business planning and marketing
DESCRIPTION
David Redhage, Kerr Center 2013 Oklahoma Beginning Farmer & Rancher Program Livestock - June 2013TRANSCRIPT
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Business Planning and Marketing
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Why do a Business Plan
• You can make “mistakes” on paper before you invest time, effort and money.
• Helps you track your efforts to meet your goals.
• It is not easy or quick if done correctly
• It can cost both time and money, depending on the complexity
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Elements of a Business Plan
• Executive Summary
• Company (Farm) Description
• Product or Service
• Market Analysis
• Strategy and Implementation
• Web Plan Summary
• Management Team
• Financial Analysis
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Marketing plans typically include a description of:
• Market conditions• Products• Buyers• Sales potential• Contract terms or pricing strategy• Promotion and distribution ideas• Resources
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
The questions you address will depend on whether your strategy targets:
• New products• New buyers• Both
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Business Planning Guide can be used for any commodity.
However worksheets are geared toward :
• Specialty commodities• Value-added products• Services• Alternative distribution
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Specialty commodities include:
Unique varietiesNon-traditional Non-GMOOrganicAgraceuticals
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Value-added product/services include:
Processed -- meat, dairyIP grain drying and storageB&BHunting preserveEducational classes
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Alternative distribution channels include:
ProcessorsWholesaleRetailDirect where buyers include individuals, restaurants, and
institutions
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Strategy
Easier strategy questions to answer:
How to price product How to promote productHow to store and transport product
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Strategy
Harder strategy questions to answer:
How much buyers will purchase How your competition will respond How prices may change in long-run How regulations may change
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Characteristics of Specialty Commodity Markets
Not fluidImmature markets; volatilityLack of transparency and resources
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Strategy
Marketing strategies typically fall apart when:
Sales don’t materializeNew competition enters marketBuyer preferences changeInsufficient quality, volumeUnrealistic from start
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing PlanWhat can you do to develop a realistic
marketing strategy:
• Contact potential buyers• Ask questions• Review contracts• Be realistic, honest about sales potential• Observe and learn about competitors• Get outside opinions
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Marketing Plan
Most importantly, if your strategy involves specialty or value-added products and alternative distribution channels:
Research and document your assumptions!
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Two Strategies for Agricultural Producers
Commodity Creative AlternativeStrategy Strategy_________
Expansion oriented Niche oriented
Low-cost producer Unique product
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Characteristics of Two Strategies
Commodity Creative Alternative
Look at Look for alternativeexpanding enterprises that herd or acres generate revenue
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Copyright © 2003 Center for Farm Financial Management, University of Minnesota
Characteristics of Two Strategies
Commodity Creative Alternative
Production emphasis End-user focusManufacturing mentality Marketing mentalityLow-cost producer Value-added productsLarge scale operation Smaller operationPrice risk Relationship risk
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Market Analysis
• Target Market Strategy
• Market Needs
• Market Trends
• Market Growth
• Competition
• Buying Patterns
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Strategy and Implementation
• Marketing Strategy
• Pricing Strategy
• Marketing programs
• Sales Strategy
• Sales programs
• Partnerships
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Web, Email, Facebook, Plan
• Website Marketing
• Development costs
• Email and Facebook use
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Direct Market Options for Farmers
• Agricultural Tourism
• Roadside Stands
• On-farm store
• Farmers’ Markets
• Consumer delivery
• Community Supported Agriculture (CSA)
• Internet or e-mail sales
• Pick-your-own (PYO)
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What can I produce?
• Endless possibilities
• Bound by local ordinance
• Limited by expertise and facilities
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Marketing Options for Animal Production
• Purebred
• Commercial cow/calf
• Stocker
• Small ruminant(s)-Goat, Lamb
• Pork
• Poultry-chickens, turkey
• Rabbit
• Direct sales-live, whole carcass, individual cuts
• Dairy products, eggs
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Pricing for Direct Sale of Meat
• Cost of animal
• Land
• Finishing
• Transportation to slaughter facility
• Slaughter fee
• Processing
• Packaging
• Storage
• Transportation to retail
• Promotion
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Oklahoma Dept. of Ag. Contacts
• Jon Pruitt- Slaughter and Processing- 405-522-6114
• Bryan Buchwald-Poultry & Egg products-405-397-1895
• Sam Carter-Dairy-405-501-3928
• Jeff Stearns-Organic Certification-405-501-3955
• Oklahoma State Department of Health-Defines a Farmers Market, Food safety inspections, retail meat sales, Vendor Licensing
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Resources
• http://extension.missouri.edu/sare/resources/directmeat.aspx