharing knowledge and best practices of their operations and see the value in contributing their experiences and tips to the farming community. Given the uniqueness of each operation featured throughout the research study, it can be difficult to replicate all of the learned activities. Discussion of Results Upon completion of the project, 17 farms participated in the study, although not all of the farms were highlighted in a case study. The length of the data collection process was largely dependent on the size of the operation as well as the complexity of number of marketing channels used. Analyzing the information, in combination with the interview with the farmer, helped to ascertain the type of customized business plan / marketing plan recommendations we would be customizing for their needs. Typically, and on average, farms use between one and three outlets per marketing channel. One of the participating farms were delivering through a distributor to 500 retailers, thus increasing the average number of outlets for this channel dramatically. Overall, the farms in the sample, market their products using a total of 38 direct and 26 in-direct marketing channels, using a total of 54 direct and 41 non-direct outlets. The primary focus of the research and development project was to provide the farm directmarketing community with information about best practices and benchmark figures for planning and self-assessment purposes. The information gathered is presented in a number of categories, such as, pricing, customer acquisition and retention, or channel strategy differentiating between primary and secondary channels. Once the tool has been disseminated and trials have occurred, two important areas of feedback from farmers will help assess the success of this project: a) How they have rated the outcome of the particular analysis chosen by the farmers with regard to its impact on marketing decision-making. b) How the participating farmers have rated the tool s usefulness. 10

11 Implications and Conclusion Assessing the farm-direct marketing channels of Ontario farms will greatly enhance the effectiveness, competitiveness and availability of Ontario farm fresh commodities to consumer markets. The development of the marketing assessment and planning tool will aid farmers to ascertain the level of costs and investments needed to successfully enter into direct marketing activities. Being fully aware of the risks and implications will ensure farmers are more adequately informed about the different marketing channels available and the necessary tactics to ensure the appropriate channels are matched to their specific commodity and targeted consumer group. 11

12 Appendix 1: Sample log sheet for turkey producer UofG/FARE Farm Direct Marketing Study; FARM 9067 Log sheet for Marketing-related activities Please record times (to nearest 5 minutes)* Week: Activity Pack into/take out of freezers Sales call/ personal meeting On-farm store/sales** Restaurants** Wholesale** Baileys** Large Personal Account(s) Staffing on- farm store Selling to end consumers outside of store hours Delivery Other: Keeping track of quantities and sales: Quantity/$Sales Product Quantity/$Sales Quantity/$Sales Quantity/$Sales Quantity/$Sales Quantity/$Sales Turkey- Whole Bird pounds pounds pounds pounds Drumsticks Wings Breast Ground Soup parts Tenderloins Thighs Chicken Whole Bird

1 Associate Professor, Charles H. Dyson School of Applied Economics and Management, Cornell University, and

1 Associate Professor, Charles H. Dyson School of Applied Economics and Management, Cornell University, and Marketing Channel Assessment Tool (MCAT) Benchmark Performance Metrics Todd M. Schmit and Matthew N. LeRoux 1 NYFVI Final Report June 2014 Introduction Since 2008, 31 farms small- and medium-sized fruit

More information

The Feeders Meet the Eaters - Direct Marketing in Ontario s Organic Sector

The Feeders Meet the Eaters - Direct Marketing in Ontario s Organic Sector The Feeders Meet the Eaters - Direct Marketing in Ontario s Organic Sector There is a transparency revolution in our food system. Eaters want to know and connect with the faces behind their food and farmers

More information

Farm Direct Marketing. Susan A. Kelly

Farm Direct Marketing. Susan A. Kelly Farm Direct Marketing Susan A. Kelly Objectives Learn about the different types of direct marketing for small farmers Learn the challenges and benefits of the various direct marketing strategies Learn

More information

CHAPTER 1 Introduction to Direct Farm Marketing and Risk Management

CHAPTER 1 Introduction to Direct Farm Marketing and Risk Management CHAPTER 1 Introduction to Direct Farm Marketing and Risk Management Consumer Buying and Eating Habits are Changing... 2 Managing Your Farm s Legal Liabilities is Critical for Direct Marketers... 3 How

More information

Value-Added Agriculture in Tennessee: A Summary of 2012 Census Results December 2014 SP 769

Value-Added Agriculture in Tennessee: A Summary of 2012 Census Results December 2014 SP 769 Value-Added Agriculture in Tennessee: A Summary of 2012 Census Results December 2014 SP 769 Authors Rob Holland Director Center for Profitable Agriculture Megan Bruch Leffew Extension Specialist Center

More information

Organic Direct Marketing

Organic Direct Marketing Organic Direct Marketing Why Direct Marketing? Small-scale producers can compete in a local market. Puts Puts power back into the hands of the producer. Maximizes income by selling direct to the consumer.

