2. 1
Engaging Stakeholders
A Strategic Communications Plan for the
Saskatoon Farmer’s Market
Prepared for:
Marketing Manager
Saskatoon Farmers’ Market
414 Avenue B South
Saskatoon, SK S7M 1M8
Prepared by:
Bridge City Consulting
25 Campus Dr
Saskatoon, SK S7N 5A7
November 18, 2015
3. 2
Bridge City Consulting
25 Campus Dr
Saskatoon, SK S7N 5A7
bridgecityconsulting@sasktel.net
(306) 123-4567
November 18, 2015
Marketing Manager
Saskatoon Farmers’ Market
414 Avenue B South
Saskatoon, SK S7M 1M8
Dear Manager:
Attached is a copy of our strategic communications plan to support the direction of the
Saskatoon Farmers’ Market, specifically towards engaging new demographics.
The majority of customers at farmers’ markets are mature females with high incomes. This
creates an opportunity to reach new stakeholders by targeting new demographics. This report
provides a strategy for targeting young families and university students, two untapped
demographics with needs and values that line up with the Saskatoon Farmers’ Market’s
offerings. The following messages could be used to reach these demographics
Healthy eating is healthy living
Local buying is local thriving
Farmers’ Market: The Place to Be
These messages highlight advantages relative to competitors (local supermarkets and restaurants)
and are messages that young families and university students find important (health, social
responsibility, and an engaging shopping experience).
We would like to thank you for working with us. You are formally invited to our presentation of
this proposal on November 30, 2015 at 1pm. We look forward to answering any questions you
may have, and can be reached by email or phone.
Sincerely,
Emmitt Hayes,
Bridge City Consulting
4. Table of Contents
Executive Summary........................................................................................................................ 1
Introduction....................................................................................Error! Bookmark not defined.
Purpose, Scope, Assumptions ......................................................................................................... 2
Methods........................................................................................................................................... 2
The Saskatoon Farmers’ Market..................................................................................................... 2
The Principles of a Co-Operative.................................................................................................... 3
Main Competitors ........................................................................................................................... 3
The Agricultural Industry................................................................................................................ 3
The Craft Industry........................................................................................................................... 4
Environmental Analysis.................................................................................................................. 4
Broader Economic Context ..........................................................................................................4
Broader Social Context................................................................................................................5
Stakeholder Analysis....................................................................................................................... 5
Target Audiences ............................................................................................................................ 6
Young families (25-40)................................................................................................................6
University students (18-25)..........................................................................................................6
Key Messages ................................................................................................................................. 6
Healthy Eating is Healthy Living..................................................................................................6
Local Buying is Local Thriving....................................................................................................7
Farmer’s Market: The Place to be.................................................................................................7
Strategy ........................................................................................................................................... 7
Engaging University Students ......................................................................................................7
Engaging Young Families............................................................................................................8
Engaging Users Online ................................................................................................................9
Surveys.......................................................................................................................................9
Measures of Success ....................................................................................................................... 9
Timeline ........................................................................................................................................ 10
Short-Term ...............................................................................................................................10
Medium-Term...........................................................................................................................10
Long-Term ...............................................................................................................................10
Budget ........................................................................................................................................... 10
Conclusion and Recommendations............................................................................................... 11
References..................................................................................................................................... 12
Appendix....................................................................................................................................... 14
Appendix A: Principles of a Co-Operative ..................................................................................14
Appendix B: PEST Analysis ......................................................................................................15
Appendix C: Viral Marketing.....................................................................................................17
Appendix D: Surveys.................................................................................................................18
5. 1
Engaging Stakeholders
A Strategic Communications Plan for the Saskatoon Farmers’ Market
Executive Summary
To engage new stakeholders, Bridge City Communications recommends that the Saskatoon
Farmers’ Market target university students and young families with the messages “healthy eating
is healthy living,” “local buying is local thriving,” and “Farmer’s Market: The Place to be.”
The Saskatoon Farmers’ Market is a thriving business. Targeting new demographics will bolster
member economic participation, lead to sustainable community development, and let more
people take advantage of the Saskatoon Farmers’ Market.
University students and young families are concerned about health, social responsibility, and
prefer engaging in shopping experiences. These concerns mesh perfectly with the Saskatoon
Farmers’ Market’s values, providing the opportunity for a mutually beneficial relationship.
