Strengthening the Core Business of Farmers Markets through Strategic Business Planning

Connell, David J.; Hergesheimer, Christopher

doi:10.5304/jafscd.2014.044.017

Cited by 3 publications

(5 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Table 4 shows that most farmers who have regular, little or no knowledge about SM no use MVP, SWOT, SP and USG in farm management, corroborating the results found in the study by Connell and Hergesheimer (2014), when they state that lack of knowledge about SM concepts and vocabularies is associated with low use of ST, which is considered a barrier to the adoption of SM in rural areas. This finding is reinforced by analyzing the use of ST by managers who claim to have a great or good level of knowledge about SM, given that these producers mostly adopt ST in practice.…”

Section: Resultssupporting

confidence: 80%

“…A. C. Callado & A. L. C. Callado, 2006;Vorpagel, Hofer & Sontag, 2017;Zanin et al, 2014). One of the main obstacles to implementing the SP in the rural business context is that farmers are unaware of this field's concepts and vocabularies so that they barely think the farm as a business activity, in addition to the low educational attainment of producers interfere with the use of Accounting as Callado, 2006;Connell & Hergesheimer, 2014). Given this, two hypotheses arise to be tested.…”

Section: Farm Management and Hypothesis Formulationmentioning

confidence: 99%

See 1 more Smart Citation

Use of Strategic Tools in Farm Management: Evidences From The Brazilian Countryside

Cavalheiro

Kremer

Gimenes

et al. 2020

REGEC

View full text Add to dashboard Cite

Este estudo buscou identificar as características associadas ao uso das ferramentas estratégicas no contexto das propriedades rurais. Para tanto, foi realizado um survey, com uma amostra de 181 produtores rurais da microrregião de Dourados, no Estado do Mato Grosso do Sul, Brasil. Testou-se a associação das variáveis por meio da estatística , Coeficiente e Coeficiente de Cramer. Os resultados revelam que o uso das ferramentas estratégicas está associado ao nível de conhecimento sobre gestão estratégica, grau de escolaridade, tamanho da fazenda, uso de sistemas de controle, separação de gastos da fazenda dos gastos pessoais da família e nível de conhecimento sobre gestão de custos. Verificou-se que houve avanços em termos de adoção de práticas de gerenciamento estratégico, porém ainda predomina a gestão informal ou pouco desenvolvida nas fazendas investigadas.

show abstract

Section: Resultssupporting

confidence: 80%

Section: Farm Management and Hypothesis Formulationmentioning

confidence: 99%

Use of Strategic Tools in Farm Management: Evidences From The Brazilian Countryside

Cavalheiro

Kremer

Gimenes

et al. 2020

REGEC

View full text Add to dashboard Cite

show abstract

“…Low et al (2015) note that between 2007 and 2012 the value of direct-toconsumer sales has remained essentially flat, despite growth in the number of farms reporting direct sales. Research suggests that approximately 50 percent of new markets fail within the first five years (Eggert & Farr, 2009), and even in more stable markets a lack of training and understanding of topics such as risk management, business planning, producer development, and market structure can dampen success and ultimately lead to market closure (Stephenson, Lev, & Brewer, 2008;Connell & Hergesheimer, 2014).…”

Section: The Needs Of Market Stakeholdersmentioning

confidence: 99%

“…A challenge frequently cited by past literature (Connell & Hergesheimer, 2014;Stephenson et al, 2008) and the FMTNPP's participating markets was the need for formalized business plans. Results from initial data collection indicated that only one of the 10 pilot markets had a long-term business plan.…”

Section: Program Evaluationmentioning

confidence: 99%

West Virginia Farmers Market Training Network: A Case Study in Connecting Markets and Resources

Eades

Nix

Crane

2016

JAFSCD

View full text Add to dashboard Cite

Farmers markets provide social and economic benefits to farmers and communities. In West Virginia, local food, farm, and community development organizations are collaborating to strengthen local food networks. In this reflective essay we discuss the development and execution of a statewide pilot training program for market managers and volunteer leaders and provide results from first year evaluations. Launched in 2012, the West Virginia Farmers Market Training Network Pilot Program (FMTNPP) was designed to address the needs of 10 markets in various stages of development across the state. Originally envisioned as a direct technical assistance model, the program organizers rapidly recognized the benefits of peerto-peer learning and shifted its focus to a hybrid model that embraced both expert and practitioner knowledge. Today, the program emphasizes shared knowledge creation and problem solving, along with strong networking and data collection components. We believe the lessons and strategies learned during the program's implementation will be valuable for food system organizers and service providers trying to encourage the growth and sustainability of small, rural farmers markets.

show abstract

“…Farmers markets face competition from other channels for the sales of local foods, including community supported agriculture (CSA) programs, grocery stores, and restaurants offering local ingredients in their dishes (Low et al, 2015;Printezis & Grebitus, 2018). Thus, scholars and market participants alike are interested in understanding what factors increase overall competitiveness in a dynamic market for local food (Connell & Hergesheimer, 2014). This information can provide farmer market managers with insight into the steps they can take to maintain and grow a strong customer base and help market vendors maximize their sales.…”

Section: Introductionmentioning

confidence: 99%

Vendor Variety and Market Sales: A Case Study of the Williamsburg Farmers Market

Archambault

Trivette

Warsaw

et al. 2020

J. Agric. Food Syst. Community Dev.

View full text Add to dashboard Cite

Although sales at farmers markets have been on the rise for a few decades, a regular challenge faced by market managers is how to ensure that their vendors are best positioned to maximize what they can capture in market sales. Farmers markets have varying degrees of data collection and data analysis. This study aims to demonstrate the value of understanding data, so that market managers can take informed, effective steps to increase sales for their vendors. This is accomplished using 13 years of weekly sales data from the Williamsburg Farmers Market (WFM). The dataset categorized sales by produce, specialty crops, animal products, value-a *

show abstract

Strengthening the Core Business of Farmers Markets through Strategic Business Planning

Cited by 3 publications

References 6 publications

Use of Strategic Tools in Farm Management: Evidences From The Brazilian Countryside

Use of Strategic Tools in Farm Management: Evidences From The Brazilian Countryside

West Virginia Farmers Market Training Network: A Case Study in Connecting Markets and Resources

Vendor Variety and Market Sales: A Case Study of the Williamsburg Farmers Market

Contact Info

Product

Resources

About