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Hunter Cattle Company - Strategic Recommendations

The goal of the analysis was to create recommendations to help Hunter Cattle develop a growth strategy aligned with organizational objectives. Research activities included stakeholder interviews, content analysis, and an operations audit. Recommendations are based on principles of balance, accountability, consistency, scalability, and engagement. Specific recommendations include implementing systems to track inventory and finances, establishing contracts and requirements for vendors and partners, and evaluating current relationships to ensure strategic alignment.

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• H U N T E R C A T T L E • RECOMMENDATION • G U I D E •
The goal of working with Hunter Cattle was to analyze and evaluate Hunter Cattle’s internal processes and publicfacing presence. This analysis was executed to create recommendations for Hunter Cattle to develop a growth strategy that aligns with organizational objectives. 2
Recommendation Foundation 1. Discovery 2. Strategy 3.Design 4. Build These are problems we could try to solve. This is what the solution(s) could generally look like. This is what the solution(s) could specifically look like. This is specific implementation of the solution(s). These are problems we should try to solve. This is what the solution(s) should generally look like. Recommendations are a result of this process, leaving design development and building to Hunter Cattle. 3 This is what the solution(s) should specifically look like.
v Recommendations are based on research activities to understand who Hunter Cattle is and what they do. Activities included: Kickoff workshop with Hunter Cattle Stakeholder interviews with Hunter Cattle leaders Content analysis for Hunter Cattle media & messaging Competitive analysis of 5 companies with market share Operations audit of on-farm and external activities Cultural immersion within the Hunter Cattle community Brand workshop with Hunter Cattle
Workshop 2x2 Research activities surveyed Hunter Cattle’s properties and primary profit areas. More Financial Return Size of bubble = Final concept development focus Kitchen farm events farm stay cook + eating cater prepping Processing cut meat sausage salami catering Hilton Head restaurants farmer’s market Restaurants green truck moon river brighter day Moo Ma’s Market Barn Lofts Online Store rent for stays for authentic farm experience online and special orders Forsyth Farmers Market family reunions storage Less Time More Time Birthday’s Storage for frozen food Wagon Rides Chicken Nursery education tours Trees Swamp trails for walks horse riding deer wildlife preservation Pasture Office paperwork book keeping rotational grazing hay production Slaughter Less Financial Return 5 Trees pine production
Stakeholder & Systems Map Research activities tapped key collaborators and partners for a deeper understanding of Hunter Cattle’s business. +$ 529 PROSPECTS ES KR NY IS TA N S ER LI L RA NE C GE BLI PU POULTRY STATESBORO HORN MARKET BEEF GREEN TRUCK PUB HONEY HORN THRIVE CARRYOUT EFFINGHAM FREEMAN’S MILL LEOCI’S STORE B&G HONEY FARMER’S MARKET RICHMOND HILL BARN LOFTS NOURISH MOO MAW’S STORE OUTDOOR SMOKER GROCERY SHOPS ISLANDS NATURAL THRIVE THE HERB SHOP FARMERS NATURAL BRIGHTER DAY MOON RIVER BREWING BRASSERIE 529 REST. (BRUNSWICK) (HINESVILLE) FACILITIES HINESVILLE SOUTHERN SWISS CHA BELLA (HILTON HEAD) FORSYTH MERCHANDISE FLAT CREEK LODGE ctuating dynamic based on sibling relationship PP DE L RA DE B AN T HO B DI OA RE RD CT O OR F S NK SHARE HOLD ERS/ INVES TORS AH SAVANN WS NG NE MORNI E AGAZIN SAV. M L K WEL THE IN AG UTH M SO YOU’RE ME WELCO AH SAVANN AH SAVANN TASTE N THE SU WJCL WELL FED MEDIA THE BA AH NN VA D SA ON HM E RIC LL VI ES IN H ICK SW O UN OR BR SB TE AD A HE ST ON LT HI PORK FRALI different perceptions of farm needs number 2 LL HI COMPETITORS HUNTER CATTLE @ interchangable point of contact ACA INST DEMIC ITUT IONS A M IZ CO AN G OR RIVER FARM ” STRY INDU TS R EXPE S: RN N TE E IN AYD H A GI N & OR ER S TS GE UTH EER JEC T SO UN PRO Y L E IT NS VO VIC UN IO R M T SE T IAN EGIC CE S / “ UN IVER SI GEOR TY OF GIA GEOR GIA ST ATE GEOR SOUTH GIA ERN SCAD HUNTER CATTLE FA R B M TH AG LE RIVE FR OCI’S A L 5 HE SPO I RB T C BR HA B SHO BR IGHT ELL P A ER A M SS D PO OO ERIE AY ISL LK’S N RIV 529 AN PR ER N FL OUR D NA ODU A IS C T FA T CR H SO URA E RM EE REVIVAL K L APS L GR ERS FOODS NA ODG EE OG FREE N TR TUR E EC AL MA UC GEORGIA HE EM NM K FL ILL IP EA BUFFALO FL TM OP AR TIK KE ST IB T SAVANNAH AR A RA LL E RO CTO GE R: R L A DESTINY ORGANICS DR WN FARM BOX HABOB TH LOCAL ORGANIC SE Y D MOTHERS CO L WIL IS R CH ICK TR PA VID DA O B DY D TE NN JE EN R KA SON JA GO RE VER GU NM LA E TIO NT NS IN USD SP A A OAK WHITE ES ON S UR SI ON PAST ES TI E OF CIA AR LF PR SO N EL AS OW W GR AL A IM AN GI IC ED AN OR ER SF GE S L AM RA TA IC G AS N S CO RGA ER O OW GR AS SISCO SU E OY PL EM FLIP FLOP TIKI BAR LEOCI’S TRATTORIA (STATESBORO) OGEECHEE MEAT MARKET PARTNER ESTABLISHMENTS CAMP ON THE FARM 6
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The following principles provide specific direction for how Hunter Cattle can continue building on what they have already done as a business. Design Principles: Balance Accountability Consistency Scalability Engagement 8
BALANCE Purposeful balance using Hunter Cattle’s values to enable structured growth: A good strategy is well balanced between emotional desires and functional needs. For Hunter Cattle, it creates a platform to express family values and the make sound business decisions. 9
Areas for Improvement: It is not clear whether Hunter Cattle is a family farm or a business Most engagements are reactive rather than proactive Time and money is lost by being too flexible with vendors Identifying and reaching out to people uninterested in HC product Acknowledge competition with other companies Taking advantage of family personalities to push brand 10
Balance Best Practices Why | Do this because - Certain business standards need to be implemented and there should be strong knowledge of what particular industries are doing to strategically learn from them. place to function in the industry and remain competitive in the market place. Resources NEEDED few Hunter Cattle should have basic business components in What | This affects many Some of the best practices are meant to protect Hunter Cattle’s business interests, while others have to do with LEVEL OF COMPLEXITY low increasing functionality of daily operational activities. high TIME FRAME now Required Resources future Related • • Low-hanging Fruit Digital production tracking • Process Documentation • Automated product inventory systems • Structure HR • 11 Financial management programs • Reviewed legal contracts
Possible Ideas There are scalable software packages that track and manage inventory, maintain financial data, and connect various process. Programs and automated systems Waivers Although these may be costly, they are part of operating costs and benefits include increased productivity for a higher yield resulting in larger profit margins. There are business repercussions if someone is hurt while on Hunter Cattle property. Contracts Contracts protect everyone and should be part of vendor and supplier relationships, included in employee hiring and all third party stakeholders. Company apprenticeship Polyface Farm actively encourages “newbies” to work with them to learn the skills and the trade. This would be a good opportunity for HC to build on the learn-bydoing foundation already in place. Considerations Research programs and systems to find what is most appropriate for Hunter Cattle’s business format. This includes the level of complexity and training required to operate. 12
Balance Low-hanging Fruit Why | Do this because - There are existing systems in place that are either not being used to full potential, or with small changes would add immediate benefits. Some of these recommendations may be done immediately while others are for longterm consideration. Hunter Cattle’s time is valuable, so rather than do something new, there are existing underutilized resources that would be able to help stream line operations and increase profit with minimal effort. Resources NEEDED few What | This affects many These recommendations mostly affect internal process but learning how to maximize what is available can be LEVEL OF COMPLEXITY low translated to a number of other area particularly with high the principles like consistency and accountability. TIME FRAME now future Required Resources Related • • Offering Extension • Message Board New partners that could use processing “waste” • Customer Loyalty • Process Documentation • 13 Some time to learn software • Service Profile Binder • Best Practices
Possible Ideas End education tour at Moo Ma’s store Tap into people’s impulse buying habits as well as give a strong endpoint to the tour that reinforces who Hunter Cattle is. Use Square App to full potential There are additional features that keep track of things besides transactions. For example, it can be used for farmer’s market inventory sheets. Use “whole” animal Before adding new systems and processes, check what is currently in place to see if what is there could work with minimal changes. Many companies are finding ways to use the “waste” pieces generated from animal processing that can go to other uses such as bones for dog treats, or lard for soap. Improve website navigation Evaluate and then allocate resources Appropriately Deciding what to do next can begin with evaluating current activities and identify areas that are inefficient or need more structure to optimize functionality. Structe website information and content in a user-friendly format to allow easier customers access for understanding and learning about Hunter Cattle. 14
Balance Differentiate Relationships Why | Do this because - As Hunter Cattle grows, some personal relationships may need to be treated in a business context, separating friendships from partnerships. Friendships have been very important for starting Hunter Cattle as a business. However, many of these friendships are also partnerships and without appropriate structure, it is possible for the relationship to end poorly or have the flexibility backfire. Unfortunately, there is also a possibility for the relationship to be abused and Hunter Cattle to be taken advantage of. Resources NEEDED few What | This affects many This is not about fore-going friendships, but applying parameters to structure in a business format. Doing this LEVEL OF COMPLEXITY low not only protects Hunter Cattle, but also protects the high friendships. It may be difficult to change the existing dynamic, but this benefits all parties and will allow for the continued growth of partnerships. TIME FRAME now Required Resources future Related • • Company Profile Workbook Lawyer • Third-party Training Guide • 15 Legal (reviewed) contracts • Develop “parameters”
Possible Ideas When Hunter Cattle and partners come together in the same space for a customer activity, Hunter Cattle needs to be clear on who is the focus and how will each promote the other. Set parameters for shared activities The point is to remember that while everyone cares about each other, Hunter Cattle should sell their business first and foremost. New Vendor Tour and training visit at the farm On the flip side of structuring friendships in a business context is maintaining the approach of developing intimate and personal relationships with vendors. Every relationship, new or existing, should be based on first hand knowledge of what Hunter Cattle does and where product comes from as part this is part of HC’s core values. In some cases this may mean that Hunter Cattle should not do things with others as it would detract from Hunter Cattle’s ability to sell themselves. Implement business best practices Examples of “standard business practices” are: Setting guidelines for how Hunter Cattle is displayed by a secondary business, determining how special orders are handled, having terms and contracts. 16
Balance Company Evaluation Workbook Why | Do this because - Vendor relationships should support and develop Hunter Cattle’s growth strategy. Creating a reference packet to take the guess work out of new relationships simplifies and clarifies an intimidating process. All of the current business relationships have been reactionary. This creates brand confusion and leaving gaps in reaching customer segments. Without a systematic method of evaluating and selecting new vendors, the negatives aspects of responsive growth will compound and eventually affect the longevity of Hunter Cattle as a business. Resources NEEDED few What | This affects many Not only will new partnerships be evaluated according to what benefits Hunter Cattle the most, but existing LEVEL OF COMPLEXITY low relationships can be rationally re-evaluated for whether high or not the relationship is appropriate and supportive to Hunter Cattle’s growth strategy. TIME FRAME now Required Resources future Related • • Process Documentation Blank company profile template • Relationship Differentiation • Internal vendor checklist • Vendor Display Package • 17 Completed company profile templates • Vendor requirements • Third-party Training Guide
Implementation Steps Possible Ideas This list should have what is necessary to know and consider when determining whether a company will be a partner or not. Create internal checklist Internal Checklist Set vendor requirements Complete profile templates Place in 2x2 matrix Evaluate and complete checklist Communicate and implement vendor requirements The business handbook contains partially completed worksheets for existing vendors. These should be more comprehensive along with any new vendors and potential vendors. New companies need to be added to 2x2 matrix of current vendors. The final step is to evaluate the company based on the profile metrics and 2x2 location to determine if vendor is an appropriate partner followed by whether or not vendor needs can be meet with current production capacity. New relationships should meet requirements and existing relationships should be brought up to appropriate standards. This might include: looking at the realistic production capacity to meet vendor needs, what pricing structure would be used for different types of vendors, and setting a delivery schedule that relate to existing routes. Setting requirements protects both sides of the relationship in maintaining what is best for each business and protecting everyone’s interests. Vendor requirements Requirements could include: legal contract, how and when orders need to be placed, setting parameters for “emergency” orders, what HC display requirements are and vendor sales training. Considerations The evaluation process may highlight existing vendors that do not align with Hunter Cattle’s business and existing relationships that need to be restructured. New partners do not necessarily need to match Hunter Cattle’s growth plans, but then there needs to be a secondary benefit such as it opens new markets or is easily added into existing routes and vendor needs. 18
ACCOUNTABILITY Acknowledge and assume responsibility for all actions, decisions, and Hunter Cattle policies: Hunter Cattle has obligations to a broad range of consumers, employees, vendors, and the general public. Accountability centers on developing metrics and improvement protocols for growth. 19
Areas for Improvement: Allow time for proper quality control Implementing documentation process for work issues Hiring process is inconsistent and needs more structure No legal representation Very few legal contracts with vendors currently exists Put metrics in place for performance measurement 20