To target young families and university students, the Saskatoon Farmers’ Market should:
1. Communicate at the University of Saskatchewan. The best place to target university
students is where they spend the majority of their time. Opportunities to target students include:
Displays in the Arts Tunnel
Brochures distributed around campus
Advertisements in the USSU student handbook
2. Engaging young families. Elementary schools provide a great vehicle for targeting young
families. We recommend:
Flyers at elementary schools
Lunch programs
Donating unsold food to schools with children in need
3. Online communication. Young families and university students spend a great deal of time
online. We recommend:
Social media contests to promote sharing of the Saskatoon Farmers’ Market’s page
Using the messages “Healthy eating is healthy living” and “Local buying is local
thriving” online
4. Surveys. Surveys are a great way to analyze market trends, and reassure consumers that the
Saskatoon Farmers’ Market cares deeply about customers.
6. 2
Introduction
Farmers’ markets are a great place for local buyers and sellers to interact, helping buyers
purchase quality products while sellers earn a living producing and selling goods they are
passionate about. Farmers’ markets are usually co-operatives, guided by goals of open
membership, member economic participation, and sustainable development (Saskatchewan Co-
Op, N.D.). The Saskatoon Farmers Market (SFM) is one such entity, with a diverse group of
vendors, distinct public image, and strong online presence. The SFM must take advantage of new
communications opportunities to remain strong.
A large opportunity for the SFM is to target new demographics. According to Martinez (2010),
consumers who are “female, older, more educated, and higher income earners” are more likely to
purchase local food. Targeting new demographics can increase the diversity of shoppers at the
SFM, which can bolster member economic participation, lead to sustainable community
development, and help more people take advantage of the Saskatoon Farmers’ Market.
Purpose,Scope,Assumptions
This strategic communications plan aims to help the SFM meet the co-operative goals of open
membership, member economic participation, and sustainable community development by
targeting demographics that are currently underrepresented at farmers’ markets.
The scope of this report is comprehensive with analysis and recommendations for all forms of
communications.
This report assumes that behaviors and trends related to farmers’ markets and local foods are the
same in Saskatoon as in the rest of North America.
Methods
Bridge City Communications used secondary research sources to compile information on
consumer behavior and trends, which were used to create this strategic communications plan.
The SaskatoonFarmers’Market
The Saskatoon Farmers’ Market (SFM) was
established in 1975 as a member owned, non- profit
co-operative (Saskatoon Farmers’ Market, 2015).
Located in River Landing, the SFM hosts vendors and
entertainers who create a fun atmosphere, turning the
SFM into a unique destination (Saskatoon Farmers’
Market, 2015). Patrons have the opportunity to build
relationships with producers, helping patrons learn
about products, and vendors learn about customers
(Saskatoon Farmers’ Market, 2015). Live music, local
chefs, and entertainment, make the SFM a “feast for the senses” and more than just a vehicle for
the exchange of goods (Saskatoon Farmers’ Market, 2015). The SFM is a “social, cultural, and
Food
Hot Meals
Meat
Baking
Fresh Produce
Goods
Artwork
Candles
Fur Products
Crafts
Fun
Music
Chefs
Prizes
Entertainment
7. 3
Main
Competitors
Local
Restaurants
Supermarkets
commercial focus” of the Riversdale community, meaning that continued success is important
(Saskatoon Farmers’ Market, 2015).
The SFM has a strong online presence. A website, Facebook page, Twitter page, and Instagram
page give users a great idea of what the Farmers’ Market is all about. The pages are modern,
informative, and visually appealing. Using these pages strategically will be a great way for the
SFM to continue to communicate with consumers.
A large attraction, the SFM is in a great position to continue meeting the goals of a co-operative.
Supplementing the SFM’s online communications with offline communications can help the
SFM reach new demographics.
The Principles ofa Co-Operative
Co-operatives are self-sufficient associations created and run by people who work together to
meet common needs (Co-operative Learning Centre, 2010), and are guided by the seven
principles of the co-operative (see Appendix A). These principles were used to develop the
objectives of this communications plan. Targeting new demographics gives the SFM the chance
to support open membership, bolster member economic participation, and lead to sustainable
development.
To align communications with organizational goals, it is important to target new demographics
with similar values to the SFM. This helps the SFM reinforce its desired culture, and ensure a
good fit between the values of customers and the values of the SFM.
Main Competitors
The SFM, like all farmers’ markets, competes with local restaurants and
supermarkets (University of California Davis, N.D.). Restaurants and
supermarkets are seen as more convenient in location, price, and product
offering, but sell lower quality goods than farmers’ markets (University of
California Davis, N.D.). Addressing these perceptions are an opportunity
for the SFM to appeal to new demographics.
