how are you going to manage?
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How are you going to manage?. How are you going to manage?. Informal collection of vendors loosely managed minimal structure. How are you going to manage?. Informal collection of vendors loosely managed minimal structure Vendor led defined leadership roles - PowerPoint PPT PresentationTRANSCRIPT
How are you going to manage?
How are you going to manage?
How are you going to manage?
How are you going to manage?
Informal collection of vendors loosely managed minimal structure
Informal collection of vendors loosely managed minimal structure
How are you going to manage?
How are you going to manage?
Informal collection of vendors loosely managed minimal structure
Vendor led defined leadership roles varying levels of rules and regulations
Informal collection of vendors loosely managed minimal structure
Vendor led defined leadership roles varying levels of rules and regulations
How are you going to manage?
How are you going to manage?
Informal collection of vendors loosely managed minimal structure
Vendor led defined leadership roles varying levels of rules and regulations
Manager paid manager vendor oversight formal rules and regulations
Informal collection of vendors loosely managed minimal structure
Vendor led defined leadership roles varying levels of rules and regulations
Manager paid manager vendor oversight formal rules and regulations
How are you going to manage?
How are you going to manage?
How are you going to manage?
How are you going to manage?
Essential elements
Essential elements
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
Essential elements
1) shared commitment to market success
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
Essential elements
1) shared commitment to market success
2) effective communication
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Issues, concerns, problems
Issues, concerns, problems
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Issues, concerns, problems
competing vendor vs. market interest
Issues, concerns, problems
competing vendor vs. market interest
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
every decision’s a new hurtle to be overcome
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
every decision’s a new hurtle to be overcome
How are you going to manage?
How are you going to manage?
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Essential elements
1) shared commitment to market success
2) effective communication
3) accepted decision-making process
4) time, effort, energy
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
every decision’s a new hurtle to be overcome
too few with too much to do
Issues, concerns, problems
competing vendor vs. market interest
in the dark, gossip, no voice
every decision’s a new hurtle to be overcome
too few with too much to do
How are you going to manage?
How are you going to manage?
How are you going to manage?
How are you going to manage?
10% - rules &
regulations
10% - rules &
regulations
How are you going to manage?
How are you going to manage?
10% - rules &
regulations
85% - management
10% - rules &
regulations
85% - management
How are you going to manage?
How are you going to manage?
10% - rules &
regulations
85% - management
5% - consequences
10% - rules &
regulations
85% - management
5% - consequences
Market rules and regulations
Market rules and regulations
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
Managing rules and regulations is a four-step process
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.
4) Invest time and energy required to manage what you have created.
Managing rules and regulations is a four-step process
1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.
2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.
3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.
4) Invest time and energy required to manage what you have created.
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areasCommon problem areas
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Common problem areas
Bending or breaking the rules and regulations
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Real or perceived favoritism
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Real or perceived favoritism
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Real or perceived favoritism
Rumors, hearsay, and covert issues
Common problem areas
Bending or breaking the rules and regulations
Inadequate or poor market communication
Personality or personal conflicts
Unfair practices, inconsistent treatment
Real or perceived favoritism
Rumors, hearsay, and covert issues
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace Preventive measures for keeping the peace
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations
Vendor grievance procedure and resolution process
Preventive measures for keeping the peace
Structure and process for governance including rules, enforcement, and consequences
Clear definition of operational roles and
responsibilities
Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations
Vendor grievance procedure and resolution process
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Sample statement of vendor professionalism Sample statement of vendor professionalism
Managing conflict, solving problems
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Managing conflict, solving problems
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Managing conflict, solving problems
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Failure to comply with these standards could result in suspension or
removal from the market.
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Failure to comply with these standards could result in suspension or
removal from the market.
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance processElements of a formal grievance process
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Responsible governing group reviews grievance, determines next steps, and resolves issues raised
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Responsible governing group reviews grievance, determines next steps, and resolves issues raised
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Responsible governing group reviews grievance, determines next steps, resolves issues raised
Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final
Elements of a formal grievance process
Procedure for submission in writing (or email) to manager, oversight committee, or board
Official acknowledgement of receipt within limited timeframe
Responsible governing group reviews grievance, determines next steps, resolves issues raised
Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final
Product mix managementProduct mix management
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?Vendor preferences vs. the market’s best interests?
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
Vendor preferences vs. the market’s best interests?
True or False?
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
8) Competition that provides variety & selection is in the best interest of the market.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
8) Competition that provides variety & selection is in the best interest of the market.
Product mix managementProduct mix management
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
8) Competition that provides variety & selection is in the best interest of the market.
9) There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward.
Vendor preferences vs. the market’s best interests?
True or False?
1) The success of the market is linked to the success of individual vendors.
2) The success of individual vendors is linked to the success of the overall market.
3) The best interests of the market take priority over the needs of individual vendors.
4) The goal of product mix management is to increase total market sales.
5) The goal of product mix management is to increase average vendor sales.
6) The possible loss of anchor vendors outweighs the need to improve product mix.
7) It is in each individual vendor’s best interest to minimize competition from others.
8) Competition that provides variety & selection is in the best interest of the market.
9) There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward.
Product mix managementProduct mix management
Product mix managementProduct mix management
Best Practices?Best Practices?
Product mix managementProduct mix management
Best Practices?
Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.
Best Practices?
Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.
Product mix managementProduct mix management
Best Practices?
Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.
Establish selection criteria for the evaluation of products and vendors.
Best Practices?
Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.
Establish selection criteria for the evaluation of products and vendors.
Product mix managementProduct mix management
Product mix managementProduct mix management
Possible vendor selection criteria?Possible vendor selection criteria?
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the
market by providing quality, convenience, selection, and variety
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the
market by providing quality, convenience, selection, and variety
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the
market by providing quality, convenience, selection, and variety
Past vending performance and compliance with rules
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the
market by providing quality, convenience, selection, and variety
Past vending performance and compliance with rules
Product mix managementProduct mix management
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market
by providing quality, convenience, selection, and variety Past vending performance and compliance with rules
What criteria make the most sense for your market?
Possible vendor selection criteria?
Preference given to vendors with local residency or production and to foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market
by providing quality, convenience, selection, and variety Past vending performance and compliance with rules
What criteria make the most sense for your market?
Strategic PlanningStrategic Planning
Strategic PlanningStrategic Planning
Needs AssessmentNeeds Assessment
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management Merchandising
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management Merchandising
Strategic PlanningStrategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management Merchandising Keeping the peace
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Location and site Customer development Product mix management Merchandising Keeping the peace
Strategic PlanningStrategic Planning
Strategic PlanningStrategic Planning
Location and site assessmentLocation and site assessment
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet
results
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet
results
Strategic PlanningStrategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet
results Compared ratings - side-by-side comparisons for target
locations / sites
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet
results Compared ratings - side-by-side comparisons for target
locations / sites
Resources and ReferencesResources and References
Resources and ReferencesResources and References
Content checklist - Farmers Market Rules & Regulations (ASAP)
Content checklist - Farmers Market Rules & Regulations (ASAP)
Resources and ReferencesResources and References
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Resources and ReferencesResources and References
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Sample Market Needs Assessment Survey (ASAP)
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Sample Market Needs Assessment Survey (ASAP)
Resources and ReferencesResources and References
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Sample Market Needs Assessment Survey (ASAP)
Location & Site Assessment forms (ASAP)
Content checklist - Farmers Market Rules & Regulations (ASAP)
Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton
Sample Market Needs Assessment Survey (ASAP)
Location & Site Assessment forms (ASAP)