More information

III Impact Analysis Research Brief A: Market Outlets

III Impact Analysis Research Brief A: Market Outlets North Country Regional Foods Initiative: Market Outlets IIIA-1 North Country Regional Foods Initiative www.nnyregionallocalfoods.org Research Report on the Impacts of Local & Regional Foods in the Adirondack-North

More information

Direct Marketing: Alternative Markets for Small-scale Growers

Direct Marketing: Alternative Markets for Small-scale Growers Direct Marketing: Alternative Markets for Small-scale Growers Empowering Women Veterans: Business, Agriculture and Well-being Conference Davis, California - July 6 8, 2012 Penny Leff UC Small Farm Program

More information

Marketing Channel Assessment Tool (MCAT) Benchmark Performance Metrics

Marketing Channel Assessment Tool (MCAT) Benchmark Performance Metrics December 2014 EB 2014-13 Marketing Channel Assessment Tool (MCAT) Benchmark Performance Metrics Todd M. Schmit and Matthew N. LeRoux Dyson School of Applied Economics and Management College of Agriculture

More information

Lesson 3: Direct Marketing of Agriculture Produce

Lesson 3: Direct Marketing of Agriculture Produce Agricultural Marketing Resource Center Value-added Agriculture Profile Iowa State University November 2007 Lesson 3: Direct Marketing of Agriculture Produce Funding was provided by the Agricultural Marketing

More information

Selling at BC s Farmers Markets

Selling at BC s Farmers Markets Selling at BC s Farmers Markets A GUIDE FOR NEW FARMER VENDORS Prepared by: David J. Connell School of Environmental Planning, University of Northern British Columbia and Christopher Hergesheimer Farmers

More information

5.5 Direct Marketing to Restaurants

5.5 Direct Marketing to Restaurants 5.5 Direct Marketing to Restaurants Lecture Outline 3 Resources 5 Unit 5.5 1 2 Unit 5.5 Lecture Outline: (Adapted from: Iowa State University Extension, 2002; Bauchmann, 2004; Feenstra et al., 2003; and

More information

Market Ready Checklist for Direct Sales to Restaurants Business Practice Summary Market Ready Direct Marketing Market Ready Packaging

Market Ready Checklist for Direct Sales to Restaurants Business Practice Summary Market Ready Direct Marketing Market Ready Packaging Market Ready Checklist for Direct Sales to Restaurants Business Practice Summary Dr. Kim Morgan, Department of Agricultural Economics, Mississippi State University [Adapted from Original Document Authored

More information

Request for Proposal (RFP) for Establishment Standardized Grading System for Commodity Trading Platform

Request for Proposal (RFP) for Establishment Standardized Grading System for Commodity Trading Platform Request for Proposal (RFP) for Establishment Standardized Grading System for Commodity Trading Platform 1.0 Introduction Since Katalyst s inception in 2002, the project has achieved significant job and

More information

Organic Crops Price Survey

Organic Crops Price Survey Organic Crops Price Survey Prepared for: by Nathan Peter Saskatchewan Research Council Development Engineering Alternative Energy & Manufacturing Division SRC Publication No. 11465-1C08 August, 2008 Organic

More information

Developing and maintaining good relations with your

Developing and maintaining good relations with your 6 Maintaining Positive Relations with Vendors This chapter will enable you to: Be aware of the role of the manager and the market in the success of vendors. Be aware of actions you can take to maintain

More information

Regional Economic Development Programs and Services Drivers of Innovation and Growth for a Thriving Rural Ontario

Regional Economic Development Programs and Services Drivers of Innovation and Growth for a Thriving Rural Ontario Regional Economic Development Programs and Services Drivers of Innovation and Growth for a Thriving Rural Ontario The North Stormont 1 st Annual Community Breakfast Meeting March 3rd, 2014 Avonmore Ministry

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Direct Farm Marketing Business Resources

Direct Farm Marketing Business Resources Direct Farm Marketing Business Resources Acknowledgements Acknowledgements The research and development project, whose key outcomes are presented in this report, was funded by the Ministry of Agriculture

More information

THE INCREASING ROLE OF DIRECT MARKETING AND FARMERS MARKETS FOR WESTERN US PRODUCERS

THE INCREASING ROLE OF DIRECT MARKETING AND FARMERS MARKETS FOR WESTERN US PRODUCERS THE INCREASING ROLE OF DIRECT MARKETING AND FARMERS MARKETS FOR WESTERN US PRODUCERS By Dawn Thilmany and Phil Watson Department of Agricultural and Resource Economics Colorado State University Farmers

More information

Vermont Farm Producer Survey. Preliminary Report. Table of Contents

Vermont Farm Producer Survey. Preliminary Report. Table of Contents Vermont Farm Producer Survey Preliminary Report Prepared By: Intervale Center Agricultural Development Services 180 Intervale Road Burlington, VT 05401 Table of Contents Acknowledgments...2 Executive Summary...2