The SFM is a great destination compared to restaurants and supermarkets, since patrons can take
in entertainment while they shop, interact with vendors, meet new people, and have fun.
Emphasizing this advantage in communications can help the SFM continue to engage
consumers, and create a competitive advantage.
The Agricultural Industry
Many vendors at the SFM are members of the agricultural industry. A strong agricultural
industry is one of Canada’s defining characteristics. The agricultural industry is a growing part
of the Canadian economy, with 2012 revenue of $103.5 billion (6.7% of the Canadian GDP)
(GC, 2014). Saskatchewan had a 2014 GDP of $60.1 billion, of which Agriculture comprised
6.5% (Statistics Canada, 2015) (Government of Saskatchewan, 2015).
8. 4
The
Agricultural
Industry
$100 B/year
revenue in
Canada
6.7% of
Canada's GDP
Employs 2
Millionpeople
per year
The Craft
Industry
$30 B/year
revenue inthe
U.S.
Growing
Industry
Veryeasyto
enter
In 2012, Canadians spent 183.9 billion on food, the second largest household expenditure after
the cost of shelter. (GC, 2014). Food retail and wholesale accounted for the largest part of the
industry at 1.8% (GC, 2014). The agricultural industry employs a vast and growing number of
people (2.1 million in 2012) (GC, 2014). The prominence of the agricultural industry means that
the SFM is well poised to generate value for the Riversdale Community through increased
employment and the facilitation of trade. Its vast size makes
the agricultural industry ideal for open membership,
member economic participation, and sustainable
development. This means that the agricultural industry lines
up perfectly with the SFM’s values.
The Craft Industry
Many vendors at the SFM are members of the craft industry.
The craft industry includes goods hand-made by artisans or
individuals skilled in a particular trade, and relies on
community support for its customer base (Archer, N.D.).
The craft industry represents a significant amount ($30
billion/year in the U.S.) of the growing small business community in the United States (Archer,
N.D.).
Low start-up costs make the craft industry easily accessible since producers can start a business
and manufacture products at home (Archer, N.D.). Craft goods can be of many types, and often
carry historical or ethnic significance, representing the antithesis of mass production, (Archer,
N.D.). Trends toward unique, local goods represent favorable conditions for the SFM. The craft
industry’s ease of entry and popularity mean that craft products are a great way for the SFM to
work towards open membership, member economic participation, and sustainable development.
Environmental Analysis
Economic and social conditions have a large effect on the SFM and are
included in the text. Please see Appendix B for a detailed environmental
(PEST) analysis.
BroaderEconomicContext
The economic environment has a large effect on production costs and product
demand. Key economic factors are labour costs, health expenditures, food
prices, per capita disposable income, and total agricultural production.
Agricultural labour costs are high and increasing, increasing production costs
and decreasing profit (Neville, 2015) (Statistics Canada, 2015). Demand
increases with disposable income, decreases with increasing food prices, and
Key Economic
Factors
Labourcosts
Health
Expenditure
Food prices
Disposible
income
Agricultural
production
9. 5
Main
Stakeholders
Residents of
Saskatoon
Members of the
SFMCo-
operative
Communityof
Riversdale
spending on healthy food increases with spending on health (Health Expenditures) (Neville,
2015) (McKitterick, 2015) . Vendors must monitor these variables to meet demand when
spending is high, and to develop a contingency plan for decreases in spending. Decreases in
agricultural production can reduce supply and increase food prices. In times of high food prices,
the farmers’ market must find ways to demonstrate value so that vendors can continue to prosper.
BroaderSocial Context
Recent trends toward healthy lifestyles and local purchasing create favorable conditions
for the SFM. 33% of Canadians are willing to pay more for healthier products, 45% of
consumers are making an effort to buy local products, and consumers believe buying
local positively impacts Canada, Canadian jobs, and the environment (CBC, 2013).
Many North Americans consume diets that deviate from health recommendations
because they perceive healthy food to be unaffordable, which is incorrect (Carlson &
Frazao, 2012). Addressing this misperception is a large opportunity for the SFM to
appeal to new demographics.
The most common reasons for visiting farmers’ markets are to purchase specialized,
high-quality products, to buy directly from farmers, and to socialize (Wolf, Spittler,
Adhern, 2005). Inflexible hours and a lack of parking are main reasons for absence
(Wolf, Spittler, Adhern, 2005). Promoting the SFM as a convenient destination is an
opportunity to increase attendance.
