Spring Pack Trials Excursion for Greenhouse Growers

A bus trip for greenhouse growers is being planned to next year’s California Spring Pack Trials from April 9 -13, 2010. Dr. Mark Bridgen of Cornell University, along with Dr. Brian Krug of the University of New Hampshire, Dr. Roberto Lopez of Purdue University, and Dr. Neil Mattson of Cornell University, have organized an intense, educational trip to several of the key Spring Trial locations. The trip is designed specifically for greenhouse growers and other horticulture professionals.

The trip itinerary is jam-packed; the days begin early and continue at a fast pace late into the evening. Attendees should plan to arrive on Friday, April 9 and will stay at a designated hotel near the San Jose Airport. The journey begins at 7 a.m. on Saturday, April 10, when the bus departs from the hotel. That first day, the group will visit Golden State Bulb Growers in Watsonville, Syngenta Flowers/Goldsmith Seeds in Gilroy, Speedling (along with exhibitors Thompson & Morgan, GreenNex USA, Hem Genetics, MasterTag, Plant Source International, and Schoneveld Twello) in San Juan Batista, and Sakata Seed in Salinas. Participants will stay in Salinas on Saturday night.

On Sunday, April 11, the day will begin with a 2 hour bus drive to San Luis Obispo, where the first stop will be Dummen USA. After a short drive to Arroyo Grande, the group will visit Greenheart Farms. The last stop of the day will be in Santa Barbara where the participants will visit Jiffy along with their exhibitors Northern Innovators, Skagit Gardens, and Florist de Kwakel.

Monday, April 12, will be a busy day beginning with the bus departing at 7 a.m. and driving for an hour to PlantHaven. Following this stop, the group will arrive at Ball Horticultural Co. in Santa Paula where displays of PanAmerican, Ball FloraPlant, Kieft Seeds, and Selecta varieties will be featured. Lunch will be hosted by Ball. In the afternoon, Green Fuse Botanicals in Oxnard will be visited along with GroLink. If time allows, the last stop of the day will be in Somis, CA to visit Suntory.

Participants will spend Monday night at a hotel in West Hollywood, CA. This hotel is conveniently located midway between the Los Angeles (LAX) airport and the Burbank Airport. There is a shuttle service and taxi service to both of these airports from the hotel.

This package trip includes the cost of first class hotel accommodations for four nights from April 9-12, bus transportation from San Jose on the first day to West Hollywood on the last day, lunches for 3 days, and experienced guides. Participants need to arrange their own transportation into San Jose on April 9 and out of West Hollywood on April 12, and cover their own dinner costs. A travel agency is available to assist with these reservations (go to the website listed below). The cost of the trip will be $450 per person in a double room or $720 per person for a single room. These rates are based on 47 participants and will be adjusted slightly if minimum capacity is not met. The trip is subject to change and may be canceled if minimum capacity is not met.

**Space is limited** Register by January 29, 2010 to reserve a seat on this trip. For on-line reservation, go to www.concepts.us.com and click on Event Registration at the bottom left of the site. Be sure to go to the site labeled: Greenhouse Growers Spring Trials 2010. If you have questions, contact Dr. Mark Bridgen at mpb27@cornell.edu or at 631-727-3595.

This group trip to the 2010 California Spring Pack Trials is a new, one-of-a-kind venture for growers! All greenhouse growers and floriculture professionals are invited to attend. It is an opportunity to meet fellow growers, breeders, and other plant company representatives to share ideas, update your understanding of what's happening in our industry, and travel with trained professionals.

What a difference a value proposition makes!

From today's Harvard Business Daily Stat:

76% of frequent fliers would switch airlines in order to have Wi-Fi access in the air, according to a new survey by Wakefield Research and the Wi-Fi Alliance. 71% would prefer Wi-Fi over a meal, and 55% would change their travel plans by a day to avoid being out of touch during the flight. 94% say Wi-Fi is "the best thing airlines have done" in the last three years.

