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O C TO B E R 2016
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8 5 W ELCOME LETTER PMA CEO Bryan Silbermann shares highlights from this issue of fresh
ROBOTICS PHOTO COURTESY OF HEINZEN MANUFACTURING INTERNATIONAL COVER PHOTOGRAPH: ISTOCK.COM/RAWPIXEL LTD
7 W ELCOME LETTER PMA President Cathy Burns shares more highlights from this issue of fresh
8 F LORAL Color Affects Mood, Behavior in Marketing
12 INDUSTRY TALENT A New Decade, a Fresh(er) Foundation — and a Challenge
16 GLOBAL CONNECTIONS Key Initiatives in Mexico
20 GLOBAL CONNECTIONS Key Initiatives in Southern Africa
O C TO B E R 2016
FEATURES 24 EVOLUTION OF TRENDS 26 Collaboration: The New Secret to Success
30 Can Full Service Increase Your Floral Sales?
32 O nline Grocery Poised to Disrupt Industry
36 More and More, Consumers Demand New Flavor Profiles
40 Food Waste: Rising Issue, Action Imperative
42 HR Managers: The New Business Leaders 44 L abor Shortages: Is There a Robot in Your Future?
46 Genomics: Where Are the Next Yield Improvements Coming From?
50 Eating as Medicine: Food for Thought
52 DRIVING DEMAND WITH eat brighter!™ PAYS OFF
16 continued
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fresh Managing Editor Danielle Vickery Art Director Marilyn Steranko Production Manager Cheryl Kitchen Design Director Kelly Carter Advertising Sales Manager Robyn Florio
60 54 WELCOME NEW PMA MEMBERS 56 PMA GOLD CIRCLE CAMPAIGN SUPPORTERS 58 CENTER FOR GROWING TALENT BY PMA CONTRIBUTORS 60 UPCOMING PMA AND CGTbyPMA EVENTS Save the date!
For subscriptions and address changes, call +1 (302) 738-7100. To view past issues, visit the fresh Magazine page under About PMA at pma.com. Editorial offices: fresh@pma.com Advertising offices: rflorio@pma.com Member services: solutionctr@pma.com © 2016 by Produce Marketing Association. All rights reserved. Materials may not be reproduced or translated without permission.
Visit pma.com for more information year-round.
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welcome As I look at the Fresh Summit program that’s been developed this year, it dovetails with the theme of this issue: the evolution of trends. Thinking about what I’ve seen in my 33+ year career at PMA, it’s abundantly clear that marketers continue to respond to consumer demands and expectations. I’ve seen the rise of organics, locally grown, and greenhouse produce; processing and packaging innovations to meet convenience needs; the emergence and growth in online shopping; and a shift to produce-centric dishes in foodservice operations, Bryan Silbermann
driven by consumer demand for fresher food both on menus and in-store (to name a just a few). Evolution has also occurred in the science and technology arenas. Technologies that we once thought were unattainable for our businesses, like robotics and whole genome sequencing, are now being implemented by visionary leaders. The same seismic shifts hold true in how we manage our most important asset: human capital. Changes in hiring practices and corporate cultures are making our industry more attractive to new talent entering the workforce and wanting to make a difference in how the world is fed. Evolution is also occurring for PMA at Fresh Summit. Our annual industry homecoming will be my last, with my retirement coming in January. Thirty-four PMA conventions ago, I never imagined that I’d look back at an industry and career that has allowed me to work with leaders like you who really love what you do, and has given me so much satisfaction. I hope you’ll join Cathy Burns and me at Fresh Summit in October. I look forward to seeing you there! Bryan Silbermann CEO Produce Marketing Association
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welcome As Bryan points out, the evolution of trends continues to influence how our industry does business and connects with consumers. In my short time at PMA, I’ve seen first-hand how members across the supply chain are investing in technologies (such as new variety development to meet flavor expectations) to respond to consumer trends and drive growth. One emerging trend is collaborative marketing, which is the focus of the featured article in this edition of fresh. Collaborative marketing is an active, creative Cathy Burns
and social process (online and/or offline) between producers and users. You’ll see comments from industry leaders on where they see this trend headed in the coming months. In addition, an example of this trend in action can be found in Target’s backto-school campaign. Target turned over all creative elements to a group of kids and teens aged 8 to 17. The resulting ads are inspiring and powerful. To expand upon Bryan’s comments about PMA’s continued evolution as an organization, when I look ahead at what the future holds for PMA and our industry, I see limitless possibilities. Together, we are showing the next generation of leaders a wide variety of career pathways available in our businesses. Together, we are leveraging technology to drive innovation throughout the supply chain. And most importantly, together, we are helping to inspire people to eat more fresh fruits and vegetables and change the trajectory of healthy habits around the world. I can’t wait to see what the future holds! Cathy Burns President Produce Marketing Association
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PHOTOGRAPH: ISTOCK.COM/RGBDIGITAL
F LO R A L
Color Affects Mood, Behavior in Marketing Consumer color preferences are deeply rooted in emotional responses that seem to lack any rational basis, yet the powerful influence of color is hard to deny. This is especially true in the floral industry, where purchases not only reflect interior design color trends but also personal messages associated with gift giving. This article takes a look at the importance and meaning behind color in the Western Hemisphere. We all know that color is a catalyst for affecting
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mood and behavior in marketing. In fact, numerous studies confirm the correlations between colors and behavior to aid marketers in engaging consumers and ultimately into buying their products, according to Keri, The Science of Colors in Marketing and Web Design. Colors enhance the appearance of merchandising and influence consumer behavior, making it critical to consider the impact of the colors we use on our target audience. For example, fast
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PALE BLUE
BLUE
DARK BLUE
INDIGO
BLACK
GREY
LIGHT-HEARTED
HONEST, TRUSTWORTHY
CORPORATE
SERIOUS, COMPASSIONATE
ELEGANT, HIGH QUALITY
CONSERVATIVE, TRADITIONAL
TURQUOISE
GREEN
RED
DARK RED
BROWN
SILVER
CARING, PEACEFUL
ECO-FRIENDLY, CARING
PASSION, EXCITING
CORPORATE
SOLID, DEPENDABLE
LUXURIOUS, PRESTIGE
ORANGE
YELLOW
PINK
MAGENTA
PURPLE
WHITE
RISK TAKER, AFFORDABLE
PLAYFUL, LIGHT-HEARTED
CARING, COMPASSIONATE
CREATIVE, IMAGINATIVE
PASTEL
LIGHT-HEARTED
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food restaurants decorate with vivid reds and oranges to encourage diners to eat quickly and leave. Color also affects shopping habits, according to June Campbell, The Psychology of Color in Marketing. Impulse shoppers respond best to red-orange, black and royal blue while those who plan to stick to their budgets respond best to pink, teal, light blue and navy. Traditionalists respond to pastels: pink, rose, sky blue, according to Campbell. Colors have different meanings for different cultures, so the preferences of your target audience should be considered when you plan your design, according to Gregory Ciotti. While different cultures hold different associations for many colors, the Western meanings are becoming more universal as markets become global. Personal preference, experiences, upbringing, cultural differences, context and other factors often affect how people respond to colors, according to Ciotti. Blue is the most popular color for both men and women. Women list purple as a top-tier color,
HIGH QUALITY, LUXURIOUS
PURITY, CLEANLINESS
but men do not list purple as a favorite color. Additional research on color preferences show that when it comes to shades, tints and hues, men seem to prefer bold colors while women prefer softer colors. Also, men were more likely to select shades of colors as their favorites (colors with black added), whereas women were more receptive to tints of colors (colors with white added). While a large majority of consumers prefer color patterns with similar hues, they prefer palettes with a highly contrasting accent color, according to Aesthetic Response to Color Combinations. In terms of color, this would mean creating a visual structure consisting of base similar colors and contrasting them with accent complementary colors or tertiary colors. The names of colors matter as well, since “fancier” color names are preferred. For example, mocha was found to be significantly more likeable than brown. More unusual and unique color names can increase the intent to purchase.