Stakeholder Analysis
The SFM’s main stakeholders are:
Residents of Saskatoon
Members of the SFM Co-operative
Community of Riversdale
Common stakeholder concerns include:
Sustainability: Creating lasting value for sellers and the community
Accessibility: Providing products affordable to all stakeholders
Public understanding: Ensuring all consumers understand local food systems
Exclusionary tendencies: Ensuring the SFM is welcoming to all
Cultural habits: Consumers may not embrace healthful food (Link & Ling, 2007)
Main stakeholder concerns align with the 7 principles of a cooperative. A sustainable, accessible,
welcoming and well understood farmers’ market will be well aligned with the values of open
membership, member economic participation, and sustainable community development.
Addressing stakeholder concerns can help the SFM continue to meet goals and appeal to new
demographics.
Social
Trends
Trend towards
healthyeating
Trend towards
local consumption
Perceptionthat
healthyfood is
expensive
Perceptionthat
farmers'markets
are inconvinient
10. 6
Key
Messages
Healthy eating is
healthyliving
Local buying is
local thriving
Without hesitation,
we know the
Farmers’ Marketisa
great destination
Target
Audiences
Young Families
(25-40)
University
Students (18-
25)
Objectives
The objective of this strategic communications plan is to help the SFM take advantage of the
opportunity to target new demographics to increase sales and patron diversity. Bridge City
Communications plans to help the SFM target university students and young adults with
messages that promote healthy eating, promote buying local, and frame the SFM as “a place to
be.”
Target Audiences
Bridge City Consulting has identified two key target audiences from our stakeholder analysis,
young families and university students. Both of these audiences have similar values to the SFM
and are currently untapped. Engaging these audiences now can create lifelong customers.
Youngfamilies(25-40)
Yong families are concerned about health, sustainability, and want to do what is best
for their children. They see local purchasing as a way to promote community
sustainability, which they see as a responsibility to future generations. In addition,
young families are in search of activities they can do with their children, like
attending the SFM. Targeting young families is a large opportunity due to the fit
between their needs, beliefs and the SFM’s offerings.
Universitystudents(18-25)
University students are an untapped market that tend to have limited resources but are in favour
of maintaining a healthy lifestyle. Many university students are concerned with social issues, and
see sustainability and environmental consciousness as important considerations when making
purchases. In addition, many students are in search of fun activities and destinations to help
break up the monotony of university life. For these reasons, engaging university students
presents a huge opportunity for the SFM.
Key Messages
The SFM describes itself as “an important attraction at River Landing – an
exciting social, cultural and commercial focus of our community” (SFM 2015).
With this as the foundation for our plan, and keeping in mind the characteristics
of target audiences, Bridge City Communications recommends the following
key messages:
Healthy Eating is Healthy Living
University students and young families are health conscious. Since healthy
foods are one of SFM’s main offerings, the above tagline can help align
consumer desires with the SFM’s offerings. Health Canada states that healthy eating reduces the
11. 7
Reaching
University
Students
Displays in the
Arts tunnel
Brochures and
flyers distributed
around campus
Advertisementsin
the USSU
handbook
risk of disease and helps people live good lives (Health Canada, 2013). This could be used to
elaborate on the previous tagline to help consumers see the value in healthy eating.
Many consumers view healthy foods as unaffordable, however, healthier foods aren’t actually
more expensive than less healthy foods (Carlson & Frazao, 2012). In addition, many people do
not account for the hidden costs of cheap food like environmental impact, health costs (obesity,
food related diseases), and low wages for food workers (Gustafson, 2013). Introducing healthy
eating habits to young families will create lifelong health habits. Using these points to strengthen
the argument for healthy eating can further encourage consumers to eat healthy.
Local Buying is Local Thriving
University students and young families are concerned with sustainability and community
development. Buying local supports local families, builds community, reduces taxes, benefits the
environment, and is an investment in the future of local farming (Grubinger, 2010). These facts
can support the above tagline to help promote local purchasing.
Farmer’s Market: The Place to be
The SFM offers more than just goods. It is a fun, social destination with festivals, events, and
entertainment that make it a unique place to spend the day, a great place to shop with kids, which
gives the SFM a competitive advantage. A welcoming atmosphere is an important factor in
whether or not consumers decide to shop at a farmers’ market (Conner et al,2009). The
destination experience appeals to both university students and young families. Young families
are in search of places they can spend time together, and university students are in search of
destinations to help them get their minds off of school, while staying connected with the
community.