Accountability Process Documentation Why | Do this because - The goal is to pull-together a comprehensive set of worksheets to complete and define standards to meet for processes that occur on a regular basis or have potential for serious repercussion when not met. It is easy for information to be lost in the process of translating from one person to another. Research has shown there are areas that are more confusing and complicated than necessary because of misunderstanding between communicating parties. Resources NEEDED few What | This affects many Hunter Cattle will run more smoothly and efficiently when everyone is clear on information and what should LEVEL OF COMPLEXITY low happen next which creates a level of accountability. high TIME FRAME now Required Resources future Related • • Message Board • Training Tabloids Quality control standards • New Hire Packet • • Product photos • Structured HR Farmer’s Market Setup Requirements • 21 Hand-off documents • Lawyer • Service Profile Binder
Implementation Steps Identify process breakdowns Develop needed documentation Use the blueprints in the business handbook to evaluate existing processes for areas that are not function well or properly. Also look for areas that would be streamlined by adding appropriate documentation. Possible Ideas Internal handoffs Be mindful in this step to think about the different people who need to “interact” with the document and what will work best for everyone. Incorporate new documentation in process Quality control Checklist Anytime Hunter Cattle product leaves the farm, there should not only be someone checking the packing of product for transportation but also packing of product for freshness, sealing, and appearance. Quality control would apply to online pick-up orders, farmer’s market transport, and vendor transport. Considerations Documentation needs to be functional for everyone and may need to be tested and revised several times before it works well. Documentation will only be successful if it is maintained and consistently used by all people involved in a process. Documentation is important each time information moves internally for one person to another, especially when going from a manager to an employee. Already identified areas to consider using documentation are vendor/supplier orders, delivery schedule, delivery confirmations/order received, inventory checking, employee scheduling and task, event planning, and farmer’s market inventory lists. Online Product Photos All online products should be represented by actual photos of HC product to accurately reflect product and to be confident of legal rights to display. 22
Accountability Message Board Why | Do this because - The message board provides an up-to-date perspective of what is happening on the farm, what needs to happen, and a one-stop point-of-contact for people who are constantly coming and going. Hunter Cattle owners are pulled in many directions sometimes causing things to be missed or assuming others were aware of issues or task to be done. Lack of consistent communication between management and to secondary staff also creates confusion as to staff roles and responsibilities. Resources NEEDED few What | This affects many A central location and known area to share information at without the ability to keep in direct contact maintains LEVEL OF COMPLEXITY low connection to what is happen on a regular basis. Consishigh tently using the board will building a habit and become a given point for communicating with various parties. TIME FRAME now Required Resources • Related • Process Documentation • 23 Large white board future Service Profile Binder
Possible Ideas Chore list Support staff independence and self-operation by indicating tasks that can be taken care of during down time. This can also allow management to reduce duplicated efforts or assign chores to someone with the necessary task knowledge and skills. “86” List This is a running list of items that are running low or need to be ordered, removing reliance on someone to remember or remind the person who is placing the order. 24
Accountability Structured Human Resources Why | Do this because - A well-defined and developed hiring process supports both the employer and employee to strengthen the business at an operational level. Hunter Cattle wants to make sure they have selected the right people to match the job needs and Hiring additional staff appears to have been executed in an as-you-go approach causing misalignment of employees and roles. company values. Resources NEEDED few What | This affects many Hunter Cattle can only grow if the right people are in the right position and place. Systematic identification LEVEL OF COMPLEXITY low of needs and roles to be filled means the time spent in high finding and training an employee will be worth-while and support the company. TIME FRAME now Required Resources future Related • • Best Practices Employee training • Process Documentation • New Hire Packet • 25 Job descriptions • Training Tabloid
Possible Ideas Specific Job Descriptions Standardize Process A job description should state what an employee is expected to do as opposed to a generic or abstract explanation that is open to interpretation and misunderstanding. Existing employees should know what jobs standards and be held accountable to such standards. Employee Reviews Structuring position descriptions will help Hunter Cattle see areas where they need more help and what specific skills to look for in order to appropriately fill a position. The hiring process should be consistent so that applicants can be easily evaluated and extraneousness time is spent to back-fill employer paper work. Employee training Hunter Cattle is also responsible for listening to employee sto identify any unmet needs such as training that will allow employee to do a better job. Everyone learns different and leaving new employees to teach themselves is a disservice to the employee and leaves Hunter Cattle exposed to inconsistent output. This process should also consider what happens once an applicant is hired, for example such as the next day applicant will come in when, to specifically do what. 26
Accountability New Hire Packet Why | Do this because - A job description translates to a training packet as a support step for new employees to acclimate to Hunter Cattle with minimal additional effort by HC. Miscommunication of expectations hurts both employer and employee. Confusion can happen from the first day if an employee is unclear on the basics, such as who is Hunter Cattle and what the employee is expected to do in the new role. Resources NEEDED few What | This affects many This packet serves as a foundation for orientation of the new position and helps streamline the process for LEVEL OF COMPLEXITY low Hunter Cattle by being able to support new employees high without extensive management. TIME FRAME now Required Resources future Related • • Process Documentation Job description • Service Profile Binder • Facilities map • Training Tabloids • 27 Employee handbook • Company information • Low-hanging Fruit
Concept Sketch 28
Accountability Training Tabloid Why | Do this because - Employees need reminders of job function and tasks. The training tabloids serve as an ever-present reference to hang in the areas where the job is done. The tabloids could relate to jobs, specific processes, or functional areas. One of the growing-pains many businesses suffer comes from meeting production demands and hiring new staff. Hunter Cattle has had a recent influx of employees without the time or resources available to conduct proper training. Lack of training makes maintaining consistent product standards very difficult. Resources NEEDED few What | This affects many A visual reminder of what a particular job or role entails allows the person regularly doing that job to have a LEVEL OF COMPLEXITY low clear reference of purpose. This also allows new hires to high easily know what they need to do and lets rotating staff quickly understand the position requirements. TIME FRAME now Required Resources future Related • • Structured HR Job description • Low-hanging Fruit • 29 Laminated prints • Direct report • Best Practices
Concept Sketch 30
Accountability Customer Education Why | Do this because - Customers should not be expected to have special knowledge to appropriately cook Hunter Cattle’s product. Instead, Hunter Cattle should do as much as possible to support the customers beyond the point-of-sale. Inappropriate cooking techniques can lead to a poor experience or outcome for a first time customer. While through no fault on Hunter Cattle’s end, it is difficult to hold the customer accountable for having the necessary information to best use HC product. Resources NEEDED few What | This affects many The average customer has limited experience with the product, HC offers. By being proactive to support LEVEL OF COMPLEXITY low the customer during the first-time interaction, there is high increased likelihood a customer will come-away from the experience feeling satisfied. TIME FRAME now Required Resources future Related • • Tour Information Video-recording and edit support • Alternative Farm Experience • Lesson plan • Direct User Interaction • 31 Guest Chef • Class room setup • Customer Connection
Possible Ideas Hunter Cattle’s product requires specific handling. Through instructional videos or classes at the farm, potential and existing clients can learn via demonstration. Cooking how-to This also extends the interaction with the customer and can be taken further to highlight “guest chefs” using their favorite HC products. Recipe book & cards Another enabling item to the customer achieving positive cooking results is to use Hunter Cattle’s expert knowledge to create a local recipe book and recipe cards that best suit the product Hunter Cattle offers. Rather than leave it to the customer to develop such knowledge for cooking a meal, HC sets the customer on the right path with minimal effort by either participant.. 32
CONSISTENCY Ensure and keep consistency with what Hunter Cattle thinks, says, and does: Hunter Cattle is known as a trustworthy partner, but seems to lack consistency in their messaging and actions. Consistency is needed so both company and customers know what to expect. 33
Areas for Improvement: HC leaders should alignment on brand and mission Employees should improve skills in communicating HC vision External presentation does not always reflect HC mission Internal operations are chaotic and lack standardization 34
Consistency Service Profile Binder Why | Do this because - Increased service offerings and property use means Hunter Cattle needs to do everything possible to ensure a predictable and replicable experience. The service profile binder Hunter Cattle is offering more and more while still limited in time and staff to commit to additional services. serves as an information depository for potential customers, Increased pressures have increased the possibility of a checklist for execution, and a guideline for event protocols. repeat experiences being drastically different for the same customer. This increase also means those in higher positions need to have functional ways to delegate responsibilities to others. Resources NEEDED few What | This affects many Having a complete list of services and tasks necessary to implement an event eases the pressure on everyone LEVEL OF COMPLEXITY low involved and almost guaranteeing a consistent customer high experience. Setting standards now will support further expansion of services and offerings. These profiles will also help shorten prep and turn-around time needed to TIME FRAME now Required Resources future execute an event. Related Process Documentation Training Tabloids • 35 Low-hanging Fruit • Event list • • • Educational Tour Script
Concept Sketch 36
Consistency Educational Tour Script Why | Do this because - The educational tour script will provide tour guides a consistent foundation of conversation and engagement with participants of all ages. This will not just be a verbal script but more of an interactive and educational performance. Educational tours are a highlight of Hunter Cattle’s services but are missing a few necessary components to fully engage tour-goers. While HC is very knowledgeable about their history, products, and services, consistency in the educational messaging should be standardized using a script. Resources NEEDED few What | This affects many This script will inspire participants to be a part of their learning experience at Hunter Cattle. A script will pro- LEVEL OF COMPLEXITY low vide the necessary structure and detailed information high needed for consistency. TIME FRAME now future Required Resources Related • • Tour Information • Structure HR Educational tour props used in conjunction: • Tour Enhancements • Process Documentation map, signage, etc. • Direct User Interaction • Low-hanging Fruit • 37 Leadership and employee collaboration • Customer Education
Implementation Steps Review current educational tour conversation Leadership should review and understand what is currently being said in order to preserve the important information being relayed in the educational tours. Gather key employees Gathering employees who are directly and indirectly involved with the tours will help the team mind-meld ideas into the script. outline a new tour script Together It may be easy to highlight the most important aspects of the current tour, and combine that with an outline of the newer tour proposal. Test the script, and keep adjusting Once written and planned, test the educational tour with employees to get a feel of what may be missing. Eventually test this tour with friends and/or other participants. Considerations It will be important not to lose the emphasis of each educational zone. There is an opportunity to specialize each zone into its own interactive performance/game for participants. 38
Consistency Farmer’s Market Setup Requirements Each farmer’s market will have its own group of setup guidelines which will remain consistent each week. These guidelines could combine booth layout, collateral layout, where signage goes, and what signage will say. Why | Do this because It is important to make the farmer’s market presentation consistent so as not to confuse customers with changing booth appearances and setups. This will also allow customers to easily remember where Hunter Cattle is located and how to interact with employees/collateral/ products in each booth. Resources NEEDED few What | This affects many This will standardize each process and prevent inconsistency in logistics and messaging. Overall, it may improve LEVEL OF COMPLEXITY low sales as the customer’s farmer’s market experience is high enhanced by a predictable engagement. TIME FRAME now Required Resources future Related • • Low-hanging Fruit • Direct User Interaction Employee training • Process Documentation • Farmer’s Market • Training Tabloids • 39 Printed setup requirements • Selling Script Enhancements
Implementation Steps Revised setup encourages customers to enter space and engage with staff. Review current BOOTH SETUP INCONSISTENCIES Gather key employees Possible Ideas SCAD Setup Gathering employees who are directly and indirectly involved with each farmer’s market will help the team be more creative. Signage has been upgraded to be more prominently displayed and better communicate who Hunter Cattle is and what they offer. Considerations Not all farmer’s market setups need to be the same but they should be visually consistent and easily identified as a Hunter Cattle booth. Draw a plan for each farmer’s market Train Staff Farmer’s market staff should be trained on how correct booth setup with guidelines or a checklist to follow for future setups. Test and adjust Once drawn and planned, test the new farmer’s market setups in small increments to find what adjustments need to be made. 40