More information

April 24, 2014. What USDA/Other Federal Funding Opportunities Exist

April 24, 2014. What USDA/Other Federal Funding Opportunities Exist Writing a Winning Grant Proposal April 24, 2014 What USDA/Other Federal Funding Opportunities Exist Farmers Market (and Local Food ) Promotion Program (FMLFPP) Due: Refunded in 2014 Farm Bill $30m/year

More information

Business Plan and Extension Program Strategy

Business Plan and Extension Program Strategy Business Plan and Extension Program Strategy Cornell Cooperative Extension of Ontario County Agriculture Economic Development Program 2010-2013 Cornell Cooperative Extension of Ontario County 480 North

More information

Weather Index Crop Insurance. White Paper. Implementation, Product Design, Challenges And Successes Lessons Learned In The Field

Weather Index Crop Insurance. White Paper. Implementation, Product Design, Challenges And Successes Lessons Learned In The Field White Paper Weather Index Crop Insurance Implementation, Product Design, Challenges And Successes Lessons Learned In The Field By Shadreck Mapfumo, Vice President, Agriculture, MicroEnsure November 2008

More information

Food Hubs. An Overview. Project Start 7/3/2013. Presented by Kristy SeBlonka and Sue Anderson Central Wisconsin Food Hub Work Group November 29, 2012

Food Hubs. An Overview. Project Start 7/3/2013. Presented by Kristy SeBlonka and Sue Anderson Central Wisconsin Food Hub Work Group November 29, 2012 Food Hubs An Overview Presented by Kristy SeBlonka and Sue Anderson Central Wisconsin Food Hub Work Group November 29, 2012 Project Start Farmshed volunteers conducted a telephone survey in winter 2011

More information

CSA CSA. Mr. Andrew Stout 2,000 CSA.

CSA CSA. Mr. Andrew Stout 2,000 CSA. CSA CSA Mr. Andrew Stout 1968 6 3 70 5 75 2,000 CSA 2004 2 http://www.fullcirclefarm.com/ CSA CSA Community Supported Agriculture CSA 1980 CSA CSA 1986 CSA CSA CSA CSA 20 50 CSA CSA CSA 24 36 CSA CSA CSA

More information

The Economic Importance of the New York State FOIE GRAS Industry

The Economic Importance of the New York State FOIE GRAS Industry The Economic Importance of the New York State FOIE GRAS Industry Prepared by: Thomas J. Shepstone, AICP Shepstone Management Company Planning & Research Consultants Prepared for: Sullivan County Foie Gras

More information

Department of Applied Economics and Management Cornell University, Ithaca, New York 14853-7801 USA

Department of Applied Economics and Management Cornell University, Ithaca, New York 14853-7801 USA WP 2009-14 April 2009 Working Paper Department of Applied Economics and Management Cornell University, Ithaca, New York 14853-7801 USA Evaluating Marketing Channel Options for Small-Scale Fruit and Vegetable

More information

Farm to Grocery Store. Increasing the Sale of Connecticut Grown Produce in Local Grocery Stores

Farm to Grocery Store. Increasing the Sale of Connecticut Grown Produce in Local Grocery Stores Farm to Grocery Store Increasing the Sale of Connecticut Grown Produce in Local Grocery Stores Specialty Crop Block Grant Increase in-state consumption of Connecticut-grown fruits and vegetables by optimizing

More information

Market Development for Farmers: Tips for Service Providers. David Conner Dept. of Community Development and Applied Economics University of Vermont

Market Development for Farmers: Tips for Service Providers. David Conner Dept. of Community Development and Applied Economics University of Vermont Market Development for Farmers: Tips for Service Providers David Conner Dept. of Community Development and Applied Economics University of Vermont Overview Introduction Concepts Situational analysis Target

More information

Marketing and Promotion Resources: Leveraging Existing Programs and Resources

Marketing and Promotion Resources: Leveraging Existing Programs and Resources Marketing and Promotion Resources: Leveraging Existing Programs and Resources Dawn Thilmany, Ph.D. Professor Department of Agricultural and Resource Economics Colorado State University Kynda R. Curtis,

More information

Direct marketing from producers to consumers: Economic aspects and key success factors

Direct marketing from producers to consumers: Economic aspects and key success factors Direct marketing from producers to consumers: Economic aspects and key success factors Erwin Wauters, Koen Mondelaers, Maarten Crivits Symposium Food Safety of the Short Supply Chain 9 th November, 2012

More information

STATISTICAL PROFILE OF CAPE BRETON. Prepared By: Nova Scotia Federation of Agriculture

STATISTICAL PROFILE OF CAPE BRETON. Prepared By: Nova Scotia Federation of Agriculture STATISTICAL PROFILE OF CAPE BRETON Prepared By: Nova Scotia Federation of Agriculture 1.0 Introduction Agriculture in the Local Economy Agriculture in Cape Breton is characterized by a diversity of farm