Strategy
Engaging University Students
We recommend the following vehicles to help reach university students:
Displays in the Arts Tunnel
Brochures and flyers distributed around campus
Advertisements in the USSU student handbook
Heavy foot traffic can help displays in the arts tunnel reach many students.
“Healthy eating is healthy living” and “local buying is local thriving” should be
clearly displayed, emphasized by presenters, and clarified with pictures and text
elaborating on the taglines. To demonstrate that “Farmer’s Market: The Place to
be,” presenters should interact with students and inform passerby about events at
the SFM. In addition, presenters could bring products to sell, giving students a taste of products
offered at the farmers’ market.
12. 8
Engaging
Young
Families
Flyers at
elementary
schools
Lunch programs
Donating unsold
food to childrenin
need
Brochures, flyers, and handbook advertisements are inexpensive; it can reach a large audience
and provides a great deal of information. These vehicles should emphasize that “healthy eating is
healthy living,” and that “local buying is local thriving.” Messages should be clarified with
specific details on how healthy eating reduces disease and improves quality of life, and details
explaining that buying local benefits local families, the local economy, and the environment.
“Farmer’s Market: The Place to be,” can follow to explain that the SFM is a great place to spend
the day and unwind from the stress of school and life.
Many students at university are living alone for the first time, and may not know how to shop for
groceries or cook meals. The SFM could help by making brochures that include advice on food
shopping and building grocery lists. Brochures could include sample grocery lists and recipes to
simplify shopping for students. This would tie into the message that “healthy eating is healthy
living,” by making it easier for university students to make healthy food choices.
EngagingYoungFamilies
Family-friendly forums like elementary schools are a good way to reach young
families (Hawkins, 2011). Flyers could reach thousands of families, which give a
great presence of advertisement for the SFM. Delivering flyers to a few schools
and having children take them home reduces effort on the part of the SFM, and
engages children in the process.
Flyers should appeal to both children and adults with bright colours, games, and
a youth friendly mascot, emphasizing the message “healthy eating is healthy
living,” featuring the tagline and an elaboration on the ways healthy eating
reduces disease, improves health, improves development, and improves
performance in school. In addition, the flyers should emphasize that “Farmer’s
Market: The Place to be,” with an elaboration that assures parents that the SFM is child friendly
and a great place for young families to spend the day.
Lunch programs are another way for the SFM to promote healthy eating among young families.
Many elementary schools have programs where students can buy a (usually unhealthy) lunch.
With these programs, healthy foods are introduced to students who may not otherwise have been
exposed to at home. This creates a new health dynamic within families. The SFM could provide
food to these programs helping youth eat healthy, and generate another vehicle to sell products.
The SFM can give back to the community by donating unsold food (that is still fresh enough to
eat) to schools in Riversdale. This could be expanded with donations (from members of the
public) used to purchase food from SFM vendors for donation. This is a great way for the SFM
to give back to stakeholders in the Riversdale community, help improve their public image
among university students and young families (who value sustainable community development),
and lead to sustainable community development.
13. 9
EngagingUsersOnline
The SFM communicates online through their website and social media accounts. These vehicles
are well run, visually appealing, and do a great job of conveying the culture and atmosphere
associated with the SFM, making it apparent to visitors that “Farmers’ Market: The Place to Be.”
Since young families and university students spend a great deal of time online, online
communications are an opportunity for continued interaction with these target market.
The SFM’s Facebook page has approximately 10,000 likes, a small fraction of its potential. A
contest to encourage current followers to share the SFM page with their friends can create
positive word of mouth, and generate inexpensive exposure. The contest would entail visitors
taking pictures of themselves at the SFM and posting them on social media with a link to the
SFM page. Random accounts would be chosen as winners, who receive gift cards as a reward for
their support. This campaign would reinforce the message that “Farmer’s Market: The Place to
be,” and help the SFM continue to receive support on social media. Another opportunity is to try
and create a viral marketing campaign, which is illustrated in Appendix C.
Surveys
Surveys are a powerful tool that can demonstrate support for customers and help farmers’
markets track success and identify new opportunities (Lambla, Yule and Sadownik) . Customer
and stakeholder surveys reinforce the idea that “Farmer’s Market: The Place to be,” by
demonstrating care for customers and a willingness to make accommodations to meet customer
needs.
Customer Surveys can help the SFM get an idea of consumer trends throughout the growing
season. External Stakeholder surveys can help the SFM get a good idea of perceptions among
the general public, and help the SFM determine if it is being a good citizen (Lambla, Yule and
Sadownik). Surveys can be a great tool for evaluating communications, and should not be
ignored. A more detailed discussion of the roles of surveys lies in Appendix D.