Consistency Farmer’s Market Selling Script Why | Do this because - A selling script is a conversation guideline for employees working at the farmer’s markets. This can ensure that Hunter Cattle information is being accurately translated to each and every customer. Research has shown that the presentation of information and conversation happening within the farmer’s market booth is not consistent and often incomplete. Oftentimes, employees representing HC lack the full vision of who Hunter Cattle is and how to best articulate this message to customers. Resources NEEDED few What | This affects many A selling script will allow each customer to walk away with a complete picture of who Hunter Cattle is and LEVEL OF COMPLEXITY low what they sell. Ultimately, through this script, customers high can begin to feel like they are now a part of the Hunter Cattle family. TIME FRAME now Required Resources future Related • • Low-hanging Fruit • Direct User Interaction Employee training • Training Tabloids • Farmer’s Market • Customer Education • 41 Script • Customer Loyalty Enhancements
Possible Ideas Conversations have a ‘focus’ Conversations between employees and customers at the farmer’s market usually begin with a question from the customer. Based on this initial question, employees can direct the conversation towards a certain HC ‘focus’ that they have been previously trained to talk about. These focal points may include: Hunter Cattle history, livestock, animal maintenance/diet, product benefits, and other HC services such as farm stays, events, and tours. Conversations teach the customer something new Not only will employees be well trained and versed with the Hunter Cattle history, products, and services, they will be able to effectively teach customers something new every time they enter the farmer’s market booth. This creates a unique and playful customer interaction opportunity by demonstrating that Hunter Cattle is a fun, knowledgeable, and up-to-date farm. By challenging and providing incentives for employees to end every conversation with a sale, Hunter Cattle will see immediate Conversations end in a sale results in earnings. The retail industry has proven that there are multiple ways to achieve these goals and still create close relationships with customers. 42
Consistency Display-friendly Packaging Why | Do this because - Dynamic packing that presents Hunter Cattle products in the best light while encouraging customer interest and increasing levels of awareness. If packaging remains as is, Hunter Cattle may miss an opportunity for customers to get to know the Hunter Cattle brand. They interact with this packaging several times during their journey, to cooking the final product, which gives HC many chances to make an impression. Resources NEEDED few What | This affects many This will help positively affect customers’ perception of the Hunter Cattle brand. Not only will it provide a ‘spe- LEVEL OF COMPLEXITY low cialty feel’ for the products, but will also easily differenhigh tiate Hunter Cattle from other farms. TIME FRAME now future Required Resources Related • Designs for each product label • Direct User Interaction • Designs for packaging as appropriate for point- • Vendor Display Package of-sale location • Customer Education Print vendor • Low-hanging Fruit • 43
Implementation Steps REVIEW SCAD COLLATERAL Adjust designs find printing and fulfillment vendors Find a reputable and affordable printing company who can print and produce all product packaging and labels for a consistent appearance with every printing. print, disburse, and collect feedback Considerations Display-friendly packaging does not need to cost much more than what is currently being done. A more effective design includes improvement of messaging through, look and feel, for better customer communication. Carefully select print materials considering these will be subject to adverse temperature changes and moisture. 44
Consistency Vendor Display Package Why | Do this because - A display package will give vendors specific visuals and formats to display or represent Hunter Cattle’s product so that HC is best communicated to the customer by a third party. Without a display package, vendors are handwriting price lists for products, displaying unlike products together, and placing them in the same location as competitors. There is also no information about what is better or beneficial to customers who buy Hunter Cattle product. Resources NEEDED few What | This affects many Customers create perceptions based on appearance, and the appearance should reflect what Hunter Cattle wants LEVEL OF COMPLEXITY low customers to think about them and their product. This is high also an opportunity to educate the customer and extend Hunter Cattle’s brand space by increasing customer knowledge of who they are and what they do. TIME FRAME now Required Resources future Related • • Low-hanging Fruit Price list • Company Evaluation Workbook • Posters • Third-party Training Guide • 45 Company information • Collateral • Moo Ma’s Customer Flow
Implementation Steps Location Visit A vendor will need to be given the best format (poster, small printout, price-list) as is appropriate for where Hunter Cattle product will be displayed. Generate Content Decide what information is necessary for customers to best understand who Hunter Cattle is and what they offer. Print and Deliver A Part of delivering directly is also spot checking where material is put and how it is displayed. Follow-up visit Concept Sketch This is to again make sure that what Hunter Cattle has set-up for standards is being followed Considerations Be flexible on what is provided to the vendor, but don’t leave it up to the vendor for what happens. Display standards should be a part of the vendor contract to ensure consistent brand communication. 46
Consistency Third-Party Training Guide Why | Do this because - This guide would help people who are not familiar with Hunter Cattle to have the knowledge and information to discuss Hunter Cattle as a business to customers. Right now there is nothing in place for how external vendors should promote and sell Hunter Cattle products. Since the message is as important as the product, having a training guide for others would help strengthen the connection to the customer Resources NEEDED few What | This affects many This both empowers the seller and the customer, ultimately impacting the bottom line. This also means that LEVEL OF COMPLEXITY low product is presented in a way that best expresses the high HC brand. TIME FRAME now Required Resources future Related • • Company Evaluation Workbook Printed materials • Process Documentation • Packet for physical hand-over • Customer Education • 47 Company information • Direct User Interaction
Implementation Steps Generate Content Add content to a document, print, and place in a binder Training visit at the farm Concept Sketch Decide what information is necessary for others to be able to talk about Hunter Cattle and Hunter Cattle product. Having a physical copy increases the likelihood that others will actually read it and use it for reference. This brings a personal element to the relationship which other companies do not provide. It also reinforces the messaging and information contained in training guide. Hand over materials to vendor Do follow-up visit and annual training for new hires The most effective way to ensure the HC brand is being promoted and communicated as desired is through regular training and follow-up visits or check-ups. 48
SCALABILITY Develop strategic and implementation goals with a future-facing perspective: Hunter Cattle is surrounded by a growing community, with HC’s cultural lifestyle becoming more popular. As a result, HC should be ready to adapt to changing customer needs through a well developed foundation. 49
Areas for Improvement: Taking a photo of purchase a HC product elsewhere and loading it to a social media site tagged as Hunter Cattle results in a free product or special one-time price. There should be a hiring process strategy and system All decisions should be intentional and well-planned Current and future relationships should be analyzed for how they support growth for HC Current HC efforts should focus on future expansion Take advantage of market trends / super connectors 50
Scalability Customer Loyalty Why | Do this because - Hunter Cattle has a strong base of returning customers, however this base is relatively small and limited. Customers will be attracted to HC product and rewarded with incentives for their continued purchases. Word-of-mouth can only go so far when attempting to expand the customer base. In order to grow, Hunter Cattle must be proactive in generating customer interest to keep customers returning again and again. Resources NEEDED few What | This affects many Some low-profit or no-profit activities are needed to engage new or return customers for continued growth. LEVEL OF COMPLEXITY low Incentives and discounts cause new customers to feel high privileged and return customers to feel valued. TIME FRAME now Required Resources future Related • • Best Practices • Offering Extension Return-on-investment metrics • Low-hanging Fruit • Direct User Interaction • Customer Education • 51 Reward system and management • Customer Connection
Possible Ideas Incentives bring new customers in due to a lower entry price. They also reward existing customers for their continued business. Incentives Incentives are a good way to connect an existing product to a new product that needs additional exposure. Possible incentives would be receiving an online discount for visiting the farmer’s market, a discount for farm tour participants at Moo Ma’s store or a punch card for multiple purchases resulting in a free item. Social Media payback Taking a photo of a HC product purchased elsewhere and loading it to a social media site tagged as Hunter Cattle results in a free product or special one-time price. Considerations It can be hard to balance how much to give away for what additional customers may or may not be gained. There need to be metrics in place to evaluate against whether the time and effort is generating the appropriate returns. 52
Scalability Customer Connection Why | Do this because - Customers should be an important asset in company expansion as it costs a business nothing for a happy customer to speak to others. Facilitate connections of like-minded groups Hunter Cattle has limited resources and market reach, hindering the ability to spread knowledge about HC to a for enhanced customer relationships across users and busi- larger market. A strong connection between customers nesses. is fundamental to HC’s growth. Resources NEEDED few What | This affects many Connecting customers brings similar customer groups together that might otherwise have remained in iso- LEVEL OF COMPLEXITY low lation. This creates a larger sense of community built high around HC for continued growth and market reach. TIME FRAME now Required Resources future Related • • Alternative Farm Experience Partner network • Offering Extension • 53 Social-media platform • Customer Education
Possible Ideas Hunter Cattle Customer Connect Part of Hunter Cattle’s values center on connection and personal relationships, so it is an easy extension of the relationship to connect customers with each other. Create an online platform or location on the web-site that allows for people to share dishes and cooking advice. Hunter Cattle can also connect customers with other businesses that share similar philosophy and lifestyle preference. Exploration Rewards Encourage exploration of local flavors and companies by creating a reward system for restaurants that use HC and locally-sourced products in recipes. 54
Scalability Offering Extensions Why | Do this because - Hunter Cattle has strong community and local-grower connections that can easily and quickly be extended for new profit areas. Other extensions are more complex but are still well-related to what HC is already doing. Expansion can be done as opportunities arise, but these general opportunities are not necessarily utilizing systems and relationships Hunter Cattle already has. This means spending more time and effort reaching for something that may not be appropriate for what HC is trying to achieve. Resources NEEDED few What | This affects many Customers do not always know what they want next, but if Hunter Cattle expands what they already relate LEVEL OF COMPLEXITY low to, customers will likely be pleasantly surprised and high excited to be a part of it. Connecting to what HC already does also streamlines and maximizes HC’s effort spent towards growth. TIME FRAME now Required Resources future Related Additional certifications • • • Direct User Interaction Enhancement Rental equipment • 55 Identify super-connects • Education Tour • Customer Connection Farmer’s Market • Customer Education Enhancement • • Best Practices
Possible Ideas All travel routes for product pick-up and drop-off should be evaluated for other areas that product can be distributed along the way. Slaughterhouse distribution trail Specialty locations Participate in more CSA CSAs are ever increasing in popularity and directly reflect HC values. Hunter Cattle should still consider time and resources necessary to participate to determine which Specific CSAs are appropriate for HC to be associated with. Off-site co-op location Hunter Cattle aims to be a rolemodel for sustainable local food practices and a healthy lifestyle. Opening a co-op takes that desire and invites everyone to participate in continuing introducing these values to others. Transport of product to and from the slaughter house is a primary area of opportunity to identify additional distribution points. Country clubs like The Landings and other specialty locations like banquet halls would be new vertical extensions into a customer base that is willing to spend more for higher quality. Considerations Experience support equipment Hunter Cattle currently provides space and human resources for on-site events. The next stage would be to support event activities with additional rental equipment like RVs, tents, or even building and maintaining cabins for extended stays. Each of these ideas require different efforts and resources, but there could be an incremental phase that allows HC to test and evaluate success the of the different ideas. As ideas prove successful, they can be further expanded to reach more customers and be part of an overall growth plan. 56
ENGAGEMENT Go beyond speaking about support of local community interests — show support through action and activities: Great strategies demonstrate value. Customers can easily reach to the core of the company by participating as co-creators in the Hunter Cattle experience. 57
Areas for Improvement: Brand collateral should demonstrate the depth of Hunter Cattle’s mission and values Farmer’s markets should fully immerse the customer in HC culture Develop interactive and visual components as part of the educational tour to teach even more New client relationships should be handled consistently, to avoid missed opportunities for great ideas 58
Engagement Direct User Interaction Why | Do this because - Hunter Cattle does not need to be strictly a product supplier but can reach-out to customers directly and engage in an extended dialog for that personal connection HC seeks. Right now, most customers are introduced to Hunter Cattle with minimal knowledge to who HC is and what they offer. This approach also relies on word-of-mouth, which is valuable but not necessarily a sustainable business model. Resources NEEDED few What | This affects many Going to the customer directly creates a feeling that Hunter Cattle cares more about reaching the right peo- LEVEL OF COMPLEXITY low ple than being a business. This connects to the busihigh ness goals and brand attributes of caring and nurturing towards Hunter Cattle’s customers. TIME FRAME now Required Resources • • Promotional collateral • Identifying related and relevant events • Traveling grill setup • 59 Mass-market mailing list Volunteer coordinator future Related • • • • • Customer Interaction Vendor Display Package Educational Tour Script Selling Script Offering Extension • • • Alternative Farm Experience Education Tour Enhancement Tour Information