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I N D U S T RY TA L E N T
Jay Pack talks with Pack Family Career Pathways participants.
A New Decade, a Fresh(er) Foundation — and a Challenge The Center for Growing Talent by PMA (formerly the PMA Foundation for Industry Talent) is celebrating its 10th anniversary this year by refreshing itself for the next 10 years, including a new name, logo and an even stronger commitment to the industry’s greatest asset — its people. PMA’s strategic focus on talent began in 2004, when a program, founded by Jay and Ruthie Pack, was initiated in conjunction with PMA Fresh Sum-
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mit Conference and Expo to recruit top college students to careers in the industry. PMA Foundation was founded shortly thereafter to attract, develop and retain talent for the global produce and floral industry. Since then, the Center for Growing Talent by PMA has significantly expanded its student attraction programs; today, there are eight Career Pathways programs. There are also leadership development programs serving women,
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ways program, which was the inaugural program for the Center for Growing Talent by PMA, remains the centerpiece of the student attraction programs,” said Jay Pack. Pack is a long-time contributor whose Pack Family Foundation financially supports the original student attraction program held at Fresh Summit each year. “It is hugely rewarding to see the investment we made spark a decade of growth, and immensely gratifying to see the quantity of successful careers launched by the Pack program.”
Career Pathways students tour Taylor Farms as a part of the program at 2016 PMA Foodservice Conference & Expo.
young professionals, high performers and Csuite, and the Center for Growing Talent by PMA works with companies on strategies to retain their workforces.
Take the 10 for Talent Challenge
Introducing the Center for Growing Talent by PMA Evolving into the Center for Growing Talent by PMA involves stepping up future programming, scaling up its “attract” strategy to reach more students at more universities, fine tuning its “develop” strategy so leadership development programs can grow, and clarifying its “retain” strategy to provide a compelling employee value proposition to keep and advance the right people so industry leaders can engage and compete for top talent. “I am thrilled that the Pack Family Career Path-
The Center for Growing Talent by PMA’s 10th anniversary demanded introspection to position the center’s direction for the next 10 years and beyond. The 10 for Talent challenge calls on produce and floral companies to demonstrate their commitment to talent, both as an industry priority and to their employees in the process. “On the occasion of this group’s 10th anniversary, we are inviting industry members to demonstrate their energy and commitment to talent, both for our industry and for their companies,” said Cathy Burns, PMA president. “Our ‘10 for Talent’ challenge is a fun and social-media-oriented fundraising effort that calls on 10,000 industry members to give $10 each to the Center for Growing Talent by PMA, to fund and accelerate our important work.”
Text 10forTalent to 41444, or give online at growingtalentbypma.org/give10 Twitter hashtag: #10forTalent
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G LO B A L CO N N E C T I O N S
Key Initiatives in Mexico by Nancy Tucker, VP, Global Business Development, PMA
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Mexico is a significant producer of fresh fruits and vegetables and a key component of the North American fruit and vegetable trade. The country exports approximately 26 percent of its production, with 80 percent of these exports destined for the United States (U.S.) market. These exports are crucial for the U.S. market, which depends on Mexico for about two-thirds of its winter vegetable im-
ports. Mexico is the top exporter of tomatoes and tropical fruits in the world. The country is also an important destination for many U.S. commodities. Overall, Mexico imports between 12 and 20 percent of its fresh produce (including corn). To help cope with the rapid changes in our business, the Mexican produce industry depends on contacts and information. The Produce Marketing
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assigned numbers” have been created for national use in Mexico, and work is progressing on additional Mexican commodities that need registration for PLU numbers.
One initiative explores ways to help the industry increase consumption.
•P roviding information and guidance regarding the recent Food Safety Modernization Act (FSMA) regulations. While many in the industry know of the need to comply with these regulations, much work is still needed for full compliance. PMA’s FSMA information in Spanish and staff experts such as Dr. Jim Gorny are important resources for the Mexican industry. The association is working with the U.S. Food and Drug Administration (FDA) and Mexican agencies to help promote seminars (and in some cases provide information) to educate Mexican exporters so they can comply with these regulations and maintain their exports. Association (PMA) Mexican Country Council, a leadership group of PMA member volunteers, informs and guides the association’s work on key industry needs and issues. Alejandro Larreategui, PMA’s representative in Mexico, is instrumental in connecting members with the people and information that will help their business grow. To date, key PMA initiatives in Mexico have focused on bringing together all sectors of the produce supply chain through events, improving data usage for supply chain efficiencies, food safety, increasing produce consumption and attracting/ developing industry talent. Some of these initiatives include: • Working with ANTAD (the Mexican retail association) and GS1 Mexico to develop and promote the use of the global PLU (price look up) codes by Mexican supermarkets. Seventy percent of the Mexican market, by number of stores in the country, is now involved in the global PLU program, including the top three supermarket chains. A PLU task force has met regularly in 2016 to engage additional chains and provide guidance for producers. New “retailer
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• E xploring ways to help the industry increase consumption by providing information that will help members know more about consumer needs and how to respond to them. Presentations by highly recognized researchers have provided valuable insights about when, where and how Mexican consumers buy their fruits and vegetables. •C onnecting young people in the industry to each other and industry leaders though programs in cooperation with the Center for Growing Talent by PMA. Spanish-language webinars, specifically targeted to young professionals, provide insights on general business practices, industry-related issues and human resource topics to support career development. PMA continues to evaluate strategies and opportunities to help members in Mexico, the U.S. and throughout the world, become more efficient, grow their business and develop their staff. Stay tuned for more great things to come!