More information

Food Hubs In Georgia A Baseline Survey 2012

Food Hubs In Georgia A Baseline Survey 2012 Food Hubs In Georgia A Baseline Survey 2012 Authors: Marc Beechuk University of Georgia Environmental Planning & Design Julia Gaskin University of Georgia College of Agricultural & Environmental Sciences

More information

Building Capacity for Northern Ontario Agriculture. Errol Caldwell, Research Director Sault Ste. Marie Innovation Centre

Building Capacity for Northern Ontario Agriculture. Errol Caldwell, Research Director Sault Ste. Marie Innovation Centre Building Capacity for Northern Ontario Agriculture Errol Caldwell, Research Director Sault Ste. Marie Innovation Centre Farming the North (2011 Census) Northern Ontario 700,000 acres of farmed land with

More information

Business and Market Plans: An Overview with Considerations for Organic Operations

Business and Market Plans: An Overview with Considerations for Organic Operations Business and Market Plans: An Overview with Considerations for Organic Operations Laura Tourte, Farm Advisor, UC Cooperative Extension Santa Cruz, Monterey & San Benito Counties Mark Gaskell, Small Farm

More information

Farm Credit s Mission to serve Young, Beginning, and Small Farmers. New loans made in 2010 to: Young: $7.3 billion Beginning: $10.

Farm Credit s Mission to serve Young, Beginning, and Small Farmers. New loans made in 2010 to: Young: $7.3 billion Beginning: $10. Farming s Future: The Next Generation Gary Matteson, Farm Credit Council VP Young, Beginning, Small Farmer Programs and Outreach Looking to the Future must know where beginning farmers are what beginning

More information

THE COMMODITY RISK MANAGEMENT GROUP WORLD BANK

THE COMMODITY RISK MANAGEMENT GROUP WORLD BANK THE COMMODITY RISK MANAGEMENT GROUP WORLD BANK Agricultural Insurance: Scope and Limitations for Rural Risk Management 5 March 2009 Agenda The global market Products Organisation of agricultural insurance

More information

THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S.

THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 5/6/2015 GAIN Report Number:

More information

Direct Marketing of Agri-Food in Atlantic Canada: Situation and Outlook

Direct Marketing of Agri-Food in Atlantic Canada: Situation and Outlook Direct Marketing of Agri-Food in Atlantic Canada: Situation and Outlook Prepared by Kelco Consulting Ltd. May 2008 Direct Marketing of Agri-Food in Atlantic Canada: Situation and Outlook Prepared for Council

More information

Choosing A Consultant...An Investment in Your Agricultural Business

Choosing A Consultant...An Investment in Your Agricultural Business Agriculture Business Strategies March 2004 Agdex 823-1 Choosing A Consultant...An Investment in Your Agricultural Business The purpose of this factsheet series is to help producers and processors understand

More information

Agricultural Marketing. Direct Marketing Strategies and Opportunities. Commodity or Niche? MARKETS DEFINED

Agricultural Marketing. Direct Marketing Strategies and Opportunities. Commodity or Niche? MARKETS DEFINED Direct Marketing Strategies and Opportunities Mykel Taylor Assistant Professor Dept. of Agricultural Economics NCKS Commercial Enterprises Conference February 25, 2012 Agricultural Marketing Commodity

More information

Participation Guide How to submit policy ideas

Participation Guide How to submit policy ideas Participation Guide How to submit policy ideas The People s Food Policy Project aims to unite the voices of Canadians to develop the People s Food Policy, which will be based in the principles of food

More information

Business Planning Guide For Resource-Based Tourism Operators

Business Planning Guide For Resource-Based Tourism Operators Business Planning Guide For Resource-Based Tourism Operators The information provided in this package is intended as a guideline only. The Ministry of Northern Development and Mines guide and templates

More information

Sustainable Food Systems...a collaborative approach to a better way of life!

Sustainable Food Systems...a collaborative approach to a better way of life! Executive Summary - Research Phase Sustainable Food Systems We are living at a pivotal point in history. The world is experiencing dramatic economic, social and environmental challenges that have left

More information

Top 10 Problems with the Food and Drug Administration s Proposed Food Safety Regulations for Farmers and Local Food Businesses

Top 10 Problems with the Food and Drug Administration s Proposed Food Safety Regulations for Farmers and Local Food Businesses Top 10 Problems with the Food and Drug Administration s Proposed Food Safety Regulations for Farmers and Local Food Businesses 1. They re too expensive. The rules could cost farmers over half of their

More information

A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty

A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty A New Approach to Needs Assessment and Communication to Connect and Collaborate with Faculty Cindy Elliott Assistant Librarian, Research Services Team The University of Arizona Libraries Jim Martin Associate

More information

Feasibility Study Small/Medium Farm Product Distribution In the Lower Mainland

Feasibility Study Small/Medium Farm Product Distribution In the Lower Mainland Feasibility Study Small/Medium Farm Product Distribution In the Lower Mainland Part 5 Buyers Needs for a Small Farm Distribution Model May 2014 1 Acknowledgements Authors Darren Stott, Greenchain Consulting

