Posts Tagged: marketing
Retailers find wiggle room in the definition of 'local'
The “locavore diet” originally focused on supporting small farms and protecting the environment, says the blog Triple Pundit, however, large grocery store chains and big box discount stores are now writing their own definitions of “local.”
Their definitions include:
- Grown and sold in the same state - Walmart
- Grown within an eight-hour drive of the store - Safeway
- Grown within one day’s drive - Whole Foods
- Produced either in that state or that region of the US - Krogers
- Grown in regions as broad as four or five states - Supervalu (Albertsons, Lucky)
The Triple Pundit post, written by Lesley Lammers, was prompted by an article in the Wall Street Journal published earlier this month. The WSJ withholds most of its content for subscribers only. But Triple Pundit, quoting the Journal, said such loose definitions have sparked criticism from small farmers and organic-food advocates that the chains are just capitalizing on the latest food trend, rather than making real changes in their procurement practices.
Lammers suggests usage of the term “local” may be a passing marketing phrase for the retail food industry that may soon be supplanted with “seasonal.” However, with consumers shopping for tomatoes even in the dark days of winter, even the term “seasonal” raises questions.
Director of the UC Agricultural Issues Center at UC Davis, Daniel Sumner, told the Wall Street Journal, “I really don’t think Wal-Mart is going to tell customers, ‘This is not in season, you have to eat cabbage and turnips for the next three months.’ ”
Retailers are writing their own definitions of local.
Solano growers plan joint marketing project
Solano County growers will gather this afternoon in Fairfield to learn how they can participate in the Solano Grown direct marketing program, according to a press release distributed by the county's news office. The article was picked up by the Vacaville Reporter.
Solano Grown was initiated in February 2010 by the Solano County Agriculture Department and University of California Cooperative Extension with a $50,000 grant from the USDA Marketing Services Agency. Local farmers will benefit from a Solano Grown website, promotional materials and advertising at no cost. The website will list farmers' products, hours of operation, contact information and links to their websites.
A key component of Solano Grown is a colorful logo, based on box label designs of the late 1800s and early 1900s, the release said. The logo's blue base is a reference to the San Joaquin-Sacramento Delta; rolling hills and a bold banner identify the county.By selecting produce marketed under the Solano Grown brand, local consumers will be helping sustain Solano's agricultural heritage.
The USDA grant will cover the program's startup costs, however,the continuing success of the Solano Grown effort will depend on the development of a member-supported marketing organization, the release said.
Message from VP Dooley
Dear Colleagues:
Last week marked the anniversary of the Statewide Conference and the release of the Strategic Vision. Earlier last week, I had a candid conversation with members of the Executive Working Group to take stock of what has been accomplished and the work that still needs to be done. As a benchmark, we referred to my closing presentation from the conference summarizing what we heard and the recommendations that came out of the working sessions. If you want to review the presentation, it is on the Web at the bottom of this page - http://ucanr.org/swcpresentations.
At the close of the conference, the recommendations and concerns we collected fell into five broad categories: Organization, Partnerships, Marketing/Branding, Internal Reward System, and Teams and Collaborations.
Organization
The changes we have made have been extensive. The Regional Offices and a number of Statewide Programs have been or will shortly be closed, with administrative tasks shifting to the Program Support Unit and the Business Operation Centers. While adjustments are still being made, these actions have generated administrative savings that have helped us meet budget targets and preserve more of our academic core. Programmatically, four Strategic Initiatives are operating and their leaders have been appointed to Program Council so that program and resource allocation decisions are aligned with our objectives. We also consulted with a number of key external stakeholders and experts to incorporate fresh perspectives on our organization and operations.
We have acted to broaden the utility of the Research and Extension Centers and their potential to serve as focal points for integrated research and extension activities. Joint appointment positions have been developed for new directors. At Kearney, the process to initiate a search is under way for a Kearney director who will have responsibilities for the REC as well as the academic group known as Kearney Agricultural Center. These important steps will lead to improved linkages and collaboration across the organization.
Partnerships
We are at a key moment regarding our partnerships with county government. Looking ahead, we face critical decisions to build efficient administrative structures while strengthening the local program delivery that is the core of UC Cooperative Extension. To start, we must initiate a contemporary model for our partnership with the counties. Don Klingborg and I will meet with county directors on June 8 to discuss this effort and expect to move quickly to plan implementation in time for the FY 2011-12 budget cycle.
Marketing/branding
We’ve taken a significant step forward by designing an identity system that is based on the Strategic Vision and emphasizes the UC brand. The Strategic Vision Toolkit contains a growing suite of tools and templates to build our brand, communicate more effectively, and to demonstrate our impact.