G LO B A L CO N N E C T I O N S
The PMA South African Country Council which met in August.
Key Initiatives in Southern Africa by Richard Owen VP, Global Business Development, PMA
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South Africa traditionally is an export-oriented market producing high value fruit, primarily serving the European market. South Africa makes for a nice direct supplier into Europe, since it produces counter-seasonal products such as citrus, deciduous fruit and table grapes. In the last four to five years, there has been a shift of tremendous growth
into the continental African market, as well as Asia; for example, while the continent made up just 5 percent of South African apple exports five years ago, it now makes up 50 percent. The middle class in Africa is also growing at a fast pace, and the fresh produce industry is eager to learn more about that consumer.
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A group of attendees at the Center for Growing Talent by PMA’s Women’s Fresh Perspectives Breakfast at PMA Fresh Connections: Southern Africa.
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Key areas of focus for PMA in South Africa include human capital development and training programs, intelligence on the African and global marketplace, and decision-making data such as statistics on production and consumer trends. Because human capital development, or talent management, is such a critical area identified by volunteer leaders on the PMA South African Country Council, the concept of career fairs was developed. Member companies put up stands to describe successful initiatives within their companies and, in some cases, recruit students for jobs and discuss bursaries (scholarships) they offer. More than 10,000 students have now come through those career fairs, partnering with three key universities: Stellenbosch University, University
of Pretoria and the University of KwaZulu-Natal. Many of the skills needed by the industry include soft skills, such as improved communication, understanding how the fresh produce supply chain operates, and how to get product from the field into distribution and to the retailer, as well as how to put together a quality food safety program. The annual PMA Fresh Connections: Southern Africa Conference & Expo began in 2011 with 150 people and has since grown to more than 500 attendees at a two-day event with a growing expo. The focus of the event is increasingly continental, and PMA provides the platform for industry members to make connections and for supply chainwide conversations with both government and industry leaders.
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24 fresh  October 2016 Edition
ILLUSTRATION: ISTOCK.COM/ARTQU
EVOLUTION OF TRENDS The power of the consumer cannot be underestimated — it is driving the worldwide movement of products, and the produce and floral industries are not exempt. Consumption is no longer limited to simply purchasing a product or service, but is a way to reexamine and comment about the purchase itself. Collaboration taps into consumer insights during the innovation process, allowing consumers to participate in the development process, which empowers them and strengthens their connection to the brand — ultimately, driving sales of new products or dishes, especially among younger consumers. Changes in digital technologies have had far-reaching implications, from whole genome sequencing to address issues such as improving yields, to human resources managers becoming strategic business partners to identify talent to fill new and more complex roles. Satisfying the needs of the consumer cannot be done on a corporate level; it is an industrywide endeavor to ensure consumers are receiving safe and flavorful product when and where they want it. In addition to collaboration with the consumer, collaboration throughout the supply chain is crucial in today’s environment, where the pace of change and the adoption of disruptive technologies are faster than ever before.
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EVOLUTION OF TRENDS
COLLABORATION THE NEW SECRET TO SUCCESS In today’s economic climate, businesses throughout the floral and produce industries are constantly brainstorming new ways to build value and reduce risk. Whether it’s implementing tried and true sales strategies, embracing innovation, or revamping product development, the focus is always pointed in the same direction — the consumer. Consumers are more connected, knowledgeable, and vocal than ever before, but understanding what they want and predicting how those wants will change is a challenge for even the most agile of businesses. To stay on top of shifting consumer trends at a greater scale and speed, many businesses are approaching customer relations as a partnership instead of merely a transaction. “Collaboration is an important part of our relationship with our consumers,” said Sam Ferrara, vice president of sales and
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marketing at Passion Growers. “It is at the core of our varietal planning and development process. Collaboration is critical throughout the supply chain. We collaborate with breeders, designers, employees, customers, production, etc. We must make sure that what we have in the ground is aligned with our customer’s interests.” Collaboration brings together different parties to jointly produce a mutually beneficial outcome. It utilizes customer feedback to improve products and services.
PHOTOGRAPH: ISTOCK.COM/MONKEYBUSINESSIMAGES
by Elissa Vallano
“We collaborate with our customers,” said Jin Ju Wilder, director of marketing at LA & SF Specialty. “We conduct regular collaboration sessions with our customers to create new products, like salad dressing mixes, olive oil blends, breads, produce repacks, and juice blends that meet their specific needs in terms of usage and flavor profile. Our account managers regularly visit our chef customers in the kitchen, and they will discuss how products are
being used, new menu development, changing flavor profiles, and what we can do to develop products in conjunction with our suppliers to bring their ideas to life. The account managers bring the concepts, comments, and wish lists back, and we will plan a session to bring the customer together with the vendors to work out a solution.” Through collaboration with customers, businesses gain
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deeper insight into who their customers are, what they want, and how they can give it to them. This information was typically gained through trial and error, or at best, through focus groups and surveys. But by empowering their customers to take on a more active role, businesses are getting more honest and actionable feedback. “We’re seeing macro-trends driven by geography and age demographic,” Ferrara said. “Millennials are driving many of the new floral trends. They want to be a part of the decision process. Some of the specific trends would be brighter more unique varieties, lower profile arrangements, and demand for individual components where they can create their own arrangement.” Sometimes consumers’ desires can be unexpected, and a business needs to be nimble and flexible enough to work with any curveballs that might arise in the collaboration process. It’s as much of a creative partnership as a business one, and if handled correctly, can lead to surprisingly positive results for both sides. “We have noticed a definite increase in juicing and to more exotic flavor blends, even towards the savory profiles,” Wilder said. “We have also seen more pickling and fermenting of fresh produce items on the menu. We have especially experienced an increased demand in product grown or manufactured by small, local producers. This has resulted in asking our small, local growers to experiment in growing new products with slightly different flavor profiles or harvesting smaller sizes in order to accommodate new use of the product. This kind of creative collaboration results in unique products and flavors that benefit both the customer and our company in new sales offerings.” When it comes to collaborating with customers, it’s important to keep in mind that knowing is only half the battle. Businesses have to be ready to act on that information — not just file it away for future use — and consumers will expect a certain level of information to be shared with them about where and how their feedback is being used. In fact, the desire for transparency has been a major sticking point with younger consumers across industries, but especially in floral and in produce. It’s
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“Collaboration can be a powerful marketing and product development process, but it's important to remember that it requires considerable resources and a real commitment to consumer engagement.” – Jin Ju Wilder director of marketing LA & SF Specialty