More information

18 YORK SMALL BUSINESS ENTERPRISE CENTRE 2013 ACTIVITY REPORT AND PROPOSED 2014 PROGRAM INITIATIVES

18 YORK SMALL BUSINESS ENTERPRISE CENTRE 2013 ACTIVITY REPORT AND PROPOSED 2014 PROGRAM INITIATIVES Clause No. 18 in Report No. 1 of was adopted, without amendment, by the Council of The Regional Municipality of York at its meeting held on January 23, 2014. 18 YORK SMALL BUSINESS ENTERPRISE CENTRE 2013

More information

When strolling through a local. Market Forces. Creating Jobs through Public Investment in Local and Regional Food Systems.

When strolling through a local. Market Forces. Creating Jobs through Public Investment in Local and Regional Food Systems. Executive Summary Market Forces Creating Jobs through Public Investment in Local and Regional Food Systems istockphoto.com/ Stephen Walls istockphoto.com/bruce Block When strolling through a local farmers

More information

AMERICAN ASSOCIATION OF WINE ECONOMISTS

AMERICAN ASSOCIATION OF WINE ECONOMISTS AMERICAN ASSOCIATION OF WINE ECONOMISTS AAWE WORKING PAPER No. 27 Business STATE FUNDED MARKETING AND PROMOTIONAL ACTIVITIES TO SUPPORT A STATE S WINERY BUSINESS Roger D. Hanagriff, Michael Lau and Sarah

More information

Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business

Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business A Forrester Consulting Thought Leadership Paper Commissioned By Digital River May 2014 Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business 1 Table Of Contents Executive Summary...2

More information

DAIRY MARKETS And POLICY ISSUES AND OPTIONS

DAIRY MARKETS And POLICY ISSUES AND OPTIONS DAIRY MARKETS And POLICY ISSUES AND OPTIONS M-8 January 1993 MARKETING AGENCIES-IN-COMMON R.A. Cropp, E.V. Jesse, and W. Dobson* Why The Interest In Marketing Agencies-In-Common? The current federal dairy

More information

Marketing Promotion of Texas Agricultural Products: The Rural Dimension of the GO TEXAN Program

Marketing Promotion of Texas Agricultural Products: The Rural Dimension of the GO TEXAN Program Journal of Agricultural and Applied Economics, 43,3(August 2011):433 442 Ó 2011 Southern Agricultural Economics Association Marketing Promotion of Texas Agricultural Products: The Rural Dimension of the

More information

The Canadian Code for Volunteer Involvement: An Audit Tool

The Canadian Code for Volunteer Involvement: An Audit Tool The Canadian Code for Volunteer Involvement: An Audit Tool Acknowledgments Volunteer Canada gratefully acknowledges the author, Liz Weaver, for her work on the original document Volunteer Management Audit:

More information

HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009]

HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009] HOUSTON COUNTY Economic Development Authority STRATEGIC PLAN - 2009 [Approved November 4, 2009] Houston County Economic Development Authority Strategic Plan 2009 1 Table of Contents Introduction..3 Strategic

More information

Assessing Your Identity and Resources Workshop Worksheet

Assessing Your Identity and Resources Workshop Worksheet Assessing Your Identity and Resources Workshop Worksheet Enterprise and Skills Assessment Work down through the following table and give an honest assessment if you, or your business, tends to be stronger

More information

Tropentag 2012, Göttingen, Germany September 19-21, 2012

Tropentag 2012, Göttingen, Germany September 19-21, 2012 Tropentag 2012, Göttingen, Germany September 19-21, 2012 Conference on International Research on Food Security, Natural Resource Management and Rural Development organised by: Georg-August Universität

More information

~ Growing Food and Economy ~ Economic Impact Study of the Agriculture and Food-Related Sectors in Waterloo Region

~ Growing Food and Economy ~ Economic Impact Study of the Agriculture and Food-Related Sectors in Waterloo Region ~ Growing Food and Economy ~ Economic Impact Study of the Agriculture and Food-Related Sectors in Waterloo Region October 2003 Sponsored by: Region of Waterloo Public Health Human Resources Development

More information

STRATEGIC PLAN 2014 2016

STRATEGIC PLAN 2014 2016 Introduction The Russell Township Economic Development strategic plan lays a roadmap for economic development in our area over the coming three years. Leaders in the local business community were consulted

More information

Local Foods in Maryland Schools and Implications for Extensio... Schools and Farmers

Local Foods in Maryland Schools and Implications for Extensio... Schools and Farmers April 2012 Volume 50 Number 2 Article Number 2RIB4 Return to Current Issue Local Foods in Maryland Schools and Implications for Extension: Findings from Schools and Farmers Lydia Oberholtzer Researcher

More information

ARE WE ON THE RIGHT TRACK?