We have also made progress in developing a strategic advocacy capacity. ANR’s advocacy is a long-term effort aimed at creating and nurturing relationships at the local level with current and emerging policymakers. We have included a number of key division supporters in the high level group of advocates upon whom President Yudof relies. We have also taken steps to improve our internal communication tools and timeliness.
Internal reward system
Aligning our internal reward system with our Strategic Vision is a major challenge. The Academic Personnel unit has been charged to lead our efforts to develop a consistent merit and promotion system, appropriate and transparent criteria, and a more efficient and streamlined process that reduces reporting burdens while improving the value of the collected data. We will complete this effort with no interruption in the merit and promotion process.
Teams and collaborations
The Strategic Initiatives are working to build new connections and collaborations across the continuum, while also aligning leadership, resources and operations with our Strategic Vision. As the four Strategic Initiatives gain momentum and identify innovative research and extension projects, the Strategic Initiative leaders and their panels share an explicit commitment to fostering and supporting teams and collaborations that cross boundaries and build new relationships both within UC and with our external partners. We have also been working at all levels to break down barriers and encourage multidisciplinary collaboration. This will include reworking our internal reward system.
Next steps and summary
The above are just a few examples of the significant progress we have made on a wide range of recommendations from the Statewide Conference. The Strategic Vision has guided these changes and I'm pleased by our progress, but much remains to be done.
To show ANR’s direct and indirect impact, we are planning to build an expanded suite of tools and resources. We will be developing materials that can be tailored to demonstrate local impact to help build and maintain support.
Moving ahead on our internal reward system, Academic Personnel will be working with all of you to develop a proposed plan of action in this critical area.
On the administrative side, we will evaluate our actions to ensure that critical services are in place, staffed, and efficiently organized.
ANR has accomplished a great deal over the past 12 months. Many of the steps we’ve taken, and the recommendations on which they were based, have been discussed and debated for years. The resulting changes have not been easy, but they have laid a solid foundation for a more agile, sustainable, effective organization that can deliver policy-relevant science and effective solutions to Californians.
In the coming weeks, I will be in touch to discuss more specific steps we will be taking and about the goals and objectives we have set for the coming year.
Warm regards,
Dan
View or leave comments for the Executive Working Group
This announcement is also posted and archived on the ANR Update pages.
*Ag in Uncertain Times* adds Spanish programming
A webinar series produced by an organization of agricultural economists at Western land-grant universities is adding Spanish programming this month, according to a news release distributed today by Washington State University. Webinars are seminars on the Web.
The webinar series in English, called "Ag in Uncertain Times," began broadcasting in June 2009. Past programs programs have included "Operating in risky environments" and "Operating in the face of uncertain markets." All programs are recorded and available on the Western Extension Committee Web site.
The first Spanish webinar, set for Wednesday, March 10, will address management of finances and credit in an agricultural setting. On March 17, participants will hear about business planning and market strategies and on March 24, strategies, tools and resources for selecting and diversifying crops. All sessions begin at 4 p.m. Pacific and can be accessed at http://www.msuextensionconnect.org/aginuncertaintimes/
The Spanish sessions will be presented by a bilingual team led by Ramiro Lobo, small farm program advisor for UC Cooperative Extension in San Diego County. Links to the recorded webinars will be posted on the Ag in Uncertain Times en español Web site after they are presented live.
Ag in Uncertain Times en español Web site.
Winemaking venture initiated by former UCCE advisor
Former Fresno County UC Cooperative Extension farm advisor, Lowell Zelinski, and his wife are launching a new luxury winemaking course in Paso Robles to operate in conjunction with their agricultural management business, according to a story in the Santa Maria Times.The Zelinskis began working with Central Coast vineyards in 2003; a few years later they began making wine from vines they were managing, a process documented by Becky Zelinski, an aspiring photographer.
Their friends were envious, the newspaper reported. "The Zelinskis then wondered if their friends’ interest could translate into a do-it-yourself winemaking business," wrote reporter Laurie Jervis.
In 2008, 14 friends and friends of friends spent a weekend in a cabernet sauvignon vineyard, picking and de-stemming the grapes by hand.
In 2009, the couple offered three weekend sessions on three different varietals. The weekends included meals prepared by a local chef to complement the varietal under study.
“These are the vineyards that we have relationships with all year," Mrs. Zelinski was quoted in the paper. "Many of the people (involved in those vineyards) are excited about our concept and want to help."
vineyard