also a driving force behind the popularity of collaboration in recent years. “Consumers — and in particular the millennials — have a keen interest in understanding whom they are doing business with,” Ferrara said. “Are companies socially and environmentally responsible? Do we share the same values? At Passion Growers, we are uncompromising in our commitment to do right by our employees, partners, suppliers, customers and consumers. This value is at the core of every decision we make.” Millennials continue to be hugely influential in how businesses grow and adapt in today’s economy, and collaboration is remarkably well-suited to younger consumers with more personal investment in the products they purchase. “Collaboration is going to increase as the younger generations want to feel that they have had a hand in the process and that they own a part of it,” Wilder said. “I think it brings great value, and companies will get better at using it as a tool. At LA & SF Specialty, we will continue to increase our collaborative ses-
sions with customers and help connect them with our suppliers to create new and exciting products. The chefs are our customers and also the end user, so we have daily access to consumer feedback, flavor profiles, and ideas to act on.” Businesses that are interested in collaboration have many avenues available to get the ball rolling, but it’s not something they want to jump into blindly. Wilder knows this firsthand from her own experiences with it, which is why she advocates for outsourcing collaboration whenever possible. “Collaboration can be a powerful marketing and product development process, but it's important to remember that it requires considerable resources and a real commitment to consumer engagement,” she said. “For most companies in our industry, that is a commitment in time, energy, and human resources they simply aren't staffed to make at this time. It's important that we consider outsourcing to consultants or agencies that specialize or are experienced in collaboration in order to really benefit from the process.” Along with outsourcing, technology has paved the way for easier and more affordable communication with customers. Ferrera is quick to point out simple steps anyone can take to get the collaboration process moving at their business, but he also stresses the most critical component to succeeding in it — an equal balance of give and take. “Like with everything in life, time and money can be the challenge,” Ferrara said. “We all need to find both to survive in this ever-changing, highly competitive world. Social media provides a platform to connect with millions of consumers at a fraction of what it would have cost 10 years ago. The challenge is ensuring that you are part of ‘their’ conversation. They don’t want to be preached to or sold to — they want to be heard.”
“Consumers — and in particular the millennials — have a keen interest in understanding whom they are doing business with. Are companies socially and environmentally responsible? Do we share the same values?” – Sam Ferrara vice president of sales and marketing Passion Growers
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EVOLUTION OF TRENDS
CAN FULL SERVICE INCREASE YOUR FLORAL SALES?
The sale of floriculture items at all retail outlets in 2015 was $31.3 billion, according to the U.S. Bureau of Economic Analysis Personal Consumption Expenditures. Higher costs, a declining customer base and global economics converged on the floral industry over the past few years, creating a challenging business environment and the need to change business as usual. Today, the floral industry is wrestling with higher freight expenses and increased flower prices. Airline consolidation reduced capacity for transporting flowers from Colombia and Ecuador to Miami. Farm consolidation as well as increased demand for flowers from other parts of the world increased the costs of flowers, according to Harrison Kennicott. The number of retail florists and wholesalers continues to decline in the U.S. In 2014, there were 12,000 retail florists and fewer
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than 500 wholesalers, according to the Society of American Florists. At the same time, it appears the growth of retail supermarket floral sales is becoming stagnant, according to Harrison Kennicott. Making the transition into a service-oriented operation is not simple; it must be backed up with labor. It is difficult to operate a service-oriented department on anything less than at least one full-time employee who is responsible for overseeing the department, and one or more part-time employees who can take care of many of the basics, according to Texas A&M. Personnel must be knowledgeable and trained not only in handling floral tasks but in how to sell and how to work with customers. They must be readily available during peak sales hours, and visible, working out on the sales floor and not in the back room. Becoming a fullservice floral department requires training and experience, and a
PHOTOGRAPH: ISTOCK.COM/JOKA2000
Can increasing service in supermarket floral departments increase sales? Flowers produce a small percentage of the total sales in supermarkets, so the payroll available for the floral department is often limited. However, flowers can return a higher gross margin contribution than other supermarket categories.
strong commitment to offer customers something extra. Services can enhance a floral department’s profits and its professional image, according to Texas A&M. The average rate in 2015 for a florist employed by a retail florist or supermarket was $11.35 per hour, according to payscale.com. This position ensures the maintenance of the current stock of flowers and plants on hand. It requires knowledge of the various plantcare requirements, such as watering needs, recommended climate, and expected shelf life. This position also provides customer service to consumers. Many supermarkets work with national distributors
of floral arrangements; in this case, florists must be able to execute the distributors’ offered designs in a careful, consistent manner. Fullservice programs may also include custom designs for events such as weddings, birthdays, anniversaries, graduations and funerals. Supermarket chains must increase floral budgets to allow for more field supervision and store-level training. Many supermarket floral departments grew and changed dramatically from a bucket shop into a large-volume, full-service floral department over the past several years. This requires retailers to rethink their limited service programs in order to remain competitive. 
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ONLINE GROCERY POISED TO DISRUPT INDUSTRY We’re still in the early stages of automated grocery shopping and shipping in the United States, but it has quickly become one of the fastest growing segments in the industry. Digital technology means we can get what we want, when we want it, without ever having to step foot in a store, and that convenience has become a basic requirement for businesses to succeed in today’s market — especially as consumers’ interest in online grocery increases. “Over the last 10 years, the advances in access and shopping capabilities have made online grocery shopping much more appealing to the shopper,” said Tom Furphy, CEO and Managing Director of Consumer Equity Partners. “As shoppers become more accustomed to shopping online in general, it’s not a significant stretch for them to try online grocery shopping. And when they try it, they like what they experience.” According to Nielsen’s 2015 report, “The Future of Grocery,” stock-up and specialty-needs items have been most popular for
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automated shopping and shipping, and consumers are still hesitant to order fast-moving goods like produce. Those findings are understandable since most people still prefer to pick out their own fresh fruits and vegetables, which is one of the ways brick and mortars have a key advantage. Unfortunately, their share of shopping frequency has declined recently. Discount options are experiencing strong growth, but traditional supermarkets are finding it difficult to differentiate themselves as consumers choose to shop other grocery formats.
PHOTOGRAPH: ISTOCK.COM/PHOTOBYLOVE
by Elissa Vallano
Whole Foods recently signed a five-year partnership with Instacart — a popular Internet-based grocery delivery service — and Kroger now offers a click-and-collect service that allows customers to order online and pick up their purchases at close to 200 locations. In fact, stores across the country are testing home delivery systems, and they might have a leg up on their app- and web-based competitors.
“Brick and mortars are actually in a great position to compete,” Furphy said. “They already have the trust of their shoppers, which is critical, especially for the quality of fresh products. They are local in the communities that they serve. And they have a wealth of information about their shoppers. They are in a great position to offer online shopping with a local assortment and of the quality that their shoppers expect.”