ARE WE ON THE RIGHT TRACK? SUSTAINABLE AGRICULTURE AND FOOD SECURITY FOR TRINIDAD AND TOBAGO ARE WE ON THE RIGHT TRACK? Presented by: Mr Samaroo Dowlath, Food Industry Stakeholder Sustainable Agriculture what is it? The term sustainable

More information

TASTE THE DIFFERENCE: The memory of poor quality lasts longer than the memory of the price paid.

TASTE THE DIFFERENCE: The memory of poor quality lasts longer than the memory of the price paid. TASTE THE DIFFERENCE: The memory of poor quality lasts longer than the memory of the price paid. To remain competitive in a rapidly changing industry, Perfection Fresh Australia (PFA) needed to redefine

More information

SUMMARY OF CHANGES FOR THE PILOT AVOCADO CROP PROVISIONS (CA) (2012-0019)

SUMMARY OF CHANGES FOR THE PILOT AVOCADO CROP PROVISIONS (CA) (2012-0019) SUMMARY OF CHANGES FOR THE PILOT AVOCADO CROP PROVISIONS (CA) (2012-0019) The following is a brief description of changes to the Pilot Avocado Crop Provisions (CA) that will be effective for the 2012 crop

More information

Employment Equity Report 2011-2012

Employment Equity Report 2011-2012 Employment Equity Report 2011-2012 Creating a representative workforce at the Central Student Association Joshua Ofori- Darko Human Resources & Operations Commissioner 2011-2013 OUR COMMITTEMENT The CSA

More information

Farmers for Chicago (FFC) - New Farmer Incubation Program

Farmers for Chicago (FFC) - New Farmer Incubation Program Farmers for Chicago (FFC) - New Farmer Incubation Program "We must strengthen and grow both rural AND urban farming to support a sustainable, secure food system for everyone Will Allen, Founder and CEO,

More information

Chapter 6 Marketing services

Chapter 6 Marketing services Egg marketing 81 Chapter 6 Marketing services Market information, marketing education and training, promotional campaigns to promote egg consumption, marketing research to aid in producer and trader decision

More information

Developing a Cooperative Marketing Plan. Kentucky Center for Agriculture & Rural Development (KCARD)

Developing a Cooperative Marketing Plan. Kentucky Center for Agriculture & Rural Development (KCARD) Developing a Cooperative Marketing Plan Kentucky Center for Agriculture & Rural Development (KCARD) What is a Cooperative? Simple Definitions: An enterprise or organization owned by and operated for the

More information

InnoVeg. Horticulture Australia Limited. Front cover CASE STUDY. Direct Sales and Food Safety

InnoVeg. Horticulture Australia Limited. Front cover CASE STUDY. Direct Sales and Food Safety InnoVeg Horticulture Australia Limited Front cover CASE STUDY Direct Sales and Food Safety Content Introduction 02 Direct sales 02 Pros and cons 03 Why does food safety matter and how do we manage it?

More information

2015-2017 STRATEGIC PLAN SMALL BUSINESS DEVELOPMENT CENTER NETWORK ILLINOIS DEPARTMENT OF COMMERCE AND ECONOMIC OPPORTUNITY

2015-2017 STRATEGIC PLAN SMALL BUSINESS DEVELOPMENT CENTER NETWORK ILLINOIS DEPARTMENT OF COMMERCE AND ECONOMIC OPPORTUNITY 2015-2017 STRATEGIC PLAN SMALL BUSINESS DEVELOPMENT CENTER NETWORK ILLINOIS DEPARTMENT OF COMMERCE AND ECONOMIC OPPORTUNITY 1 INTRODUCTION Lead Economic Development Agency - The Department of Commerce

More information

Technical Consultant

Technical Consultant Terms of Reference Technical Consultant Providing services in the framework of a Study for Rehabilitation of Zemo Samgori Irrigation System, Georgie (ref. ORIO13/GE/01) Introduction The Ministry of Agriculture

More information

ONTARIO LOTTERY AND GAMING CORPORATION. Employee Training OLG RG TRAINING PROGRAMS - CASE STUDY

ONTARIO LOTTERY AND GAMING CORPORATION. Employee Training OLG RG TRAINING PROGRAMS - CASE STUDY ONTARIO LOTTERY AND GAMING CORPORATION Employee Training OLG RG TRAINING PROGRAMS - CASE STUDY Table of Contents EMPLOYEE TRAINING Gaming Employees 2 Corporate Employees 5 Gaps and Opportunities 7 Employee

More information

THE ORGANIC FOOD SUPPLY CHAIN IN RELATION TO INFORMATION MANAGEMENT AND THE INTERACTION BETWEEN ACTORS

THE ORGANIC FOOD SUPPLY CHAIN IN RELATION TO INFORMATION MANAGEMENT AND THE INTERACTION BETWEEN ACTORS THE ORGANIC FOOD SUPPLY CHAIN IN RELATION TO INFORMATION MANAGEMENT AND THE INTERACTION BETWEEN ACTORS Marja-Riitta Kottila (1), Adeline Maijala (2), Päivi Rönni (3) (1) University of Helsinki, Faculty