Possible Ideas Direct Mailer in local markets A next step for self-promotion is to do a simple but effective direct mailer to several of the local communities that are unaware of Hunter Cattle because of remote location. Event Participation Hunter Cattle has already participated in product competitions with much acclaim and success. The same idea should be applied to community events like foodie or tasting weeks, state and county fairs, and local rodeos for exposure. “Back to the old days” Many customers have already expressed interest in knowing more about the farm by actually working there for a day. Hunter Cattle can host regular volunteer days that allow people to have a first hand experience of what HC does every day. Knowledge Cards Hunter Cattle can help educate customers on the benefits of their product in terms of a healthy lifestyle and personal values with small postcard size collateral for a less in-your-face marketing approach. Pop-up kitchen Additional exposure would be gained by breaking the mental model for where HC product can be cooked. If Hunter Cattle held a cookout in a surprise or unexpected location, it would affect customer perception of what local means. 60
Engagement Farmer’s Market Enhancements Why | Do this because - Hunter Cattle’s personality shines at the farmers market where staff can directly interact with customers. With a few small additions, that short interaction can be taken to the next level. Hunter Cattle is becoming better known in the communities they participate in, but HC should make continued efforts to better support a customer when visiting a farmer’s market. Resources NEEDED few What | This affects many Customers go to a market for more than just one product or to purchase only from one company. Hunter Cat- LEVEL OF COMPLEXITY low tle increases the perception of being a partner by being high conscientious of customer’s other needs and facilitating a positive overall experience beyond contact with HC. TIME FRAME now Required Resources • Product photos • Appropriate permits Related • • Alternative Farm • Customer Loyalty Experience Visual map • future • Selling Script Direction User • Farmer’s Market Setup Interaction • 61 Offering Extension Requirements • Customer Education
Possible Ideas There is less overall work and a higher level of sales predictability for online orders than there is for on-site farmer’s market purchases. Online Order Fast-lane Encourage customers to order online by having a fast-lane for those just picking up. Visual Pricing Sheet This also helps customers quickly accomplish related tasks while at the farmer’s market. Hunter Cattle and those they partner with would both benefit from farmer’s market customers being able to connect and identify who else HC is working with. Partner Map A printed map of where partners are in the farmer’s market would reinforce HC values as a community participant and ease decision making by the customer of who else they would like to purchase from. Booth Draw-ins Hunter Cattle currently stores their product out of customer sight at the farmer’s market, so give customers a visual with pricing. This not only gives a tangible element for customers to make selections on but also is easier to read and understand for a quicker decision-making process. Using samples, on-site grilling and perks such as free coffee as standard marketing practices to entice customers to speak with the company about product offerings. Considerations All of these ideas need to be considered against other parameters such as branding-guidelines, collateral development, and other recommendations for full success. 62
Engagement Alternative Farm Experiences Why | Do this because - Why limit the farm experience to the physical farm? Instead, take it to people through virtual and mobile experiences. Hunter Cattle has certain location restrictions, which may prohibit visiting opportunities for some. Other people are not interested in an authentic experience but do want more intimate knowledge of what HC does and how they do it. There are also those who prefer a controlled setting of their home or personal space. Resources NEEDED few What | This affects many Changing delivery of the farm experience opens up HC to many others that might not otherwise have had any LEVEL OF COMPLEXITY low contact with the farm. This increases access at several high levels but is mostly about sharing and engaging with potential customers in a new way. TIME FRAME now future Required Resources Related • • Customer Education Web-hosting/Video portal • Customer Connection • Traveling display and vehicle • Offering Extension • 63 Video recording and editing support equipment • Direct User Interaction
Possible Ideas A virtual tour could take on many forms such as a recorded wagon ride, or an image-based walkthrough. Virtual Tour The primary goal would be to show what happens on the farm and create excitement in the viewer to learn more about HC. Farm Experience Delivery Wagon Hunter Cattle could literally bring the farm to others with a small traveling petting zoo, product samples, and example of farming practices. Explanation video of farming methods Hunter Cattle wants to be a rolemodel and encourage industry transparency. Customers want to know more about what HC does. Both interest can be met with a well crafted video that explains and shows the various methods used by HC. Considerations The purpose and principles should be considered for what incremental options exist, or to brainstorm other ideas to bring the farm to others. Even incremental phase should keep the final goal in mind such as how does this represent or relate to HC, or does this reflect what HC wants others to perceive about them. 64
Engagement Educational Tour Enhancements Taking a Hunter Cattle educational tour has become a highlight for visitors. HC can tap into that enthusiasm to encourage a return visit and get visitors to share with others their experience. Why | Do this because People enjoy and appreciate the educational tours. Hunter Cattle should be build on that for mutual benefit to them and their customers. The tour has evolved since it was first done, and it should continue to do so as more people are interested in the unique offering. Resources NEEDED few What | This affects many A few add-ons promote Hunter Cattle through customer experiences shared with others, and in a way that tour LEVEL OF COMPLEXITY low participants feel like they are supporting a company high they appreciate. These add-ons almost can communicate HC‘s appreciation for their customers. TIME FRAME now Required Resources future Related 65 “Swag” • Service Profile Binder • Educational Tour Script • Tour Information • Customer Education Direct User Interaction • Low-hanging Fruit Customer Loyalty Workbook producer • • Flow • Workbook content developer • Moo Ma’s Customer • •
Possible Ideas Wristband The wristband acts as a souvenir that is visible to others and generates interest among potential new customers. School-related children activities sometimes have a complimentary workbook that is both fun and informative. Workbook “Swag” is a common tradeshow practice that is for attendees. However it is also used to promote the company that provides the swag. Hunter Cattle could develop an activity guided workbook or work sheet that children fill out throughout the tour. Tour take-away An add-on pricing option could be a tour takeaway of an HC bag, t-shirt, and workbook. Considerations Workbook material should be carefully developed to reflect brand guidelines as well as meet educational best-practices for appropriate information learning according to the user’s age. 66
Engagement Tour Information Why | Do this because - Different people learn in different ways, and a multi-faceted experience will reach more people. Adding elements to the farm tour creates a richer experience and increases the educational value. Currently the education tour is a fun experience. However, is not always well connect to the information or education aspect. There are also environmental elements that cannot be controlled but affect the participants experience such as noise, wind, and other participants themselves. Resources NEEDED few What | This affects many Adding tour signage and a map allows for a participant to follow along and self-guide through the information LEVEL OF COMPLEXITY low if they did not hear everything. It also allows them to high take in the experience at a different pace. The map also acts as a takeaway to extend the tour after the route is complete. TIME FRAME now Required Resources future Related Education information • • • • 67 • Service Profile Binder Flow Print vendor Moo Ma’s Customer • Educational Tour Script Educational Tour • Customer Education Enhancements • • Best Practices Direct User Interaction
Possible Idea Possible Idea Considerations The education tours should be thought of in a holistic manner where participants can either self-guide or enhance their experience while on the tour. The stronger the connections are between elements, the more a customer will take-away from the experience. 68
Engagement Moo Ma’s Customer Flow Why | Do this because - Moo Ma’s is a dynamic store setting that should continue to grow as Hunter Cattle’s customer base continues to develop. With a few adjustments HC could drastically improve the customer experience and augment overall visit satisfaction. Customers do not want to have to work hard to buy products and will give-up when a shopping experience is too complicated even if they are interested in buying something. The current Moo Ma’s setup is cramped, hard to understand and limited to no product information for those who want to know more. Resources NEEDED few What | This affects many Hunter Cattle must spend additional effort explaining products which can be very difficult with large crowds. LEVEL OF COMPLEXITY low Streamlining flow, visual display, and information make high things easier for the customer and reduce the level of support needed from HC staff, freeing staff to engage in conversation and developing relationships. TIME FRAME now Required Resources future Related • • Tour Information • Selling Script Product photos • Education Tour • Display-friendly • Product displays • Direct User Interaction • Low-hanging Fruit • 69 Pricing list • Customer Loyalty • Best Practices Enhancements Packaging
Possible Ideas “Menu” price list for all products Develop a comprehensive poster with pricing and appropriate images for customers to easily browse available items. Attractive & informative product displays Display all product and consider what product fixtures are most appropriate for each item. Also include supportive information, so customers can easily understand features and details of products on display. Individual price markers For the customer that wants to wander, have clear price markers, such as a mini flag, that makes cost readily apparent. Increase display space Moo Ma’s is a very personal space that creates a feeling of being in someone’s home. However, the current setup make the space appear small. The space loses its main focus, which should be the products and display. Removing a few “family” elements will open up the area without diminishing personal feeling of the space. Considerations Interacting with the Hunter Cattle family is part of what makes Hunter Cattle unique and far more personable than a typical farm visit experience. It is important to be mindful of customers and that not all situations are appropriate places for small children and their friends. 70
Each recommendation has implication for design, branding, business, and operational improvement. However, recommendations should be carried out in increments according to a strategic plan which Hunter Cattle develops for different stages of growth. 71
Feasibility 2x2 One option for determining a growth strategy could be Feasibility can then be compared to the level of com- based on the feasibility of executing a given recommen- plexity looking at factors such as the number of pro- dation according to how many resources are needed for cesses to complete or people needed for execution of a implementation considering time, capital, or equipment. recommendation. Many Resources Needed Harder to implement but likely more growth-oriented Direct User Interaction Offering Extensions Best Practices Low Level of Complexity Farmer’s Market Enhancements Display-friendly Packaging Alternative Farm Experience Vendor Display Package New Structured Hire Human Packet Resources Process Documentation Training Tabloid Service Profile Binder Educational Tour Enhancements Tour Information Third-Party Training Guide Differentiate Relationships Farmer’s Market Setup Requirements Customer Connection Customer Education Company Evaluation Workbook Farmer’s Market Selling Script High Level of Complexity Moo Ma’s Customer Flow Low-hanging Fruit Message Board Customer Loyalty Easier to implement but may not focus on long-term growth Educational Tour Script Few Resources Needed 72
73 Alternative Farm Experience Offering Extensions Direct User Interaction Moo Ma’s Customer Flow Third-party Training Guide Farmer’s Market Selling Script Display-friendly Packaging Best Practices Customer Loyalty Training Tabloids PHASE 2 SOON Customer Connection Vendor Display Package Customer Education Service Profile Binder Company Evaluation Workbook Farmer’s Market Enhancements Educational Tour Script New Hire Packet Process Documentation Structured Human Resources Differentiate Relationship Farmer’s Market Setup Requirements PHASE 1 NOW Educational Tour Enhancements Low-hanging Fruit Tour Information Message Board Implementation Phases This timeline compiles all of the recommendations based on when they could happen for now, soon, and in the future. PHASE 3 FUTURE
Next Steps A recommendation only goes so far as the value comes from executing a recommendation. However, successful execution can only occur if a strategic plan is in place to set a clear purpose and define goals for every decision. Strategic plans consider stages of growth and what is relevant as growth occurs. Carefully lay out a road map for what can happen now, soon, and in the future. Use these recommendations to evaluate where Hunter Cattle currently is and what would best support the long-term future of the business. 1 Schedule Pick a regularly scheduled day to focus on growth and business strategy. 2 Gather Bring together key players so everyone has ownership in any decisions made. 3 Plan Refer to the implentation phases to select recommendations to execute. 4 Test Implement a recommendation in managable stages according to available resources. 5 Evaluate Evaluate how successful each stage was and if execution of the next stage should follow. 5 Refine Make changes as needed and continue to move forward. 74
Content Created, Developed and Compiled By: DMGT 720 Spring 2013 Design Innovation Development and Marketing Strategies Atthaves Borriraklert Laura Campos Michael Denman Phillip Evans Alexandra Jackson Liu Xin Carol Lora JaKenna Martin Priscila Mendoza Mariana Ortiz Reyes Lauren Peters Diane Seaver Bhavika Shah Sun Tianjie Nathan Sundberg Wang You Zhang Haoting Professor Verena Paepcke-Hjeltness Courtesy of the School of Design Sav annah College of Art and Design 75
Hunter Cattle Company - Strategic Recommendations
Hunter Cattle Company - Strategic Recommendations

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Hunter Cattle Company - Strategic Recommendations

  • 1.
    • H UN T E R C A T T L E • RECOMMENDATION • G U I D E •
  • 2.
    The goal ofworking with Hunter Cattle was to analyze and evaluate Hunter Cattle’s internal processes and publicfacing presence. This analysis was executed to create recommendations for Hunter Cattle to develop a growth strategy that aligns with organizational objectives. 2
  • 3.