“As shoppers become more accustomed to shopping online in general, it’s not a significant stretch for them to try online grocery shopping. And when they try it, they like what they experience.” – Tom Furphy CEO and Managing Director Consumer Equity Partners
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EVOLUTION OF TRENDS There’s no denying Instacart, FreshDirect, Peapod, AmazonFresh, and HelloFresh all have their online ordering and food delivery processes down to a science. They can effectively address the demands of their customers with remarkable specificity. And because they tailored their business models to delivery from the get-go, it’s been easier for them to streamline operations, reduce logistical complications, and seamlessly connect to consumers. In many ways, brick and mortars are still playing catch-up, but they still have an edge over online services. “Ultimately, stores are the perfect solution for picking up lastminute items, accessing product experts and in-store services, and enjoying the sensory experiences that online doesn’t allow,” Furphy said. “They will be around for a while.” Despite its growing popularity, some are unconvinced of the long-term viability of online grocery. Consumers still favor affordability over convenience. Online grocery is growing at only half the rate of discounters that aren’t online. You typically won’t find
the best deals via an automated shopping and shipping grocery service, and rising food costs are still a struggle for the average consumer. Yet online grocery can quickly become more competitive with their pricing as they perfect their operations, and it’s no easy task for stores to implement an online delivery system. “The biggest challenges have been, and will continue to be for a little while, profitability,” Furphy said. “For store pickup, retailers need to be moving several orders per hour. And for local delivery, the trucks need to make four to five stops per hour. It’s still a bit early to get to these types of numbers at scale, but I’m pretty sure the industry will get there.” Whether it’s traditional supermarkets or the latest grocery delivery app, any business wanting to succeed at selling groceries online must adapt to how their customers shop for groceries — and that continues to change with technology. Only by prioritizing convenience as well as price will businesses remain competitive and stay ahead of the curve in a rapidly evolving industry.
EVOLUTION OF TRENDS
MORE AND MORE, CONSUMERS DEMAND NEW FLAVOR PROFILES
And this demand for new, unique flavors will continue to grow as younger consumers, who are ethnically more diverse and typically more adventurous eaters, increasingly seek out innovative flavors and visit restaurants that provide these options. Recommendations from friends and family are more likely to drive interest in new flavors for both younger and older consumers, but a higher percentage of younger consumers than older consumers are influenced by what they see on television or online. Additionally, more women than men report increasing interest in new flavors and unique beverages. Although not widely credited with driving sales, seasonal flavors and ingredients can greatly improve taste perceptions as
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they convey freshness, which typically helps appeal to women and younger consumers. Interestingly, fall flavors have the greatest influence on operator menu innovation, with pumpkin, apple and cinnamon landing among the top operator responses for flavors that influence menu innovation. Preparation style is important, especially for older consumers, while younger consumers most often look for a combination of ingredients. Given the importance of the overall combination of ingredients, consumers are likely looking for appealing flavor profiles rather than individual flavors or ingredients. Offering new and unique flavors is a key area of opportunity to drive traffic and increase sales. New flavors can drive traffic
PHOTOGRAPH: ISTOCK.COM/ANTONIO_DIAZ
Flavor is the No. 1 driver for all food purchases, according to Technomic. While classic flavors certainly still appeal, many of today’s consumers are increasingly driven to try new flavors, and say new flavors can influence them to visit a restaurant. New, unique flavors drive traffic because consumers like to experiment with foods and beverages, and flavor plays a large role in experimentation.
and repeat visits, as consumers value a unique experience and are likely to return if they enjoy a new or innovative dish. Technomic offers some ideas on how to do this, including:
1 2 3
Create twists on seasonal flavors or combine two seasonal flavors to offer something unique. Routinely switch flavors, make minor tweaks and cross-utilize ingredients to keep costs down. Feature ingredients or preparation styles as “housemade” or “signature” to highlight their uniqueness.
While consumer demand for new and interesting flavor profiles can be challenging to product and menu developers, it can also offer an abundance of opportunities. Having a unique flavor is a great way to differentiate a product from the competition. In addition, flavor translates to more than just a tasty product; flavor can carry with it other attributes that consumers desire. For example, coconut water has become increasingly popular because of its health halo as a source for natural hydration and electrolyte replenishment. As a result, it appears menu developers’ ideation process is highly impacted by bold, spicy and healthy flavor trends, aligning innovation with consumer interest in these flavors. But as the pace of innovation accelerates, consumers become
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EVOLUTION OF TRENDS desensitized to new flavors more quickly, making flavor differentiation increasingly difficult. This will have implications for the new product development process, including:
1 2 3
The flavor life cycle will speed up to meet the demand for innovation. There will be increased focus on differentiation to drive new and repeat traffic.
4 5
Concepts that cater to younger clientele have the most room to experiment with out-of-the-ordinary flavors
Collaboration for flavor innovation will catch on as companies recognize that engaging the public helps ensure offerings will appeal while reducing costs. Sixty-four percent of consumers agree to some extent that they would switch from their preferred brand to participate in developing a flavor.
Health will be a stronger consideration in flavor development.
We have all heard the stories about how flavor has often been sacrificed to enable extended shelf life, and harvest practices that favor firmness over maturity, which permits transportation to all parts of the country (and in some cases, the world). Flavor is a multigenic trait; it is composed of combinations of sugars, flavonoids, terpenes, acids, proteins and other constituents, and, to make matters more complex, is perceived differently by different people. For years, plant breeders have indeed prioritized variety selection based on yield characteristics like disease and pest resistance, maturity, architecture, flower set, quality traits and drought resistance. That is not to say that flavor has been ignored — it has just been placed at a lower priority. However, much like breeding technologies are evolving, owing to our increased knowledge of plant genomics, our knowledge of flavor is likewise exploding. Dr. Marcia Pelchat from the
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Monell Chemical Senses Center spoke at Tech Knowledge 2015 and presented information about state-of-the-art sensory research that will drive development of more efficient and powerful methods to help us better understand the dynamics of sensory perception. Dr. Pelchat informed symposium attendees that diagrams commonly depicting the tongue divided into sweet, sour, bitter and salty zones are nothing
but myth — the tongue has taste receptors for all taste categories distributed around all sides of the tongue, excluding the middle area. Along with taste, smell and mouth-feel are the components that make up the experience of flavor. Genetic differences in the 400 molecular receptors in the nose are primarily responsible for the nuances of taste that result in thousands of different flavors. Nose receptors are directly linked to the brain’s emotional centers providing individuals with a unique sensory world based on distinct genetic responses to odors. Recent research suggests that we can distinguish among a trillion different aromas. Dr. Pelchat effectively made the case that investing in a better understanding of sensory underpinnings of flavor can lead to an improved ability to create and market appealing foods. She called out research findings on sensory perception that can be employed by the produce and floral industry to develop new product experiences for consumers.