OK, admittedly these are stated versus revealed preferences, but obviously, such behavioral change in a relatively short period of time requires a value proposition that is compelling and relevant.

Makes me wonder what value propositions we are putting forth in the green industry that would cause similarly stark behavioral change??? Could it be emphasizing the quality of life enhancements that we offer???

As usual, feel free to weigh in with your own thoughts...comments welcomed.

Retail Holiday Outlook

Two independent surveys project the troublesome holiday outlook for retailers:

1. According to the National Retail Federation's (NRF) 2008 Holiday Consumer Intentions and Actions Survey, conducted by BIGresearch, U.S. consumers plan to spend an average of $832.36 on holiday-related shopping, up a paltry 1.9 percent over last year’s $816.69. This represents the lowest increase in planned consumer spending since the survey began in 2002.
   
   
2. A Deloitte survey released Wednesday was a bit more bleak in its findings. Almost six in 10 consumers said they would reduce spending this holiday season. Shoppers plan to spend about $532 on gifts, down 6.5 percent from last year, and buy fewer items. Nearly seven in 10 consumers said they would wait for store sales, cut back on shopping trips to save gasoline and use more store coupons.

From an earlier post, I quoted BusinessWeek.com saying:

"Call it a customer service Christmas. Consumers are expected to rein in spending this year, and the retail climate favors big-box stores that can offer bargains. But because small retailers can't win price wars, experts say independents need to leverage their biggest advantage over the chains: personal relationships with customers and the ability to deliver superior service. With some economists predicting one of the weakest Decembers since 1991, retailers that falter could face a cold winter." For the entire story, click here.

Another good quote I came across today:

“In the current economic environment, consumers are looking for value,” said Stacy Janiak, Deloitte’s U.S. Retail leader. “Heading into the holiday season, retailers will be well-positioned by emphasizing their unique value propositions, whether that means price, customer service, loyalty programs, or some other metric important to their customer base. In addition, given the current credit situation, retailers should take a close look at their financing options and conduct scenario planning, particularly with respect to liquidity issues.”

Since retail firms in the Green Industry should NEVER compete solely on price, they MUST differentiate their product and service offerings. Refer back to previous posts on differentiation strategies (click on the differentiation link on the right-hand side of this page) as a reminder of why this is so important!

Starbucks vs The Little Guy

As anti-corporate crusaders are now discovering, instead of advocating for legal prohibitions on chain stores or attempting to zone the offending businesses off of Main Street USA, mom-and-pop shops can successfully combat the coffee behemoth by using old-fashioned market competition.

Click here to view the ReasonTV video called "Starbucks vs the Little Guy"

Solving the cost-price squeeze

According to Table 10 in today's BEA report, real disposable personal income increased in July by 1.2% compared to July last year, following a 3.4% annual increase in June and 6.3% increase in May. Both growth rates (May and June) were above the 2.6% average growth in real disposable income since 2001, following 7 months (October 2007 to April 2008) of below-average growth.

Although real disposable income growth showed weakness in the last quarter of 2007 (0.6%) and the first quarter of 2008 (-0.7%), the above-average, year-to-year growth rates of 6.3% (May) and 3.4% (June) contributed to an 11.4% increase in real disposable income during the second quarter 2008 (see Table 6), one of the biggest quarterly increases in history, largely due to the Economic Stimulus Act of 2008.

Couple this increase in real disposable income with the core inflation rate holding relatively steady (see 8/15/08 post) and this means that [a sizable portion of] our end consumer in the green industry has the means with which to purchase our products and services, but do they have the desire -- particularly at the prices we must charge in order to cover our current cost-price squeeze?

My friend, Lloyd Traven of Peace Tree Farm, just reiterated to me of how tough it is for growers right now given the "20% increases in pots, film, chemicals, and 30+% for fertilizers, soil, etc---and don't forget to add energy, labor, etc. BTW, medical just went up again, and let's not forget tuition." The recent news of Hines Nursery's bankruptcy (and the rumors of others pending) also reminds us that no one is immune from the effects of this cost-price squeeze.