    Recommendation Foundation 1. Discovery 2.Strategy 3.Design 4. Build These are problems we could try to solve. This is what the solution(s) could generally look like. This is what the solution(s) could specifically look like. This is specific implementation of the solution(s). These are problems we should try to solve. This is what the solution(s) should generally look like. Recommendations are a result of this process, leaving design development and building to Hunter Cattle. 3 This is what the solution(s) should specifically look like.
  • 4.
    v Recommendations are basedon research activities to understand who Hunter Cattle is and what they do. Activities included: Kickoff workshop with Hunter Cattle Stakeholder interviews with Hunter Cattle leaders Content analysis for Hunter Cattle media & messaging Competitive analysis of 5 companies with market share Operations audit of on-farm and external activities Cultural immersion within the Hunter Cattle community Brand workshop with Hunter Cattle
  • 5.
    Workshop 2x2 Research activitiessurveyed Hunter Cattle’s properties and primary profit areas. More Financial Return Size of bubble = Final concept development focus Kitchen farm events farm stay cook + eating cater prepping Processing cut meat sausage salami catering Hilton Head restaurants farmer’s market Restaurants green truck moon river brighter day Moo Ma’s Market Barn Lofts Online Store rent for stays for authentic farm experience online and special orders Forsyth Farmers Market family reunions storage Less Time More Time Birthday’s Storage for frozen food Wagon Rides Chicken Nursery education tours Trees Swamp trails for walks horse riding deer wildlife preservation Pasture Office paperwork book keeping rotational grazing hay production Slaughter Less Financial Return 5 Trees pine production
  • 6.
    Stakeholder & SystemsMap Research activities tapped key collaborators and partners for a deeper understanding of Hunter Cattle’s business. +$ 529 PROSPECTS ES KR NY IS TA N S ER LI L RA NE C GE BLI PU POULTRY STATESBORO HORN MARKET BEEF GREEN TRUCK PUB HONEY HORN THRIVE CARRYOUT EFFINGHAM FREEMAN’S MILL LEOCI’S STORE B&G HONEY FARMER’S MARKET RICHMOND HILL BARN LOFTS NOURISH MOO MAW’S STORE OUTDOOR SMOKER GROCERY SHOPS ISLANDS NATURAL THRIVE THE HERB SHOP FARMERS NATURAL BRIGHTER DAY MOON RIVER BREWING BRASSERIE 529 REST. (BRUNSWICK) (HINESVILLE) FACILITIES HINESVILLE SOUTHERN SWISS CHA BELLA (HILTON HEAD) FORSYTH MERCHANDISE FLAT CREEK LODGE ctuating dynamic based on sibling relationship PP DE L RA DE B AN T HO B DI OA RE RD CT O OR F S NK SHARE HOLD ERS/ INVES TORS AH SAVANN WS NG NE MORNI E AGAZIN SAV. M L K WEL THE IN AG UTH M SO YOU’RE ME WELCO AH SAVANN AH SAVANN TASTE N THE SU WJCL WELL FED MEDIA THE BA AH NN VA D SA ON HM E RIC LL VI ES IN H ICK SW O UN OR BR SB TE AD A HE ST ON LT HI PORK FRALI different perceptions of farm needs number 2 LL HI COMPETITORS HUNTER CATTLE @ interchangable point of contact ACA INST DEMIC ITUT IONS A M IZ CO AN G OR RIVER FARM ” STRY INDU TS R EXPE S: RN N TE E IN AYD H A GI N & OR ER S TS GE UTH EER JEC T SO UN PRO Y L E IT NS VO VIC UN IO R M T SE T IAN EGIC CE S / “ UN IVER SI GEOR TY OF GIA GEOR GIA ST ATE GEOR SOUTH GIA ERN SCAD HUNTER CATTLE FA R B M TH AG LE RIVE FR OCI’S A L 5 HE SPO I RB T C BR HA B SHO BR IGHT ELL P A ER A M SS D PO OO ERIE AY ISL LK’S N RIV 529 AN PR ER N FL OUR D NA ODU A IS C T FA T CR H SO URA E RM EE REVIVAL K L APS L GR ERS FOODS NA ODG EE OG FREE N TR TUR E EC AL MA UC GEORGIA HE EM NM K FL ILL IP EA BUFFALO FL TM OP AR TIK KE ST IB T SAVANNAH AR A RA LL E RO CTO GE R: R L A DESTINY ORGANICS DR WN FARM BOX HABOB TH LOCAL ORGANIC SE Y D MOTHERS CO L WIL IS R CH ICK TR PA VID DA O B DY D TE NN JE EN R KA SON JA GO RE VER GU NM LA E TIO NT NS IN USD SP A A OAK WHITE ES ON S UR SI ON PAST ES TI E OF CIA AR LF PR SO N EL AS OW W GR AL A IM AN GI IC ED AN OR ER SF GE S L AM RA TA IC G AS N S CO RGA ER O OW GR AS SISCO SU E OY PL EM FLIP FLOP TIKI BAR LEOCI’S TRATTORIA (STATESBORO) OGEECHEE MEAT MARKET PARTNER ESTABLISHMENTS CAMP ON THE FARM 6
  • 7.
  • 8.
    The following principlesprovide specific direction for how Hunter Cattle can continue building on what they have already done as a business. Design Principles: Balance Accountability Consistency Scalability Engagement 8
  • 9.
    BALANCE Purposeful balance usingHunter Cattle’s values to enable structured growth: A good strategy is well balanced between emotional desires and functional needs. For Hunter Cattle, it creates a platform to express family values and the make sound business decisions. 9
  • 10.
    Areas for Improvement: Itis not clear whether Hunter Cattle is a family farm or a business Most engagements are reactive rather than proactive Time and money is lost by being too flexible with vendors Identifying and reaching out to people uninterested in HC product Acknowledge competition with other companies Taking advantage of family personalities to push brand 10
  • 11.
    Balance Best Practices Why |Do this because - Certain business standards need to be implemented and there should be strong knowledge of what particular industries are doing to strategically learn from them. place to function in the industry and remain competitive in the market place. Resources NEEDED few Hunter Cattle should have basic business components in What | This affects many Some of the best practices are meant to protect Hunter Cattle’s business interests, while others have to do with LEVEL OF COMPLEXITY low increasing functionality of daily operational activities. high TIME FRAME now Required Resources future Related • • Low-hanging Fruit Digital production tracking • Process Documentation • Automated product inventory systems • Structure HR • 11 Financial management programs • Reviewed legal contracts
  • 12.
    Possible Ideas There arescalable software packages that track and manage inventory, maintain financial data, and connect various process. Programs and automated systems Waivers Although these may be costly, they are part of operating costs and benefits include increased productivity for a higher yield resulting in larger profit margins. There are business repercussions if someone is hurt while on Hunter Cattle property. Contracts Contracts protect everyone and should be part of vendor and supplier relationships, included in employee hiring and all third party stakeholders. Company apprenticeship Polyface Farm actively encourages “newbies” to work with them to learn the skills and the trade. This would be a good opportunity for HC to build on the learn-bydoing foundation already in place. Considerations Research programs and systems to find what is most appropriate for Hunter Cattle’s business format. This includes the level of complexity and training required to operate. 12
  • 13.
    Balance Low-hanging Fruit Why |Do this because - There are existing systems in place that are either not being used to full potential, or with small changes would add immediate benefits. Some of these recommendations may be done immediately while others are for longterm consideration. Hunter Cattle’s time is valuable, so rather than do something new, there are existing underutilized resources that would be able to help stream line operations and increase profit with minimal effort. Resources NEEDED few What | This affects many These recommendations mostly affect internal process but learning how to maximize what is available can be LEVEL OF COMPLEXITY low translated to a number of other area particularly with high the principles like consistency and accountability. TIME FRAME now future Required Resources Related • • Offering Extension • Message Board New partners that could use processing “waste” • Customer Loyalty • Process Documentation • 13 Some time to learn software • Service Profile Binder • Best Practices
  • 14.
    Possible Ideas End education tourat Moo Ma’s store Tap into people’s impulse buying habits as well as give a strong endpoint to the tour that reinforces who Hunter Cattle is. Use Square App to full potential There are additional features that keep track of things besides transactions. For example, it can be used for farmer’s market inventory sheets. Use “whole” animal Before adding new systems and processes, check what is currently in place to see if what is there could work with minimal changes. Many companies are finding ways to use the “waste” pieces generated from animal processing that can go to other uses such as bones for dog treats, or lard for soap. Improve website navigation Evaluate and then allocate resources Appropriately Deciding what to do next can begin with evaluating current activities and identify areas that are inefficient or need more structure to optimize functionality. Structe website information and content in a user-friendly format to allow easier customers access for understanding and learning about Hunter Cattle. 14
  • 15.
    Balance Differentiate Relationships Why |Do this because - As Hunter Cattle grows, some personal relationships may need to be treated in a business context, separating friendships from partnerships. Friendships have been very important for starting Hunter Cattle as a business. However, many of these friendships are also partnerships and without appropriate structure, it is possible for the relationship to end poorly or have the flexibility backfire. Unfortunately, there is also a possibility for the relationship to be abused and Hunter Cattle to be taken advantage of. Resources NEEDED few What | This affects many This is not about fore-going friendships, but applying parameters to structure in a business format. Doing this LEVEL OF COMPLEXITY low not only protects Hunter Cattle, but also protects the high friendships. It may be difficult to change the existing dynamic, but this benefits all parties and will allow for the continued growth of partnerships. TIME FRAME now Required Resources future Related • • Company Profile Workbook Lawyer • Third-party Training Guide • 15 Legal (reviewed) contracts • Develop “parameters”
  • 16.
    Possible Ideas When HunterCattle and partners come together in the same space for a customer activity, Hunter Cattle needs to be clear on who is the focus and how will each promote the other. Set parameters for shared activities The point is to remember that while everyone cares about each other, Hunter Cattle should sell their business first and foremost. New Vendor Tour and training visit at the farm On the flip side of structuring friendships in a business context is maintaining the approach of developing intimate and personal relationships with vendors. Every relationship, new or existing, should be based on first hand knowledge of what Hunter Cattle does and where product comes from as part this is part of HC’s core values. In some cases this may mean that Hunter Cattle should not do things with others as it would detract from Hunter Cattle’s ability to sell themselves. Implement business best practices Examples of “standard business practices” are: Setting guidelines for how Hunter Cattle is displayed by a secondary business, determining how special orders are handled, having terms and contracts. 16
  • 17.
    Balance Company Evaluation Workbook Why| Do this because - Vendor relationships should support and develop Hunter Cattle’s growth strategy. Creating a reference packet to take the guess work out of new relationships simplifies and clarifies an intimidating process. All of the current business relationships have been reactionary. This creates brand confusion and leaving gaps in reaching customer segments. Without a systematic method of evaluating and selecting new vendors, the negatives aspects of responsive growth will compound and eventually affect the longevity of Hunter Cattle as a business. Resources NEEDED few What | This affects many Not only will new partnerships be evaluated according to what benefits Hunter Cattle the most, but existing LEVEL OF COMPLEXITY low relationships can be rationally re-evaluated for whether high or not the relationship is appropriate and supportive to Hunter Cattle’s growth strategy. TIME FRAME now Required Resources future Related • • Process Documentation Blank company profile template • Relationship Differentiation • Internal vendor checklist • Vendor Display Package • 17 Completed company profile templates • Vendor requirements • Third-party Training Guide
  • 18.
    Implementation Steps Possible Ideas Thislist should have what is necessary to know and consider when determining whether a company will be a partner or not. Create internal checklist Internal Checklist Set vendor requirements Complete profile templates Place in 2x2 matrix Evaluate and complete checklist Communicate and implement vendor requirements The business handbook contains partially completed worksheets for existing vendors. These should be more comprehensive along with any new vendors and potential vendors. New companies need to be added to 2x2 matrix of current vendors. The final step is to evaluate the company based on the profile metrics and 2x2 location to determine if vendor is an appropriate partner followed by whether or not vendor needs can be meet with current production capacity. New relationships should meet requirements and existing relationships should be brought up to appropriate standards. This might include: looking at the realistic production capacity to meet vendor needs, what pricing structure would be used for different types of vendors, and setting a delivery schedule that relate to existing routes. Setting requirements protects both sides of the relationship in maintaining what is best for each business and protecting everyone’s interests. Vendor requirements Requirements could include: legal contract, how and when orders need to be placed, setting parameters for “emergency” orders, what HC display requirements are and vendor sales training. Considerations The evaluation process may highlight existing vendors that do not align with Hunter Cattle’s business and existing relationships that need to be restructured. New partners do not necessarily need to match Hunter Cattle’s growth plans, but then there needs to be a secondary benefit such as it opens new markets or is easily added into existing routes and vendor needs. 18
  • 19.