PHOTOGRAPH: ISTOCK.COM/SQUAREDPIXELS
THE SCIENCE OF FLAVOR
Knox™ Delayed pinking in fresh cut lettuce
Inside
Extended shelf life
Happy consumers
Fresher lettuce thanks to Knox™ Knox™ can extend shelf life by approximately two days. Thanks to this trait, fresh cut companies do not need low-oxygen packaging for lettuce, which in turn lowers their costs and gives them more options when blending. Needless to say these benefits will also lead to a better end-user experience; pre-packaged salads will stay fresher for longer, resulting in happy consumers. Knox is the result of 10 years of development work by Rijk Zwaan. Following successful testing in collaboration with growers and fresh cut companies. Read more on rijkzwaan.com.
Sharing a healthy future
EVOLUTION OF TRENDS
FOOD WASTE RISING ISSUE, ACTION IMPERATIVE by Kathy Means, VP, Industry Relations, PMA
Where’s the waste?
• One-third of the losses occurred at retail.
In general, produce waste happens near points of production in less-developed countries and closer to points of consumption in developed countries. This demands comprehensive solutions that include consumers. The United Nations Food and Agriculture Organization’s (FAO) “Global Food Losses and Food Waste” (2011) notes one-third of global food production is wasted. And, for fruits and vegetables, globally, about half is lost — the highest of any food. In the United States, USDA’s Economic Research Service: “The Estimated Amount, Value, and Calories of Postharvest Food Losses at the Retail and Consumer Levels in the United States” (2014) notes:
What about the production level in the U.S.? Very little product is sent to landfills by packer/shippers. They use secondary food chains — such as juicing, dehydrating and livestock feed. They recycle and reuse products, such as with compost. Landfills are a last resort due to costs and the negative image of waste.
• 31 percent (133 billion pounds) of food available for consumption between the retail and consumer levels in the U.S. (2010) went uneaten. • Two-thirds of the losses occurred in homes, restaurants, other away-from-home eating places.
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Measure to manage “Up until recently, it has been very difficult to track produce shrink and identify the root cause(s) of produce shrink through the supply chain,” said Ed Treacy, PMA Vice President of Supply Chain Efficiencies. “This is because, up until recently, produce items for retail sale were tagged only with a generic Price Look Up (PLU) sticker. The Achilles heel of the simple PLU system is that it often does not identify which business supplied the fresh produce item. Now, the ‘stacked data bar’ PLU stickers do just that.” Ed notes that stacked DataBar PLU codes allow retailers to track
PHOTOGRAPH: ISTOCK.COM/MARINA LOHRBACH
The food waste landscape is complex, and there’s one clear call for the fresh produce industry worldwide: Reduce produce waste. This issue is getting more attention around the globe: by media, consumers, governments, nonprofits and others. Fresh produce is one of the top contributors to food waste — from the fields to stores and restaurants to consumers’ homes. Our industry has a strong, ongoing role to play, often integrated with others. This is a journey, not a destination.
shrink by supplier: “Retailers can now tell a lot about a produce item based on sales data, including the shrink rate for a particular supplier, how fast a particular supplier’s product moves off the shelf, if consumers are more frequent repeat buyers of a particular suppliers’ product, etc. For the first time, the supply chain has become transparent, and retailers can make better informed buying decisions based on a produce item’s ‘value’ and not simply on ‘price.’”
Beyond fresh Recently, at a U.S. House of Representatives hearing on food waste, PMA chairman-elect John Oxford of L&M Companies outlined how the produce industry — supply-chain-wide — is tackling the issue. The food waste hierarchy details best options for food waste. • Reduce source waste • Feed people: alternative channels (e.g. juicing, dehydrating, ingredients) and charity (e.g. food banks, community programs) • Feed animals • Industrial uses (e.g. turn waste to energy) • Composting
• Landfill as a last resort John detailed several examples of how the produce industry has responded to food waste, in addition to their many charitable donations: • Baby carrots, a product created decades ago, allowed producers to use misshapen carrots that were not suitable for market. • PMA grower, packer, retail, and foodservice members market imperfect or “ugly” produce. • Spent apple pulp is turned into pomace cakes for livestock. • Companies use waste to generate energy. • Waste is also reduced by increasing demand. John mentioned several programs, including the eat brighter!™ movement and FNV. Food waste, including produce waste, will continue to grow in importance for a variety of audiences. The produce industry has a strong role to play and will continue to innovate to reduce waste at all links in the supply chain. It’s important to note that our industry has already done a great deal to address this global issue. And it’s even more important that the industry be transparent and tell its story.
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HR MANAGERS THE NEW BUSINESS LEADERS by Elissa Vallano
It’s no different in floral and produce, especially when it comes to finding and retaining the right employees. Today’s workforce is increasingly diverse, competitive, and mobile, and the weight has fallen on human resources (HR) managers to properly identify and cultivate lasting talent. In fact, over the past several years, this demand has resulted in HR managers steadily evolving from standard compliance officers to strategic business partners. “There is much to be proud of as an HR executive,” said Tracy Malmos, SVP Chief People Officer at Mission Produce. “Very early in my career, the HR function was much more transactional and antiquated, considered to be more of a ‘personnel department.’ Today, the HR department functions to provide valued business solutions.”
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Unsurprisingly, technology has played no small part in that shift. It’s allowed for simpler, more streamlined systems in managing day-to-day operations, and HR managers can now apply their knowledge of the company and its employees to achieving higher-level business goals. For instance, Malmos often uses crowdsourced data that’s updated daily to stay on top of industry trends. He monitors shifts in compensation and benefits, changes in role functions, and competitiveness of certain positions. Not long ago, this vital information was only available in survey form once a year. Today, it ensures he can adapt quickly and easily to any HR need. “Technology has and continues to play a really pivotal role in enabling HR to move from ‘personnel’ management to business
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Digital technology is radically impacting every aspect of our lives. From interactive textbooks in schools to online shopping apps on smartphones to electronic health records in doctors’ offices and hospitals, we’ve never been more connected. That is especially true for how we work, and organizations around the world are capitalizing on this widespread accessibility to get the information — and people — they need to stay competitive in their respective industries.