More information

FOOD ENTREPRENEURS: PRODUCING ECONOMIC GROWTH IN ONTARIO S LAKE COUNTRY. Monday, Oct. 26, 2015. Georgian College Orillia Campus

FOOD ENTREPRENEURS: PRODUCING ECONOMIC GROWTH IN ONTARIO S LAKE COUNTRY. Monday, Oct. 26, 2015. Georgian College Orillia Campus FOOD ENTREPRENEURS: PRODUCING ECONOMIC GROWTH IN ONTARIO S LAKE COUNTRY Monday, Oct. 26, 2015 Georgian College Orillia Campus FOOD ENTREPRENEURS: PRODUCING ECONOMIC GROWTH IN ONTARIO S LAKE COUNTRY A COMMUNITY

More information

Community Supported Agriculture in Maryland. Legal Risk Management Solutions for DEPARTMENT OF AGRICULTURAL AND RESOURCE ECONOMICS

Community Supported Agriculture in Maryland. Legal Risk Management Solutions for DEPARTMENT OF AGRICULTURAL AND RESOURCE ECONOMICS Legal Risk Management Solutions for Community Supported Agriculture in Maryland DEPARTMENT OF AGRICULTURAL AND RESOURCE ECONOMICS COLLEGE OF AGRICULTURE & NATURAL RESOURCES UNIVERSITY OF MARYLAND The ultimate

More information

FACT SHEET. Farm to School Grant Program. Funding Information and Application Requirements. (949) 589-6338 u www.blaisassoc.

FACT SHEET. Farm to School Grant Program. Funding Information and Application Requirements. (949) 589-6338 u www.blaisassoc. FACT SHEET Farm to School Grant Program Funding Information and Application Requirements FAST FACTS 1 Application Deadline April 24, 2013 2 Workshops (if any) Three webinars will be offered. Register at:

More information

JAMAICA. Agricultural Insurance: Scope and Limitations for Weather Risk Management. Diego Arias Economist. 18 June 2009

JAMAICA. Agricultural Insurance: Scope and Limitations for Weather Risk Management. Diego Arias Economist. 18 June 2009 JAMAICA Agricultural Insurance: Scope and Limitations for Weather Risk Management Diego Arias Economist 18 June 2009 Financed partly by the AAACP EU Support to the Caribbean Agenda The global market Products

More information

The Maturation of Online Marketing

The Maturation of Online Marketing BtoB Research Insights The Maturation of Online Marketing May 2012 In partnership with TABLE OF CONTENTS 1. The Maturation of Online Marketing 2. The Online Marketing Opportunity: The Next Frontier 3.

More information

Center for Business and Industrial Marketing

Center for Business and Industrial Marketing Center for Business and Industrial Marketing Dr. Wesley Johnston, Executive Director, CBIM J. Mack Robinson College of Business Georgia State University Editor, Journal of Business & Industrial Marketing

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

Re: Submission to the Provincial Government on Credit Transfer in Ontario

Re: Submission to the Provincial Government on Credit Transfer in Ontario July 29, 2013 The Honourable Brad Duguid, MPP Minister of Training, Colleges and Universities 3 rd Floor, Mowat Block 900 Bay Street Toronto, Ontario M7A 1L2 Dear Minister: Re: Submission to the Provincial

More information

The California Fresh Produce Industry and Marketing Trends

The California Fresh Produce Industry and Marketing Trends The California Fresh Produce Industry and Marketing Trends DR. ROBERTA COOK Dept. of Agricultural and Resource Economics University of California Davis For Labor, Water and California Agriculture in 2014

More information

Action Plan. Securing crop supply through whole crop purchasing

Action Plan. Securing crop supply through whole crop purchasing Waste Action Plan Author: Alan Spray Securing crop supply through whole crop purchasing This Action Plan is intended to be used by a Director or Senior individual within a Procurement function in a Retail

More information

E-commerce in India Response to Discussion Paper circulated by DIPP. Amit Prabhu

E-commerce in India Response to Discussion Paper circulated by DIPP. Amit Prabhu E-commerce in India Response to Discussion Paper circulated by DIPP Amit Prabhu Disclaimer The author is a Chartered Accountant, working as senior finance executive in a Private Enterprise. The views expressed

More information

COOPERATIVES. What We ve Learned So Far Page 14. Rural. July / August 2014

COOPERATIVES. What We ve Learned So Far Page 14. Rural. July / August 2014 Rural COOPERATIVES July / August 2014 What We ve Learned So Far Page 14 What We ve Learned So Far Food hub operators share insights needed for business success By James Matson, Jeremiah Thayer, and Jessica

More information

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61

COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary...3 HVI Community and Employer Partnership