    ACCOUNTABILITY Acknowledge and assumeresponsibility for all actions, decisions, and Hunter Cattle policies: Hunter Cattle has obligations to a broad range of consumers, employees, vendors, and the general public. Accountability centers on developing metrics and improvement protocols for growth. 19
  • 20.
    Areas for Improvement: Allowtime for proper quality control Implementing documentation process for work issues Hiring process is inconsistent and needs more structure No legal representation Very few legal contracts with vendors currently exists Put metrics in place for performance measurement 20
  • 21.
    Accountability Process Documentation Why |Do this because - The goal is to pull-together a comprehensive set of worksheets to complete and define standards to meet for processes that occur on a regular basis or have potential for serious repercussion when not met. It is easy for information to be lost in the process of translating from one person to another. Research has shown there are areas that are more confusing and complicated than necessary because of misunderstanding between communicating parties. Resources NEEDED few What | This affects many Hunter Cattle will run more smoothly and efficiently when everyone is clear on information and what should LEVEL OF COMPLEXITY low happen next which creates a level of accountability. high TIME FRAME now Required Resources future Related • • Message Board • Training Tabloids Quality control standards • New Hire Packet • • Product photos • Structured HR Farmer’s Market Setup Requirements • 21 Hand-off documents • Lawyer • Service Profile Binder
  • 22.
    Implementation Steps Identify process breakdowns Developneeded documentation Use the blueprints in the business handbook to evaluate existing processes for areas that are not function well or properly. Also look for areas that would be streamlined by adding appropriate documentation. Possible Ideas Internal handoffs Be mindful in this step to think about the different people who need to “interact” with the document and what will work best for everyone. Incorporate new documentation in process Quality control Checklist Anytime Hunter Cattle product leaves the farm, there should not only be someone checking the packing of product for transportation but also packing of product for freshness, sealing, and appearance. Quality control would apply to online pick-up orders, farmer’s market transport, and vendor transport. Considerations Documentation needs to be functional for everyone and may need to be tested and revised several times before it works well. Documentation will only be successful if it is maintained and consistently used by all people involved in a process. Documentation is important each time information moves internally for one person to another, especially when going from a manager to an employee. Already identified areas to consider using documentation are vendor/supplier orders, delivery schedule, delivery confirmations/order received, inventory checking, employee scheduling and task, event planning, and farmer’s market inventory lists. Online Product Photos All online products should be represented by actual photos of HC product to accurately reflect product and to be confident of legal rights to display. 22
  • 23.
    Accountability Message Board Why |Do this because - The message board provides an up-to-date perspective of what is happening on the farm, what needs to happen, and a one-stop point-of-contact for people who are constantly coming and going. Hunter Cattle owners are pulled in many directions sometimes causing things to be missed or assuming others were aware of issues or task to be done. Lack of consistent communication between management and to secondary staff also creates confusion as to staff roles and responsibilities. Resources NEEDED few What | This affects many A central location and known area to share information at without the ability to keep in direct contact maintains LEVEL OF COMPLEXITY low connection to what is happen on a regular basis. Consishigh tently using the board will building a habit and become a given point for communicating with various parties. TIME FRAME now Required Resources • Related • Process Documentation • 23 Large white board future Service Profile Binder
  • 24.
    Possible Ideas Chore list Supportstaff independence and self-operation by indicating tasks that can be taken care of during down time. This can also allow management to reduce duplicated efforts or assign chores to someone with the necessary task knowledge and skills. “86” List This is a running list of items that are running low or need to be ordered, removing reliance on someone to remember or remind the person who is placing the order. 24
  • 25.
    Accountability Structured Human Resources Why| Do this because - A well-defined and developed hiring process supports both the employer and employee to strengthen the business at an operational level. Hunter Cattle wants to make sure they have selected the right people to match the job needs and Hiring additional staff appears to have been executed in an as-you-go approach causing misalignment of employees and roles. company values. Resources NEEDED few What | This affects many Hunter Cattle can only grow if the right people are in the right position and place. Systematic identification LEVEL OF COMPLEXITY low of needs and roles to be filled means the time spent in high finding and training an employee will be worth-while and support the company. TIME FRAME now Required Resources future Related • • Best Practices Employee training • Process Documentation • New Hire Packet • 25 Job descriptions • Training Tabloid
  • 26.
    Possible Ideas Specific Job Descriptions Standardize Process Ajob description should state what an employee is expected to do as opposed to a generic or abstract explanation that is open to interpretation and misunderstanding. Existing employees should know what jobs standards and be held accountable to such standards. Employee Reviews Structuring position descriptions will help Hunter Cattle see areas where they need more help and what specific skills to look for in order to appropriately fill a position. The hiring process should be consistent so that applicants can be easily evaluated and extraneousness time is spent to back-fill employer paper work. Employee training Hunter Cattle is also responsible for listening to employee sto identify any unmet needs such as training that will allow employee to do a better job. Everyone learns different and leaving new employees to teach themselves is a disservice to the employee and leaves Hunter Cattle exposed to inconsistent output. This process should also consider what happens once an applicant is hired, for example such as the next day applicant will come in when, to specifically do what. 26
  • 27.
    Accountability New Hire Packet Why| Do this because - A job description translates to a training packet as a support step for new employees to acclimate to Hunter Cattle with minimal additional effort by HC. Miscommunication of expectations hurts both employer and employee. Confusion can happen from the first day if an employee is unclear on the basics, such as who is Hunter Cattle and what the employee is expected to do in the new role. Resources NEEDED few What | This affects many This packet serves as a foundation for orientation of the new position and helps streamline the process for LEVEL OF COMPLEXITY low Hunter Cattle by being able to support new employees high without extensive management. TIME FRAME now Required Resources future Related • • Process Documentation Job description • Service Profile Binder • Facilities map • Training Tabloids • 27 Employee handbook • Company information • Low-hanging Fruit
  • 28.
  • 29.
    Accountability Training Tabloid Why |Do this because - Employees need reminders of job function and tasks. The training tabloids serve as an ever-present reference to hang in the areas where the job is done. The tabloids could relate to jobs, specific processes, or functional areas. One of the growing-pains many businesses suffer comes from meeting production demands and hiring new staff. Hunter Cattle has had a recent influx of employees without the time or resources available to conduct proper training. Lack of training makes maintaining consistent product standards very difficult. Resources NEEDED few What | This affects many A visual reminder of what a particular job or role entails allows the person regularly doing that job to have a LEVEL OF COMPLEXITY low clear reference of purpose. This also allows new hires to high easily know what they need to do and lets rotating staff quickly understand the position requirements. TIME FRAME now Required Resources future Related • • Structured HR Job description • Low-hanging Fruit • 29 Laminated prints • Direct report • Best Practices
  • 30.
  • 31.
    Accountability Customer Education Why |Do this because - Customers should not be expected to have special knowledge to appropriately cook Hunter Cattle’s product. Instead, Hunter Cattle should do as much as possible to support the customers beyond the point-of-sale. Inappropriate cooking techniques can lead to a poor experience or outcome for a first time customer. While through no fault on Hunter Cattle’s end, it is difficult to hold the customer accountable for having the necessary information to best use HC product. Resources NEEDED few What | This affects many The average customer has limited experience with the product, HC offers. By being proactive to support LEVEL OF COMPLEXITY low the customer during the first-time interaction, there is high increased likelihood a customer will come-away from the experience feeling satisfied. TIME FRAME now Required Resources future Related • • Tour Information Video-recording and edit support • Alternative Farm Experience • Lesson plan • Direct User Interaction • 31 Guest Chef • Class room setup • Customer Connection
  • 32.
    Possible Ideas Hunter Cattle’sproduct requires specific handling. Through instructional videos or classes at the farm, potential and existing clients can learn via demonstration. Cooking how-to This also extends the interaction with the customer and can be taken further to highlight “guest chefs” using their favorite HC products. Recipe book & cards Another enabling item to the customer achieving positive cooking results is to use Hunter Cattle’s expert knowledge to create a local recipe book and recipe cards that best suit the product Hunter Cattle offers. Rather than leave it to the customer to develop such knowledge for cooking a meal, HC sets the customer on the right path with minimal effort by either participant.. 32
  • 33.
    CONSISTENCY Ensure and keepconsistency with what Hunter Cattle thinks, says, and does: Hunter Cattle is known as a trustworthy partner, but seems to lack consistency in their messaging and actions. Consistency is needed so both company and customers know what to expect. 33
  • 34.
    Areas for Improvement: HCleaders should alignment on brand and mission Employees should improve skills in communicating HC vision External presentation does not always reflect HC mission Internal operations are chaotic and lack standardization 34
  • 35.
    Consistency Service Profile Binder Why| Do this because - Increased service offerings and property use means Hunter Cattle needs to do everything possible to ensure a predictable and replicable experience. The service profile binder Hunter Cattle is offering more and more while still limited in time and staff to commit to additional services. serves as an information depository for potential customers, Increased pressures have increased the possibility of a checklist for execution, and a guideline for event protocols. repeat experiences being drastically different for the same customer. This increase also means those in higher positions need to have functional ways to delegate responsibilities to others. Resources NEEDED few What | This affects many Having a complete list of services and tasks necessary to implement an event eases the pressure on everyone LEVEL OF COMPLEXITY low involved and almost guaranteeing a consistent customer high experience. Setting standards now will support further expansion of services and offerings. These profiles will also help shorten prep and turn-around time needed to TIME FRAME now Required Resources future execute an event. Related Process Documentation Training Tabloids • 35 Low-hanging Fruit • Event list • • • Educational Tour Script
  • 36.
  • 37.
    Consistency Educational Tour Script Why| Do this because - The educational tour script will provide tour guides a consistent foundation of conversation and engagement with participants of all ages. This will not just be a verbal script but more of an interactive and educational performance. Educational tours are a highlight of Hunter Cattle’s services but are missing a few necessary components to fully engage tour-goers. While HC is very knowledgeable about their history, products, and services, consistency in the educational messaging should be standardized using a script. Resources NEEDED few What | This affects many This script will inspire participants to be a part of their learning experience at Hunter Cattle. A script will pro- LEVEL OF COMPLEXITY low vide the necessary structure and detailed information high needed for consistency. TIME FRAME now future Required Resources Related • • Tour Information • Structure HR Educational tour props used in conjunction: • Tour Enhancements • Process Documentation map, signage, etc. • Direct User Interaction • Low-hanging Fruit • 37 Leadership and employee collaboration • Customer Education
  • 38.
    Implementation Steps Review current educationaltour conversation Leadership should review and understand what is currently being said in order to preserve the important information being relayed in the educational tours. Gather key employees Gathering employees who are directly and indirectly involved with the tours will help the team mind-meld ideas into the script. outline a new tour script Together It may be easy to highlight the most important aspects of the current tour, and combine that with an outline of the newer tour proposal. Test the script, and keep adjusting Once written and planned, test the educational tour with employees to get a feel of what may be missing. Eventually test this tour with friends and/or other participants. Considerations It will be important not to lose the emphasis of each educational zone. There is an opportunity to specialize each zone into its own interactive performance/game for participants. 38
  • 39.
    Consistency Farmer’s Market SetupRequirements Each farmer’s market will have its own group of setup guidelines which will remain consistent each week. These guidelines could combine booth layout, collateral layout, where signage goes, and what signage will say. Why | Do this because It is important to make the farmer’s market presentation consistent so as not to confuse customers with changing booth appearances and setups. This will also allow customers to easily remember where Hunter Cattle is located and how to interact with employees/collateral/ products in each booth. Resources NEEDED few What | This affects many This will standardize each process and prevent inconsistency in logistics and messaging. Overall, it may improve LEVEL OF COMPLEXITY low sales as the customer’s farmer’s market experience is high enhanced by a predictable engagement. TIME FRAME now Required Resources future Related • • Low-hanging Fruit • Direct User Interaction Employee training • Process Documentation • Farmer’s Market • Training Tabloids • 39 Printed setup requirements • Selling Script Enhancements
  • 40.
    Implementation Steps Revised setupencourages customers to enter space and engage with staff. Review current BOOTH SETUP INCONSISTENCIES Gather key employees Possible Ideas SCAD Setup Gathering employees who are directly and indirectly involved with each farmer’s market will help the team be more creative. Signage has been upgraded to be more prominently displayed and better communicate who Hunter Cattle is and what they offer. Considerations Not all farmer’s market setups need to be the same but they should be visually consistent and easily identified as a Hunter Cattle booth. Draw a plan for each farmer’s market Train Staff Farmer’s market staff should be trained on how correct booth setup with guidelines or a checklist to follow for future setups. Test and adjust Once drawn and planned, test the new farmer’s market setups in small increments to find what adjustments need to be made. 40
  • 41.