execution,” Malmos said. “In particular, analytics have helped everyone get on the same page. It also provides transparency on things like compensation benchmarking, as well as allowing the right questions to be asked and answered accordingly to meet business needs.” When it comes to meeting those needs, Malmos has a very clear objective in his role as an HR executive — identify, reward, nurture, and retain top performers. He says that approach is imperative to any successful business, and it’s one he and his team take very seriously. “We’ve changed how we view performance and potential in a high-growth company,” he said. “We focus on facilitating career growth via succession planning, providing opportunities to grow your career via targeted development, defining positions and expectations, and ensuring our reward systems are very attractive for our industry.” Much of these new approaches are designed specifically with millennial workers in mind. Floral and produce typically have younger workforces, so Malmos tries to ensure Mission Produce stays relevant to that workforce’s needs — like utilizing technology
for learning solutions. Younger workers often want to know what their career ladder looks like, what’s next for them, what they’re expected to learn. One way Mission Produce helps deliver that professional growth is through Mission University, a web-based employee learning program that’s designed around shorter, visually engaging lessons that are both fun and mobile-friendly. “Everything we’re doing now is web-based,” he said. “Surveys, interviews — it’s all communication you can respond to on the fly.” Professional development is just one of the ways HR managers use technology to ensure business growth and efficiency. You’ll also find them using social media to keep employees updated on important developments, as well as designing effective healthy workplace programs that prioritize employees’ well being. Each of these strategies lead to increased productivity, profitability and customer commitment, and it’s up to HR managers to ensure their success. For Malmos, a veteran in the industry, it’s a welcome responsibility. “I have witnessed the change myself,” he said. “I’ve seen HR move from a group that primarily managed forms and administered policies to a team that is truly integral to how the business is run. We’re cementing our role as a valued business partner to the CEO.”
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LABOR SHORTAGES IS THERE A ROBOT IN YOUR FUTURE? by Dr. Bob Whitaker, Chief Science and Technology Officer, PMA Labor shortages have troubled the produce and floral industries for several years. We are an industry where labor costs are a large part of our overall production costs and the variability in labor availability and the costs associated with labor remain an industry concern. While we have seen the adoption of automation in handling certain crops, we may be on the brink of a new generation of technology—including the use of robots. However, it is important to distinguish between robotics and automation. To a large extent, the innovations we have seen on the farm thus far fall under the category of automation. Gideon Avigad from Vineland Research made the important distinction during his presentation at PMA’s 2015 Tech Knowledge Conference. Avigad said, quite simply, that automation involves “little uncertainty” and robotics involves “harder decisions.” In a sense, automation is really replacing an employee or group of employees doing a highly repetitive task or set of tasks with a machine that can replicate those activities. An operator would likely gain consistency and perhaps speed with automation; robotics connotes some form of artificial intelligence and thus more
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complexity. Avigad pointed out the advantages of robotics, such as: reduced labor costs, enhanced productivity and yield in the fields, improved quality, safety and the opportunity for opening employment to skilled workers. So with the apparent upside of robotics, why hasn’t the produce industry rapidly embraced robotics? Well, the answer isn’t so simple, according to Avigad, who placed the challenges into two categories: engineering and non-engineering. On the technical side, there are questions about yield versus cost, of course, and the complexity of uncertainty, whether that’s in regard to performing complex sorting and handling tasks, operating in uncontrolled agricultural environments, integrating multiple pieces
of equipment and operating systems, overcoming differences in user sophistication and needs and lastly, dealing with differences in market demand. The non-engineering challenges are familiar (“we’ve always done it this way”). Breaking from habit and investing in robotics will ultimately take a structured decision-making process that must address basic questions like, “will this work?” and “if it breaks down, what would I do then?” Whether for robotics development or automating common production tasks, the convergence of several technologies is opening up new possibilities. Technologies like vision systems, new sensors, and data capture and processing systems are paving the way for FarmBots to be developed that can handle far more complex tasks than in the past. The innovation has already begun—and we are reaching the tipping point where the cost of labor is driving these investments that will likely deliver real ROI. For example, Prospero is a working prototype of an Autonomus Micro Planter (AMP) that uses a combination of swarm and game theory to plant seeds at optimal distances from one another. Meanwhile, Aquarius is a robot that autonomously waters greenhouse plants. Similarly, in recent years we have seen automated weeding equipment introduced in California and Arizona by Blue River Technology replacing, to some extent, the traditional weeding crews that rotate through the leafy greens fields
PHOTO COURTESY OF TANIMURA & ANTLE
Implications & Opportunities: • Lack of labor will likely shift the financial equation toward robotics or automation. The question to solve for is when — and you should be doing that math. • Potential benefits include reduced labor costs, enhanced productivity and yield, improved quality and safety, and increased employment for skilled workers. • Even where humans are necessary, we will see automation and smart machines assist them to perform more efficiently. • The industry will continue to implement drones to assist in yield assessments and fighting plant diseases, and in GPS systems to direct farm machinery.
thinning the crop after emergence. Gary Wishnatzki of Wish Farms has developed an automated strawberry harvester using advanced vision systems to identify berries that meet the criteria for size and ripeness and has the manual dexterity to harvest the delicate fruit. Agrobot has a similar approach for a strawberry harvester that relies on camera-directed arms that move through a specifically bedded field to pick berries. They estimate that 57 percent of the cost of strawberries is the harvest cost, and their goal is to save 25 percent of that cost. They are also looking at capturing data from the harvest (e.g., as each berry is harvested as a discreet unit, they have an opportunity to “count” the yield from specific pieces of ground and also to create traceability back to a specific site.) Ultimately, when the cost of labor crosses the tipping point where investment in technology has a reasonable return on investment, we see innovation and the development of automated work aids. Some have even speculated that the increased use of FarmBots may lead to robotic farm swarms, which are the combination of dozens or hundreds of agricultural robots with thousands of microscopic sensors, which together would monitor, predict, cultivate and extract crops from the land with practically no human intervention. According to Business Insider, small-scale implementations are already on the horizon. While that futuristic vision of a farm may still be a ways off, there is no denying the intrusion of technology onto the farm.