More information

Ontario Agri Business Association Economic Impact Analysis Executive Summary

Ontario Agri Business Association Economic Impact Analysis Executive Summary Ontario Agri Business Association Economic Impact Analysis Executive Summary Prepared by: MNP LLP October, 2013 INTRODUCTION The Ontario Agri Business Association (OABA) commissioned MNP LLP (MNP) to carry

More information

Being Successful in Ontario s Organic Sector

Being Successful in Ontario s Organic Sector Being Successful in Ontario s Organic Sector In 212 Ontario s organic market is worth at least $1 billion per year. That was the size of the entire Canadian organic market in 26! Indeed at 38% of the national

More information

Opportunity is missed by most people because it is dressed in overalls and looks like work. Thomas Edison 1-2

Opportunity is missed by most people because it is dressed in overalls and looks like work. Thomas Edison 1-2 What are Niche Markets? What Advantages do They Offer? Dawn Thilmany, Ph.D. Professor, Department of Agricultural and Resource Economics Colorado State University WEMC FS#1-08 Overview Niche markets are

More information

Agricultural Extension Service The University of Tennessee PB1711. for. Producers of Fruits, Vegetables. and. Other Specialty Products

Agricultural Extension Service The University of Tennessee PB1711. for. Producers of Fruits, Vegetables. and. Other Specialty Products Agricultural Extension Service The University of Tennessee PB1711 for Producers of Fruits, Vegetables and Other Specialty Products 1 Table of Contents Introduction 4 Overview of Direct Marketing Methods

More information

How to Get Started in Culinary Tourism A Resource Guide for Farmers

How to Get Started in Culinary Tourism A Resource Guide for Farmers How to Get Started in Culinary Tourism A Resource Guide for Farmers Massachusetts Department of Agricultural Resources Table of Contents I. What is Culinary Tourism? II. Savor Massachusetts: One Taste

More information

Marketing Organic Products

Marketing Organic Products Marketing Organic Products Dr. Deacue Fields, Auburn University Dept. of Ag Economics and Rural Sociology Email: fieldde@auburn.edu Phone: 334-844-4931 Organic Marketing Situation US Sales of Organic food

More information

Building Farmers in the West Factsheet Developing a Business Plan for Alternative, Specialty and Entrepreneurial Agriculture

Building Farmers in the West Factsheet Developing a Business Plan for Alternative, Specialty and Entrepreneurial Agriculture Building Farmers in the West Factsheet Developing a Business Plan for Alternative, Specialty and Entrepreneurial Agriculture A regional partnership to build community and capacity among a new generation

More information

Contract Farming. One Option For Creating A Role For The Private Sector In Agriculture Development? By N. Ajjan. What Is Contract Farming?

Contract Farming. One Option For Creating A Role For The Private Sector In Agriculture Development? By N. Ajjan. What Is Contract Farming? Contract Farming One Option For Creating A Role For The Private Sector In Agriculture Development? By N. Ajjan What Is Contract Farming? ESSENTIALLY The Farmer Is Contracted to Plant the Contractor s Crop

More information

Facilitating the Development of Business Plans with Input Supply Companies

Facilitating the Development of Business Plans with Input Supply Companies Facilitating the Development of Business Plans with Input Supply Companies A Tool for Development Organizations Produced in collaboration with the FIELD-Support LWA Facilitating the Development of Business

More information

What s Trending in Analytics for the Consumer Packaged Goods Industry?

What s Trending in Analytics for the Consumer Packaged Goods Industry? What s Trending in Analytics for the Consumer Packaged Goods Industry? The 2014 Accenture CPG Analytics European Survey Shows How Executives Are Using Analytics, and Where They Expect to Get the Most Value

More information

Co-operative Development Support Services Service Specification

Co-operative Development Support Services Service Specification Co-operative Development Support Services Service Specification 1. Introduction 1.1 This document describes the co-operative business support services to be purchased by Co-operatives UK for one-to-one

More information

NEWFOUNDLAND AND LABRADOR CROP INSURANCE AGENCY

NEWFOUNDLAND AND LABRADOR CROP INSURANCE AGENCY NEWFOUNDLAND AND LABRADOR CROP INSURANCE AGENCY Annual Performance Report April 01, 2011 March 31, 2012 Table of Contents Chairperson s Message... 1 Overview... 2 Lines of Business... 6 Outcomes of Activities...

More information

MANAGEMENT COURSES Student Learning Outcomes 1

MANAGEMENT COURSES Student Learning Outcomes 1 MANAGEMENT COURSES Student Learning Outcomes 1 MGT 202: Business Professions 1. Describe and use the elements of effective decision making research, assessment and consequence. 2. Apply elements of effective

More information

Farmer field school networks in Western Kenya

Farmer field school networks in Western Kenya Chain empowerment Farmer field school networks in Western Kenya Small-scale farmers in Western Kenya produce mainly for their own use, and tend to sell any surplus quite close to home often less than 30

More information