    Consistency Farmer’s Market SellingScript Why | Do this because - A selling script is a conversation guideline for employees working at the farmer’s markets. This can ensure that Hunter Cattle information is being accurately translated to each and every customer. Research has shown that the presentation of information and conversation happening within the farmer’s market booth is not consistent and often incomplete. Oftentimes, employees representing HC lack the full vision of who Hunter Cattle is and how to best articulate this message to customers. Resources NEEDED few What | This affects many A selling script will allow each customer to walk away with a complete picture of who Hunter Cattle is and LEVEL OF COMPLEXITY low what they sell. Ultimately, through this script, customers high can begin to feel like they are now a part of the Hunter Cattle family. TIME FRAME now Required Resources future Related • • Low-hanging Fruit • Direct User Interaction Employee training • Training Tabloids • Farmer’s Market • Customer Education • 41 Script • Customer Loyalty Enhancements
  • 42.
    Possible Ideas Conversations have a‘focus’ Conversations between employees and customers at the farmer’s market usually begin with a question from the customer. Based on this initial question, employees can direct the conversation towards a certain HC ‘focus’ that they have been previously trained to talk about. These focal points may include: Hunter Cattle history, livestock, animal maintenance/diet, product benefits, and other HC services such as farm stays, events, and tours. Conversations teach the customer something new Not only will employees be well trained and versed with the Hunter Cattle history, products, and services, they will be able to effectively teach customers something new every time they enter the farmer’s market booth. This creates a unique and playful customer interaction opportunity by demonstrating that Hunter Cattle is a fun, knowledgeable, and up-to-date farm. By challenging and providing incentives for employees to end every conversation with a sale, Hunter Cattle will see immediate Conversations end in a sale results in earnings. The retail industry has proven that there are multiple ways to achieve these goals and still create close relationships with customers. 42
  • 43.
    Consistency Display-friendly Packaging Why |Do this because - Dynamic packing that presents Hunter Cattle products in the best light while encouraging customer interest and increasing levels of awareness. If packaging remains as is, Hunter Cattle may miss an opportunity for customers to get to know the Hunter Cattle brand. They interact with this packaging several times during their journey, to cooking the final product, which gives HC many chances to make an impression. Resources NEEDED few What | This affects many This will help positively affect customers’ perception of the Hunter Cattle brand. Not only will it provide a ‘spe- LEVEL OF COMPLEXITY low cialty feel’ for the products, but will also easily differenhigh tiate Hunter Cattle from other farms. TIME FRAME now future Required Resources Related • Designs for each product label • Direct User Interaction • Designs for packaging as appropriate for point- • Vendor Display Package of-sale location • Customer Education Print vendor • Low-hanging Fruit • 43
  • 44.
    Implementation Steps REVIEW SCAD COLLATERAL Adjustdesigns find printing and fulfillment vendors Find a reputable and affordable printing company who can print and produce all product packaging and labels for a consistent appearance with every printing. print, disburse, and collect feedback Considerations Display-friendly packaging does not need to cost much more than what is currently being done. A more effective design includes improvement of messaging through, look and feel, for better customer communication. Carefully select print materials considering these will be subject to adverse temperature changes and moisture. 44
  • 45.
    Consistency Vendor Display Package Why| Do this because - A display package will give vendors specific visuals and formats to display or represent Hunter Cattle’s product so that HC is best communicated to the customer by a third party. Without a display package, vendors are handwriting price lists for products, displaying unlike products together, and placing them in the same location as competitors. There is also no information about what is better or beneficial to customers who buy Hunter Cattle product. Resources NEEDED few What | This affects many Customers create perceptions based on appearance, and the appearance should reflect what Hunter Cattle wants LEVEL OF COMPLEXITY low customers to think about them and their product. This is high also an opportunity to educate the customer and extend Hunter Cattle’s brand space by increasing customer knowledge of who they are and what they do. TIME FRAME now Required Resources future Related • • Low-hanging Fruit Price list • Company Evaluation Workbook • Posters • Third-party Training Guide • 45 Company information • Collateral • Moo Ma’s Customer Flow
  • 46.
    Implementation Steps Location Visit Avendor will need to be given the best format (poster, small printout, price-list) as is appropriate for where Hunter Cattle product will be displayed. Generate Content Decide what information is necessary for customers to best understand who Hunter Cattle is and what they offer. Print and Deliver A Part of delivering directly is also spot checking where material is put and how it is displayed. Follow-up visit Concept Sketch This is to again make sure that what Hunter Cattle has set-up for standards is being followed Considerations Be flexible on what is provided to the vendor, but don’t leave it up to the vendor for what happens. Display standards should be a part of the vendor contract to ensure consistent brand communication. 46
  • 47.
    Consistency Third-Party Training Guide Why| Do this because - This guide would help people who are not familiar with Hunter Cattle to have the knowledge and information to discuss Hunter Cattle as a business to customers. Right now there is nothing in place for how external vendors should promote and sell Hunter Cattle products. Since the message is as important as the product, having a training guide for others would help strengthen the connection to the customer Resources NEEDED few What | This affects many This both empowers the seller and the customer, ultimately impacting the bottom line. This also means that LEVEL OF COMPLEXITY low product is presented in a way that best expresses the high HC brand. TIME FRAME now Required Resources future Related • • Company Evaluation Workbook Printed materials • Process Documentation • Packet for physical hand-over • Customer Education • 47 Company information • Direct User Interaction
  • 48.
    Implementation Steps Generate Content Addcontent to a document, print, and place in a binder Training visit at the farm Concept Sketch Decide what information is necessary for others to be able to talk about Hunter Cattle and Hunter Cattle product. Having a physical copy increases the likelihood that others will actually read it and use it for reference. This brings a personal element to the relationship which other companies do not provide. It also reinforces the messaging and information contained in training guide. Hand over materials to vendor Do follow-up visit and annual training for new hires The most effective way to ensure the HC brand is being promoted and communicated as desired is through regular training and follow-up visits or check-ups. 48
  • 49.
    SCALABILITY Develop strategic andimplementation goals with a future-facing perspective: Hunter Cattle is surrounded by a growing community, with HC’s cultural lifestyle becoming more popular. As a result, HC should be ready to adapt to changing customer needs through a well developed foundation. 49
  • 50.
    Areas for Improvement: Takinga photo of purchase a HC product elsewhere and loading it to a social media site tagged as Hunter Cattle results in a free product or special one-time price. There should be a hiring process strategy and system All decisions should be intentional and well-planned Current and future relationships should be analyzed for how they support growth for HC Current HC efforts should focus on future expansion Take advantage of market trends / super connectors 50
  • 51.
    Scalability Customer Loyalty Why |Do this because - Hunter Cattle has a strong base of returning customers, however this base is relatively small and limited. Customers will be attracted to HC product and rewarded with incentives for their continued purchases. Word-of-mouth can only go so far when attempting to expand the customer base. In order to grow, Hunter Cattle must be proactive in generating customer interest to keep customers returning again and again. Resources NEEDED few What | This affects many Some low-profit or no-profit activities are needed to engage new or return customers for continued growth. LEVEL OF COMPLEXITY low Incentives and discounts cause new customers to feel high privileged and return customers to feel valued. TIME FRAME now Required Resources future Related • • Best Practices • Offering Extension Return-on-investment metrics • Low-hanging Fruit • Direct User Interaction • Customer Education • 51 Reward system and management • Customer Connection
  • 52.
    Possible Ideas Incentives bringnew customers in due to a lower entry price. They also reward existing customers for their continued business. Incentives Incentives are a good way to connect an existing product to a new product that needs additional exposure. Possible incentives would be receiving an online discount for visiting the farmer’s market, a discount for farm tour participants at Moo Ma’s store or a punch card for multiple purchases resulting in a free item. Social Media payback Taking a photo of a HC product purchased elsewhere and loading it to a social media site tagged as Hunter Cattle results in a free product or special one-time price. Considerations It can be hard to balance how much to give away for what additional customers may or may not be gained. There need to be metrics in place to evaluate against whether the time and effort is generating the appropriate returns. 52
  • 53.
    Scalability Customer Connection Why |Do this because - Customers should be an important asset in company expansion as it costs a business nothing for a happy customer to speak to others. Facilitate connections of like-minded groups Hunter Cattle has limited resources and market reach, hindering the ability to spread knowledge about HC to a for enhanced customer relationships across users and busi- larger market. A strong connection between customers nesses. is fundamental to HC’s growth. Resources NEEDED few What | This affects many Connecting customers brings similar customer groups together that might otherwise have remained in iso- LEVEL OF COMPLEXITY low lation. This creates a larger sense of community built high around HC for continued growth and market reach. TIME FRAME now Required Resources future Related • • Alternative Farm Experience Partner network • Offering Extension • 53 Social-media platform • Customer Education
  • 54.
    Possible Ideas Hunter Cattle CustomerConnect Part of Hunter Cattle’s values center on connection and personal relationships, so it is an easy extension of the relationship to connect customers with each other. Create an online platform or location on the web-site that allows for people to share dishes and cooking advice. Hunter Cattle can also connect customers with other businesses that share similar philosophy and lifestyle preference. Exploration Rewards Encourage exploration of local flavors and companies by creating a reward system for restaurants that use HC and locally-sourced products in recipes. 54
  • 55.
    Scalability Offering Extensions Why |Do this because - Hunter Cattle has strong community and local-grower connections that can easily and quickly be extended for new profit areas. Other extensions are more complex but are still well-related to what HC is already doing. Expansion can be done as opportunities arise, but these general opportunities are not necessarily utilizing systems and relationships Hunter Cattle already has. This means spending more time and effort reaching for something that may not be appropriate for what HC is trying to achieve. Resources NEEDED few What | This affects many Customers do not always know what they want next, but if Hunter Cattle expands what they already relate LEVEL OF COMPLEXITY low to, customers will likely be pleasantly surprised and high excited to be a part of it. Connecting to what HC already does also streamlines and maximizes HC’s effort spent towards growth. TIME FRAME now Required Resources future Related Additional certifications • • • Direct User Interaction Enhancement Rental equipment • 55 Identify super-connects • Education Tour • Customer Connection Farmer’s Market • Customer Education Enhancement • • Best Practices
  • 56.
    Possible Ideas All travelroutes for product pick-up and drop-off should be evaluated for other areas that product can be distributed along the way. Slaughterhouse distribution trail Specialty locations Participate in more CSA CSAs are ever increasing in popularity and directly reflect HC values. Hunter Cattle should still consider time and resources necessary to participate to determine which Specific CSAs are appropriate for HC to be associated with. Off-site co-op location Hunter Cattle aims to be a rolemodel for sustainable local food practices and a healthy lifestyle. Opening a co-op takes that desire and invites everyone to participate in continuing introducing these values to others. Transport of product to and from the slaughter house is a primary area of opportunity to identify additional distribution points. Country clubs like The Landings and other specialty locations like banquet halls would be new vertical extensions into a customer base that is willing to spend more for higher quality. Considerations Experience support equipment Hunter Cattle currently provides space and human resources for on-site events. The next stage would be to support event activities with additional rental equipment like RVs, tents, or even building and maintaining cabins for extended stays. Each of these ideas require different efforts and resources, but there could be an incremental phase that allows HC to test and evaluate success the of the different ideas. As ideas prove successful, they can be further expanded to reach more customers and be part of an overall growth plan. 56
  • 57.
    ENGAGEMENT Go beyond speakingabout support of local community interests — show support through action and activities: Great strategies demonstrate value. Customers can easily reach to the core of the company by participating as co-creators in the Hunter Cattle experience. 57
  • 58.
    Areas for Improvement: Brandcollateral should demonstrate the depth of Hunter Cattle’s mission and values Farmer’s markets should fully immerse the customer in HC culture Develop interactive and visual components as part of the educational tour to teach even more New client relationships should be handled consistently, to avoid missed opportunities for great ideas 58
  • 59.
    Engagement Direct User Interaction Why| Do this because - Hunter Cattle does not need to be strictly a product supplier but can reach-out to customers directly and engage in an extended dialog for that personal connection HC seeks. Right now, most customers are introduced to Hunter Cattle with minimal knowledge to who HC is and what they offer. This approach also relies on word-of-mouth, which is valuable but not necessarily a sustainable business model. Resources NEEDED few What | This affects many Going to the customer directly creates a feeling that Hunter Cattle cares more about reaching the right peo- LEVEL OF COMPLEXITY low ple than being a business. This connects to the busihigh ness goals and brand attributes of caring and nurturing towards Hunter Cattle’s customers. TIME FRAME now Required Resources • • Promotional collateral • Identifying related and relevant events • Traveling grill setup • 59 Mass-market mailing list Volunteer coordinator future Related • • • • • Customer Interaction Vendor Display Package Educational Tour Script Selling Script Offering Extension • • • Alternative Farm Experience Education Tour Enhancement Tour Information
  • 60.