Measures ofSuccess
Quantitative and qualitative measures can be used to determine the impact of this strategic
communications plan on the SFM. Proposed measures include:
Tracking the increase in university students and young families that attend the SFM
through observation and surveys
Tracking pre and post SCP implementation dollar sales and determining the difference,
with a significant positive difference denoting a success
Surveys can gather stakeholder reactions from, and feedback to, the SCP. Significant
positive feedback will indicate a success
14. 10
Timeline
Short-Term
A realistic short term objective is to implement the proposed SCP strategies within six months.
This will allow for the development of surveys, brochures, and online strategies. Implementing
the SCP within 6 months will ensure that market conditions do not greatly change, ensuring that
our recommendations are still valid.
Medium-Term
Medium term objectives are to see an increase in sales and the number of university students,
and young families visiting the SFM. A continuous increase in dollar sales will also be an
objective. It is hoped that these objectives will take between 1 and 2 years to come to fruition.
Long-Term
Long term objectives are to create lifetime customers and to observe continuous customer
growth and sales increases. These objectives should be monitored from 2 to 4 years after the
proposal, and even longer than that assuming that environmental conditions don’t change.
Budget
The following tables represent an estimated budget for implementing our plan. Numbers
represent estimates found online, and are a guideline for future costs. Assuming that the SFM
already has an employee coordinating their social media promotions, the value of this budget
drops significantly, making it more affordable.
USSU Handbook Promotion
Promotion fee $300
Total Cost of USSU Handbook Promotion $300
Online Promotion and Survey
Annual wage for social media staff $21,840
Survey paper cost $300
Total Cost for Online Promotion and Survey $22,140
Public Presentation and Exhibition
Arts tunnel display cost $500/1 week
Flyers and brochures $50/50 flyers
15. 11
Conclusionand Recommendations
Targeting new demographics is a large opportunity for the Saskatoon Farmers’ Market. Two
large and currently untapped demographics are young families and university students. These
groups are a perfect fit for the SFM, since they have needs and values that line up well with the
SFM. The following table summarizes ways for the SFM to target these new demographics.
Key
Message
Healthy eating is
healthyliving
Local buying is local
thriving
Without hesitation,
the Farmers'Market
is a greatdestination
Vehicles
Flyers, brochures,
USSU advertisement,
arts tunneldisplay
Flyers, brochures,
USSU advertisement,
arts tunneldisplay
Social media, website,
arts tunneldisplay,
brochures, flyers
Purpose
Educate consumers,
align consumer
desires withSFM's
offerings
Educate consumers,
aligh consumer
desires withSFM's
offerings
Create a welcoming
atmosphere,help
consumers seevalue
in the SFMbeyondthe
goods it sells
Frequency
Ongoing
Ongoing
Ongoing
16. 12
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McKitterick, W. (2015). Supermarkets and grocery stores in Canada. IBISWorld Industry Report
44511CA. Retrieved from http://clients1.ibisworld.com.cyber.usask.ca/reports/ca/in
dustry/default.aspx?entid=1040
Martinez, S. et al. (2010). Local food systems: Concepts, impacts, and issues. United States
Department of Agriculture Economic Research Report-97. Retrieved from http://www.e
rs.usda.gov/media/122868/err97_1_.pdf
Neville, A. (2015). Vegetable farming in Canada. IBISWorld Industry Report 11120CA.