But the key question is what to do about it? Logic would tell us there are only two options -- either (1) employ the supply side strategy of continuing to shave costs out of the value chain internally or (2) opt for the demand side strategy of increasing price. Anyone who has been reading Making Cents for a while will readily know that I have been pushing for growers to embrace both strategies, but particularly option #2 (click on the differentiation tab on the right hand side of the page to view relevant posts).

On the flip side, however, never underestimate the value of a regimen of lean flow analyses on your value chain activities. Several growers at the Seeley Conference related some impressive cost savings testimonials to the rest of the group. You might want to give Gary Hudson a call if you're interested in finding out more about lean flow. Also check out recent issues of Greenhouse Grower and GMPro for lean-related articles.

Stay tuned on more on the cost-price squeeze topic later...

Seeley Conference Begins Today

For the next several days, I will be participating in the Seeley Conference here at Cornell University (for more info, see www.hort.cornell.edu/seeleyconference). The topic of the day? One of my favorites, of course, differentiation in the marketplace!

As you have heard me say in previous posts many times, in a time of heightened rivalry resulting from a maturing marketplace, firms need to differentiate themselves from the competition. This year’s topic -- “Profit Squeeze: Is Differentiation the Solution?” -- addresses changes in the industry’s marketplace, focusing on differentiation and innovation as ways to achieve success.

Stay tuned for insights gleaned from the conference!

On the Road Again

After being out of the office at 5 different meetings over the last two weeks and talking to literally dozens of folks about their business performance this spring, I am convinced now, more than ever, that those who are successfully differentiating themselves from the competition are weathering this economic contraction better than those who aren't.

Not that there isn't some belt-tightening going on. There is plenty of that, but those who are focused on their marketing strategies [and even expanding them] are confident that they are gaining ground instead of losing it.

What can we learn from Saks???

The wider economy was the scapegoat for Home Depot, which posted a 66% drop in net income. However, Saks Fifth Avenue appeared unbowed by the difficulties and continues to illustrate the way luxury brands can avert some of the pain felt by other retailers.

The economic downturn has been particularly difficult for home-improvement chains such as Home Depot and rival Lowe’s. The retailers are double-teamed by a drop in the housing market and a slowdown in consumer spending.

Saks was the inverse of Home Depot, posting a 66% increase in net income. How does this happen? How does a firm selling in the luxury market experience an increase in sales during a period of economic contraction?

The answer, for the umpteenth time, is differentiation. In this case, a level of service and perceived value (notice I did not say low price) that is unparalleled by other stores. For related rantings, see my earlier post regarding the elasticity effects of successful differentiation.

In a recent American City Business Journal interview, entrepreneur brewer Karan Bilimoria describes the type of innovative thinking that helped him build his business. Bilimoria said the keys to success can be described in three key points: Be different; be better and create new markets.

Consumer preferences for container gardens

A recent article published by Dr. Terri Starman (TAMU) et al. in the April 2008 issue of HortScience is entitled Consumer Preferences for Price, Color Harmony, and Care Information of Container Gardens. The abstract of the article's findings is below.

Retail sales of container gardens have increased dramatically in recent years, rising 8% from 2004 to 2005, to $1.3 billion. The objective of this study was to determine consumer preferences for three attributes of container gardens; color harmony, price, and amount of care information provided with the purchase. A hierarchical set of levels for each attribute was used in a 3 x 3 x 3 factorial conjoint analysis.

A Web-based survey was conducted on 18 Oct. 2006 with 985 respondents. Survey participants were asked to complete a series of questions on a 7-point Likert scale. Survey participants also answered questions about past experiences with and future purchase intentions of container gardens as well as demographics. The three attributes accounted for 99.8% of the variance in container garden preference. Relative importance decreased from price (71%) to amount of care information (23%) to color harmony (6%).