    Possible Ideas Direct Mailerin local markets A next step for self-promotion is to do a simple but effective direct mailer to several of the local communities that are unaware of Hunter Cattle because of remote location. Event Participation Hunter Cattle has already participated in product competitions with much acclaim and success. The same idea should be applied to community events like foodie or tasting weeks, state and county fairs, and local rodeos for exposure. “Back to the old days” Many customers have already expressed interest in knowing more about the farm by actually working there for a day. Hunter Cattle can host regular volunteer days that allow people to have a first hand experience of what HC does every day. Knowledge Cards Hunter Cattle can help educate customers on the benefits of their product in terms of a healthy lifestyle and personal values with small postcard size collateral for a less in-your-face marketing approach. Pop-up kitchen Additional exposure would be gained by breaking the mental model for where HC product can be cooked. If Hunter Cattle held a cookout in a surprise or unexpected location, it would affect customer perception of what local means. 60
  • 61.
    Engagement Farmer’s Market Enhancements Why| Do this because - Hunter Cattle’s personality shines at the farmers market where staff can directly interact with customers. With a few small additions, that short interaction can be taken to the next level. Hunter Cattle is becoming better known in the communities they participate in, but HC should make continued efforts to better support a customer when visiting a farmer’s market. Resources NEEDED few What | This affects many Customers go to a market for more than just one product or to purchase only from one company. Hunter Cat- LEVEL OF COMPLEXITY low tle increases the perception of being a partner by being high conscientious of customer’s other needs and facilitating a positive overall experience beyond contact with HC. TIME FRAME now Required Resources • Product photos • Appropriate permits Related • • Alternative Farm • Customer Loyalty Experience Visual map • future • Selling Script Direction User • Farmer’s Market Setup Interaction • 61 Offering Extension Requirements • Customer Education
  • 62.
    Possible Ideas There isless overall work and a higher level of sales predictability for online orders than there is for on-site farmer’s market purchases. Online Order Fast-lane Encourage customers to order online by having a fast-lane for those just picking up. Visual Pricing Sheet This also helps customers quickly accomplish related tasks while at the farmer’s market. Hunter Cattle and those they partner with would both benefit from farmer’s market customers being able to connect and identify who else HC is working with. Partner Map A printed map of where partners are in the farmer’s market would reinforce HC values as a community participant and ease decision making by the customer of who else they would like to purchase from. Booth Draw-ins Hunter Cattle currently stores their product out of customer sight at the farmer’s market, so give customers a visual with pricing. This not only gives a tangible element for customers to make selections on but also is easier to read and understand for a quicker decision-making process. Using samples, on-site grilling and perks such as free coffee as standard marketing practices to entice customers to speak with the company about product offerings. Considerations All of these ideas need to be considered against other parameters such as branding-guidelines, collateral development, and other recommendations for full success. 62
  • 63.
    Engagement Alternative Farm Experiences Why| Do this because - Why limit the farm experience to the physical farm? Instead, take it to people through virtual and mobile experiences. Hunter Cattle has certain location restrictions, which may prohibit visiting opportunities for some. Other people are not interested in an authentic experience but do want more intimate knowledge of what HC does and how they do it. There are also those who prefer a controlled setting of their home or personal space. Resources NEEDED few What | This affects many Changing delivery of the farm experience opens up HC to many others that might not otherwise have had any LEVEL OF COMPLEXITY low contact with the farm. This increases access at several high levels but is mostly about sharing and engaging with potential customers in a new way. TIME FRAME now future Required Resources Related • • Customer Education Web-hosting/Video portal • Customer Connection • Traveling display and vehicle • Offering Extension • 63 Video recording and editing support equipment • Direct User Interaction
  • 64.
    Possible Ideas A virtualtour could take on many forms such as a recorded wagon ride, or an image-based walkthrough. Virtual Tour The primary goal would be to show what happens on the farm and create excitement in the viewer to learn more about HC. Farm Experience Delivery Wagon Hunter Cattle could literally bring the farm to others with a small traveling petting zoo, product samples, and example of farming practices. Explanation video of farming methods Hunter Cattle wants to be a rolemodel and encourage industry transparency. Customers want to know more about what HC does. Both interest can be met with a well crafted video that explains and shows the various methods used by HC. Considerations The purpose and principles should be considered for what incremental options exist, or to brainstorm other ideas to bring the farm to others. Even incremental phase should keep the final goal in mind such as how does this represent or relate to HC, or does this reflect what HC wants others to perceive about them. 64
  • 65.
    Engagement Educational Tour Enhancements Takinga Hunter Cattle educational tour has become a highlight for visitors. HC can tap into that enthusiasm to encourage a return visit and get visitors to share with others their experience. Why | Do this because People enjoy and appreciate the educational tours. Hunter Cattle should be build on that for mutual benefit to them and their customers. The tour has evolved since it was first done, and it should continue to do so as more people are interested in the unique offering. Resources NEEDED few What | This affects many A few add-ons promote Hunter Cattle through customer experiences shared with others, and in a way that tour LEVEL OF COMPLEXITY low participants feel like they are supporting a company high they appreciate. These add-ons almost can communicate HC‘s appreciation for their customers. TIME FRAME now Required Resources future Related 65 “Swag” • Service Profile Binder • Educational Tour Script • Tour Information • Customer Education Direct User Interaction • Low-hanging Fruit Customer Loyalty Workbook producer • • Flow • Workbook content developer • Moo Ma’s Customer • •
  • 66.
    Possible Ideas Wristband The wristbandacts as a souvenir that is visible to others and generates interest among potential new customers. School-related children activities sometimes have a complimentary workbook that is both fun and informative. Workbook “Swag” is a common tradeshow practice that is for attendees. However it is also used to promote the company that provides the swag. Hunter Cattle could develop an activity guided workbook or work sheet that children fill out throughout the tour. Tour take-away An add-on pricing option could be a tour takeaway of an HC bag, t-shirt, and workbook. Considerations Workbook material should be carefully developed to reflect brand guidelines as well as meet educational best-practices for appropriate information learning according to the user’s age. 66
  • 67.
    Engagement Tour Information Why |Do this because - Different people learn in different ways, and a multi-faceted experience will reach more people. Adding elements to the farm tour creates a richer experience and increases the educational value. Currently the education tour is a fun experience. However, is not always well connect to the information or education aspect. There are also environmental elements that cannot be controlled but affect the participants experience such as noise, wind, and other participants themselves. Resources NEEDED few What | This affects many Adding tour signage and a map allows for a participant to follow along and self-guide through the information LEVEL OF COMPLEXITY low if they did not hear everything. It also allows them to high take in the experience at a different pace. The map also acts as a takeaway to extend the tour after the route is complete. TIME FRAME now Required Resources future Related Education information • • • • 67 • Service Profile Binder Flow Print vendor Moo Ma’s Customer • Educational Tour Script Educational Tour • Customer Education Enhancements • • Best Practices Direct User Interaction
  • 68.
    Possible Idea Possible Idea Considerations Theeducation tours should be thought of in a holistic manner where participants can either self-guide or enhance their experience while on the tour. The stronger the connections are between elements, the more a customer will take-away from the experience. 68
  • 69.
    Engagement Moo Ma’s CustomerFlow Why | Do this because - Moo Ma’s is a dynamic store setting that should continue to grow as Hunter Cattle’s customer base continues to develop. With a few adjustments HC could drastically improve the customer experience and augment overall visit satisfaction. Customers do not want to have to work hard to buy products and will give-up when a shopping experience is too complicated even if they are interested in buying something. The current Moo Ma’s setup is cramped, hard to understand and limited to no product information for those who want to know more. Resources NEEDED few What | This affects many Hunter Cattle must spend additional effort explaining products which can be very difficult with large crowds. LEVEL OF COMPLEXITY low Streamlining flow, visual display, and information make high things easier for the customer and reduce the level of support needed from HC staff, freeing staff to engage in conversation and developing relationships. TIME FRAME now Required Resources future Related • • Tour Information • Selling Script Product photos • Education Tour • Display-friendly • Product displays • Direct User Interaction • Low-hanging Fruit • 69 Pricing list • Customer Loyalty • Best Practices Enhancements Packaging
  • 70.
    Possible Ideas “Menu” price listfor all products Develop a comprehensive poster with pricing and appropriate images for customers to easily browse available items. Attractive & informative product displays Display all product and consider what product fixtures are most appropriate for each item. Also include supportive information, so customers can easily understand features and details of products on display. Individual price markers For the customer that wants to wander, have clear price markers, such as a mini flag, that makes cost readily apparent. Increase display space Moo Ma’s is a very personal space that creates a feeling of being in someone’s home. However, the current setup make the space appear small. The space loses its main focus, which should be the products and display. Removing a few “family” elements will open up the area without diminishing personal feeling of the space. Considerations Interacting with the Hunter Cattle family is part of what makes Hunter Cattle unique and far more personable than a typical farm visit experience. It is important to be mindful of customers and that not all situations are appropriate places for small children and their friends. 70
  • 71.
    Each recommendation hasimplication for design, branding, business, and operational improvement. However, recommendations should be carried out in increments according to a strategic plan which Hunter Cattle develops for different stages of growth. 71
  • 72.
    Feasibility 2x2 One optionfor determining a growth strategy could be Feasibility can then be compared to the level of com- based on the feasibility of executing a given recommen- plexity looking at factors such as the number of pro- dation according to how many resources are needed for cesses to complete or people needed for execution of a implementation considering time, capital, or equipment. recommendation. Many Resources Needed Harder to implement but likely more growth-oriented Direct User Interaction Offering Extensions Best Practices Low Level of Complexity Farmer’s Market Enhancements Display-friendly Packaging Alternative Farm Experience Vendor Display Package New Structured Hire Human Packet Resources Process Documentation Training Tabloid Service Profile Binder Educational Tour Enhancements Tour Information Third-Party Training Guide Differentiate Relationships Farmer’s Market Setup Requirements Customer Connection Customer Education Company Evaluation Workbook Farmer’s Market Selling Script High Level of Complexity Moo Ma’s Customer Flow Low-hanging Fruit Message Board Customer Loyalty Easier to implement but may not focus on long-term growth Educational Tour Script Few Resources Needed 72
  • 73.
    73 Alternative Farm Experience OfferingExtensions Direct User Interaction Moo Ma’s Customer Flow Third-party Training Guide Farmer’s Market Selling Script Display-friendly Packaging Best Practices Customer Loyalty Training Tabloids PHASE 2 SOON Customer Connection Vendor Display Package Customer Education Service Profile Binder Company Evaluation Workbook Farmer’s Market Enhancements Educational Tour Script New Hire Packet Process Documentation Structured Human Resources Differentiate Relationship Farmer’s Market Setup Requirements PHASE 1 NOW Educational Tour Enhancements Low-hanging Fruit Tour Information Message Board Implementation Phases This timeline compiles all of the recommendations based on when they could happen for now, soon, and in the future. PHASE 3 FUTURE
  • 74.
    Next Steps A recommendationonly goes so far as the value comes from executing a recommendation. However, successful execution can only occur if a strategic plan is in place to set a clear purpose and define goals for every decision. Strategic plans consider stages of growth and what is relevant as growth occurs. Carefully lay out a road map for what can happen now, soon, and in the future. Use these recommendations to evaluate where Hunter Cattle currently is and what would best support the long-term future of the business. 1 Schedule Pick a regularly scheduled day to focus on growth and business strategy. 2 Gather Bring together key players so everyone has ownership in any decisions made. 3 Plan Refer to the implentation phases to select recommendations to execute. 4 Test Implement a recommendation in managable stages according to available resources. 5 Evaluate Evaluate how successful each stage was and if execution of the next stage should follow. 5 Refine Make changes as needed and continue to move forward. 74
  • 75.
    Content Created, Developedand Compiled By: DMGT 720 Spring 2013 Design Innovation Development and Marketing Strategies Atthaves Borriraklert Laura Campos Michael Denman Phillip Evans Alexandra Jackson Liu Xin Carol Lora JaKenna Martin Priscila Mendoza Mariana Ortiz Reyes Lauren Peters Diane Seaver Bhavika Shah Sun Tianjie Nathan Sundberg Wang You Zhang Haoting Professor Verena Paepcke-Hjeltness Courtesy of the School of Design Sav annah College of Art and Design 75