Retrieved from http://clients1.ibisworld.com.cyber.usask.ca/reports/ca/industry/default.a
spx?entid=15
Saskatchewan Co-operative Association (N.D.). The Co-operative principles. Retrieved From
http://www.sask.coop/what_is_a_co-op.html
Saskatoon Farmers’ Market (2015). About us. Retrieved from http://www.saskatoonf
armersmarket.com/about-us/
Statistics Canada. (2015). Table 379-0030-Gross domestic product (GDP) at basic prices, by
North American Industry Classification System (NAICS), provinces and territories,
annual (dollars), CANSIM (database). (accessed: ). Retrieved from
http://www5.statcan.gc.ca/cansim/a26?lang=eng&id=3790030
Statistics Canada. (2015). CANSIM tables 282-0069 and 282-0073, average hourly wages of
employees by selected characteristics and occupation, unadjusted data, by province
(monthly) (Saskatchewan). Retrieved from http://www.statcan.gc.ca/tables-tableaux/sum-
som/l01/cst01/labr69i-eng.htm
University of California, Davis. Supermarkets as competitors. Retrieved from
http://sfp.ucdavis.edu/files/144668.pdf
Wolf, M., Spittler, A., & Adhern, J. (2005). A profile of farmers’ market consumers and the
perceived advantages of produce sold at farmers’ markets. Journal of Food Distribution
Research 36(1). Retrieved from http://ageconsearch.umn.edu/bitstream/2676
8/1/36010192.pdf
18. 14
Appendix
AppendixA:Principlesofa Co-Operative
Voluntary and open membership
o Open to everyone who uses their services, without discrimination in membership
Democratic member control
o Members make policies and decisions by vote
Member Economic Participation
o Members each contribute capital, with surplus given back to members
Autonomy and Independence
o Controlled by members. Outside agreements must allow for member control
Education, Training, and Information
o Members, representatives, and employees are trained to effectively contribute to
the Co-op. Co-operatives also try to inform the public of their nature and benefits
Co-operation among Co-operatives
o Strengthen their movement by working with other Co-operative organizations
Concern for the Community
o Work for sustainable development (Saskatchewan Co-Op, N.D.)
19. 15
AppendixB:PEST Analysis
Political
Political opportunities are government
programs and grants can reduce costs, help
vendors gain business knowledge, or promote
public interest in farmers’ markets. For
example, the Farm Business Development
and Training Initiative is a great political
opportunity, providing 75% reimbursement of
costs to farmers who undergo private sector
training in one of 8 business skill areas like
production economics or marketing
(Government of Saskatchewan, N.D.). The
Livestock Loan Guarantee program gives
producers an alternative financing option for
purchasing livestock (Government of
Saskatchewan, 2015). The Saskatchewan
ministry of agriculture lists an improved
public perception of agriculture as one of its
priorities (Government of Saskatchewan,
N.D.). In addition, farmers are entitled to
special tax exemptions.
Political barriers are government regulations
that can increase the cost and difficulty of
operating at a farmers market. Main political
barriers are food safety costs and costs of
complying with government regulations
(Martinez, S. et al. , 2010). All farmers’
market vendors are reviewed by
Saskatchewan Health to ensure proper food
handling, and some farmers’ markets require
vendors of prepared food to take a Food Safe
Handling course (Government of
Saskatchewan, 2015). The Government of
Saskatchewan requires vendors to obtain
public eating permits, product licenses, and
importing permits (Government of
Saskatchewan, 2015). Obtaining permits,
licences, and government reviews can be
costly and inconvenient, especially for new
members of the SFM, creating a challenge.
Economic
Agriculture plays a significant role within
Saskatchewan’s economy, influencing the
standard of living and cost of groceries.
Saskatchewan had a GDP of $CAD 60.1
billion in 2014, of which Agriculture
comprised 6.5 % (Statistics Canada, 2015)
(Government of Saskatchewan, 2015). Key
economic factors for farmers’ market
operators to consider include:
Labour costs: High and increasing
(Neville, 2015) (Statistics Canada,
2015)
Health Expenditure: Spending on
healthy food increases with spending
on health (Neville, 2015)
Market price of food: High food prices
reduce demand at farmers’ markets
(McKitterick, 2015)
Per capita disposable income: Demand
rises with disposable income (Neville,
2015)
Agricultural production: Production
decreases can reduce supply and
increase market price
Farmers’ market vendors must
continuously monitor the aforementioned
variables to meet demand. High labour
costs present a challenge to farmers’
market operators, but vast disposable
incomes and large health expenditures
present an opportunity. Strategic
communications are a great way for
farmers’ market operators to maximize
this opportunity and mitigate the
challenge of high labour costs.
20. 16
Social
The trend toward support for local producers
and healthier lifestyles has led to an increase
in demand at farmers’ markets.
33% of Canadians are willing to pay
more for healthier products
45% of consumers are making an
effort to buy local products
Consumers believe buying local
positively impacts Canada, Canadian
jobs, and the environment (CBC,
2013)
A study conducted by Wolf, Spittler and
Adhern (2005), found that top consumers at
farmers’ markets were around ages 25-
44. The main reasons cited for attendance
were to purchase specialized, high quality
products, to buy directly from farmers, and to
socialize. Non-attendees cited inflexible
hours and a lack of parking as the main
reasons for absence.
Many North Americans consume diets that
deviate from health recommendations because
they perceive healthy foods to be
unaffordable (Carlson & Frazao, 2012). This
is true if food is measured in price per calorie,
but when measured in edible weight or
portion size, grains, vegetables, fruit, and
dairy are less expensive than foods high in
saturated fats, sugar, and sodium (Carlson &
Frazao, 2012).