Survey participants preferred a container garden with a price point of $24.99, extensive care information, and complementary color harmony. A large portion (76%) of participants in this study indicated that they would be more likely to purchase a container garden if extensive care information was included with the purchase and 85% of participants said they would be willing to visit an Internet Web site that would provide more information on how to care for and maintain a container garden.

Results of this study show that there is a potential to increase the value of a container garden through providing educational material with the purchase.

The Home Depot "Index"

Home Depot Inc. said Tuesday that fourth-quarter profit fell a sharper-than-expected 27% after the declining housing market hurt demand for its building and home goods supplies and the outlook for 2008 remains "challenging."

Declining housing and credit markets have hurt consumers' appetite for home supplies provided by Home Depot and rival Lowe's, which said Monday that profit dropped 33%, with sales at stores open at least a year declining 7.6%.

To reduce costs, Home Depot said in January it would cut 10% of its headquarters staff, following moves to slow the pace of its stock buybacks and advertising-spending growth. The company, however, said it remains committed to $2.3 billion in capital spending this year. Home Depot has spent money on projects to make stores cleaner and brighter and improve customers' experience after it lost market share to Lowe's and other competitors.

What to make of this?

• DIY retail sales will most likely continue to crawl. Of course, this is no surprise since lawn & landscape services have increased in recent years to offset declining DIY sales due to more DIFM (do-it-for-me) purchases.
• Growers who sell to Home Depot and Lowe's will still need to offer differentiated programs as usual -- and pay particular attention to shrinkage and gross margin on a store-by-store basis.
• Landscape service firms need to ratchet up the marketing efforts -- especially emphasizing the return on investment from lawn & landscape improvements (see earlier posts).

An Economic Justification to Raising Your Prices

In the January issue of GrowerTalks, Chris Beytes provided us with some excellent case studies of firms that have recently raised their prices (great job Chris!). I think it merits repeating that the only way in which this makes sense economically is if the company successfully differentiates itself in the mind of the customer in terms of the types of products or services offered and the segment(s) of customers that are being targeted. It is a well-proven fact that customers use five different attributes in making a decision about what products/services to buy and from whom to buy them from – quality, value, service, convenience, and selection.

We economists characterize demand by a concept called the price elasticity of demand which measures the nature and degree of the relationship between changes in the quantity demanded of a good/service and changes in its price. An important relationship to understand is the one between elasticity and total revenue. The demand for a good/service is considered relatively inelastic when the quantity demanded does not change much with the price change. So when the price is raised, the total revenue of the firm increases, and vice versa. What this effectively means is that green industry firms can actually raise their price, and though they might sell fewer units of the product they are selling or the service they are offering, total revenue for the firm still goes up. So, the obvious question is this…how does one go about making their local demand more inelastic? The answer…by making the firm unique and different somehow in terms of quality, value, service, convenience, and selection! That’s why your marketing efforts are so important. They are the key to successful differentiation.

In summary, if your company is successful in differentiating itself from competitors, you are essentially making your firm-level demand more inelastic within your respective trade area and you can subsequently raise your prices and [even though you may sell fewer units] total firm revenue will still increase.

Now I can already hear the objections: “If I raise my price, my customers are going to defect and buy from my competitors.” Let me provide my own testimonial regarding this common objection to raising price. Over the last few years, all (100%) of the green industry firms that I have convinced [after much prompting and counseling] to actually try this have experienced an increase in total firm revenue. Not many, not most…ALL. Interestingly, some even found that per-unit sales actually increased when they increased their prices, which tells me they were pricing their products way too low to begin with. Low prices tend to result in a low quality perception in the mind of the customer and when you raise your prices, sometimes you can influence the price-quality connotation positively.

To bring this to a close, lean manufacturing and shaving costs out the value chain is important as the industry matures, but if we [as an industry] are to make any meaningful increase in our margins and increase profitability, it has to come from the demand side of the equation, whcih means we must obtain higher prices for the products and services we offer!