Technological
Technological advances have changed the
communications landscape. New media and
consumer attitudes have made
communications about issue arenas, where
issues, and not individual businesses, are at
the forefront of attention (Luoma-aho & Vos,
2010). In issue arenas, the general public
creates dialogue, meaning that consumers
have more control than in the past (Luoma-
aho & Vos, 2010). Managing this new style
of communication, especially the loss of
control, is a large challenge.
Social media can help farmers’ markets reach
a broad array of stakeholders (Martinez, S. et
al., 2010), and interact with consumers in new
and diverse ways, but come with the risk of
consumers expressing negative views to large
audiences (Luoma-aho & Vos, 2010).
Choosing effective platforms, aligning and
integrating communications between
platforms, and creating interesting and
relevant content are all communications
challenges brought on by technology (Kaplan
& Haenlein, 2010).
Proliferation of technology has priced
important infrastructure (like transportation
vehicles and storage facilities) out of small
farmers’ reach, making it difficult for farmers
to enter the market and expand operations
(Martinez, S. et al., 2010). As a result,
farmers’ market vendors are at a disadvantage
compared to competitors who possess greater
resources and the resulting economy of scale.
21. 17
AppendixC:Viral Marketing
The SFM could try to employ viral marketing by having a local “trendsetter” post a short video
(2-4 min) on Facebook showing how to cook a healthy meal using ingredients from the SFM. At
the conclusion of the video, the “trendsetter” would nominate three friends to do the “healthy
eating challenge.” Nominated people would have the opportunity to make a similar video, and
would have to donate money to the Saskatoon Food Bank if they decide not to. The challenge
would proceed with people who have completed the challenge nominating others, hopefully
creating a unique and compelling trend.
22. 18
AppendixD:Surveys
Surveys offer a wealth of information that is useful for both market managers, promoters, and
vendors. Some of the ways that surveys can help are
Provide opportunities to track successes, establish continuity, and improve operations
Information to identify strategies for growth and opportunities for collaboration
Powerful communication tools to enable better support from customers, community
leaders, investors, policy makers, media, and local businesses
A clear picture how they (vendors) contribute to a sustainable local food system
Customer loyalty and vendor motivations for market participation
The market as a community hub and business incubator (Lambla, Yule, & Sadownik)
There are four types of surveys that are useful to Farmers’ Markets
Customer Surveys
Vendor Surveys
External Stakeholder Surveys
Manager and Project Lead Surveys
“Customer Surveys should be completed on a few days throughout the season, to get a
representative selection of customer trends in various growing seasons. This includes paper
surveys completed in person, as well as dot surveys and attendance counts. (Estimated time
required by market: 5 hours per market day, recommended 3 market days. Customer time
required: 7 minutes.)” (Lambla, Yule, & Sadownik) Survey questions can be found online and
downloaded from resources such as the Demonstrating value website associated with the British
Columbia Association of Farmers’ Markets (Lambla, Yule, & Sadownik). These materials can
be adapted by individual farmers’ markets and include core questions that can help markets to
collect data in less time.
“Vendor Surveys should mostly be completed at the end of the market season, as the growing
season comes to a close for farmer vendors, but when market management still has contact with
vendors. For part-season vendors, plan to collect a few surveys at other points earlier during the
summer. (Estimated time required by market management: 2 hours. Vendor time required: 15
minutes per survey)” (Lambla, Yule, & Sadownik) Vendor surveys should include three parts,
the first should be applicable to all vendors, second to food vendors and third for farmer vendors.
Confidentiality is very important with these surveys to ensure vendor buy-in and participation
(Lambla, Yule, & Sadownik).
“External Stakeholder surveys may be completed at any time since these respondents depend
much less on the market schedule for their investment (Estimated time required: 2 hours.
Respondent time required: under 5 minutes). Methods may be online, in person, and by email.”
(Lambla, Yule, & Sadownik)
23. 19
“Manager and Project Lead Surveys should be completed as time becomes available. Early
market season is a good starting point, to determine what information needs to be collected as the
market season unfolds, and to have an understanding of what stories and opportunities may
emerge throughout the summer. Completing these surveys at the end of the season is best.
(Estimated time required: 2 hours)” (Lambla, Yule, & Sadownik)
Once the data is collected computer programs can be used for data file organization and snapshot
creation which allows the user to organize data into useful categories to use for analysis.