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GENOMICS WHERE ARE THE NEXT YIELD IMPROVEMENTS COMING FROM? by Dr. Bob Whitaker, Chief Science and Technology Officer, PMA
Genomics has rapidly expanded, while the associated costs are plummeting. It used to take months, if not years, to determine the genetic structure of a small piece of DNA at a cost of hundreds of thousands of dollars. Now, combining today’s powerful computers with the ability to analyze thousands of seemingly random DNA sequences, and then create a complete map of the entire genome, has enabled scientists to know the genetic structure of a bacterium in a matter of hours and a human genome in three
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days, for less than $1,000. It is estimated that in less than 10 years, mapping a human genome will cost as little as one dollar and the time will be measured in hours. If we can characterize the genomes of plants and identify specific genes or DNA sequences from those genes and correlate them to desirable traits like disease resistance, pest tolerance, improved yields, better flavor or aroma, or improved shelf life, we can create “genetic markers” that plant breeders can use to reduce
PHOTOGRAPH: ISTOCK.COM/JIA HE
We have a rapidly expanding understanding of genetics and the structure of genes coded by DNA. This area of study has come to be known as “genomics.” For the last 50+ years, scientists have been trying to understand how genes are structured and how they are regulated. In a way, the only tool we had to get at the mysteries of genes was to take them apart and look at them as pieces of a very big puzzle.
the time needed to develop new varieties. Make no mistake, this is not genetic engineering — this is not about inserting new genetic material into a plant’s genome — but rather developing markers that can be correlated to genes that already reside in the genome. This technology is called markerassisted breeding and is already practiced today by many leading seed companies. The advantage of marker-assisted breeding is that the breeder can plant out the hybrid seed and remove a single leaf as the seed germinates and, using that leaf, can extract its DNA and search for the DNA sequence markers that correlate with the desired traits. Those that have the desired gene sequences are grown out, and those that do not are discarded. The beauty of this technology is that it is not really necessary to even know what the gene codes for — it’s just good enough to know that whenever improved yield or flavor or pest resistance is observed, that sequence is found and thus correlates to an important trait.
Just correlating sequences with desired traits, is leading scientists to more fully study these genes, thus expanding our knowledge base. It is also important because many of the most sought-after traits — yield, flavor nutritional value, pest resistance, drought tolerance — are dependent on many genes being present in order to get the phenotype. By using markers, breeders can select those with these collections of genes and move them to field trials quickly and with much less cost. The development of new plant varieties will undoubtedly continue as it has over the last several decades. The focus by the produce industry on flavor and color, and the floral industry on fragrance and color will ignite efforts to develop new varieties. The produce industry will always have to deal with the conundrum the breeding companies face: variety development is expensive and has to be balanced against the price the market is willing to pay for differentiated varieties when brand recognition and
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EVOLUTION OF TRENDS Implications & Opportunities: • Plant genomics studies are going to provide the baseline data needed to power more informed breeding and selection strategies. • In the near-term, variety developers will continue to select varieties that meet production needs, such as plant architecture, maturity and yield. • State-of-the-art research into the molecular receptors and the mechanics of flavor and aroma will unlock new experiences for consumers. • It is likely that the convergence of technologies in genetic engineering and flavor and fragrance perception will drive the next generation of breeding efforts. • T he adoption of these new varieties will require scientific advances, and face regulatory and social issues with no easy path to resolution.
identity preservation are difficult to achieve at retail. That said, our increasing base of knowledge around the genomes of significant fruit, vegetable, and floral crops opens the door to variety improvement in a way that is unprecedented. These improvements are almost always thought of in terms of grower needs (e.g., pest and disease resistance, drought tolerance, herbicide resistance or salt tolerance) or sometimes with an eye on the consumer (e.g., improved flavor, texture, nutritional value or shelf life), but there are other points in the supply chain where value might be gained. In recent years we have seen breeders working closely with growers and processors to develop varieties that lend themselves better to the manufacture of value-added products. Taylor Farms has selected romaine lettuce varieties that have a plant architecture that permits automated field harvest using water jets. Duda Farm Fresh Foods has developed proprietary, elongated petiole celery varieties that permit them to increase the yield of celery sticks. Ocean Mist has developed a more open
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leaf lettuce, ideal for single leaf applications. The industry has also seen the deregulation of the reduced-browning Arctic Apple slated for sliced apple products and J.R. Simplot’s reduced-bruising, low-acrylamide potato. The Arctic Apple and Simplot potato are varieties that have been developed using genetic engineering (GE) technologies. To some extent, the impact of these technologies has been absent in the produce and floral worlds. While there are clearly some examples (e.g., virus-resistant cucurbits and papayas and a small number of sweet corn varieties), the use of GE technologies has been limited in fruits and vegetables (and floral) owing to the costs associated with the technologies and the comparatively low value and volume of seed used versus row crops. To be sure, the social controversy surrounding GE products has also been a factor in limiting the development of GE varieties. Equally important in how the technology gets used or does not get used is the complexity of the desired trait. For the most part, the traits of focus in row crops have been herbicide (glyphosate or Round-Up and 2.4-D) and insect resistance (Bacillus thuringiensis or Bt). Both of these traits of phenotypes are the results of the insertion into the plant genome of a single gene, which gives the plant the desired characteristic. On the volume and scale in which row crops are produced, these traits are critical for some growers to achieve desired yields and reduce chemical inputs. In contrast, many of the most desirable traits for fruits, vegetables or floral products are multi-genic, i.e., it takes a number of genes operating and being regulated properly to deliver the desired characteristic. So when the produce industry discusses improved flavor and texture, enhanced nutrition and yield or the floral industry centers on aroma and color, these are not single gene changes but multi-genic changes that are technically more complex to achieve. Certainly our growing knowledge base on plant genomes, the identification and characterization of critical genes, gene-silencing technologies and the emergence of new breeding tools that can enhance gene expression (generally referred to as “gene editing” technologies) are likely to permit breeders to attack multigenic challenges in the future.
When it comes to fresh produce, you need much more than just a box. Georgia-Pacific Corrugated delivers the service, innovation and quality that you need with the scale and resources in place to support your operations wherever you may be. For us, the greatest opportunity isn’t helping you make a stronger box, it’s helping you build a stronger business.
Stop by booth #3161 at the PMA Fresh Summit to learn more!
EVOLUTION OF TRENDS
EATING AS MEDICINE FOOD FOR THOUGHT
Consumers worldwide are growing more health conscious despite many being overfed and undernourished. It’s no secret that the nutritional profile of the foods we put in our bodies play a direct role in preventing or promoting premature death and disease. The idea of eating to heal tends to be more mainstream in places like Japan, Korea and India, but it is emerging in the U.S. and Europe. “All physicians are struggling with these issues with their patients with poor eating habits and lifestyle habits.” says Leah Sarris, Executive Chef and program director at the Goldring Center for Culinary Medicine at Tulane University. “It’s costing people money, it’s costing people their health and it’s costing physicians time.” One big challenge is that very few doctors are properly trained to dispense dietary advice. In fact, only about a quarter
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of American medical schools offer the 25 hours of nutrition training recommended (but not required) by the National Academy of Sciences. But with research showing that doctors who practice healthful behaviors have a greater likelihood of advising patients to do the same, some medical schools are beginning to understand the importance of nutrition as well as culinary training. Tulane University created the Goldring Center for Culinary Medicine with the goal of teaching medical students culinary skills so they could help patients make dietary changes to improve their health — but eventually expanded the offerings to the community as well. They have now licensed the curriculum to 21 schools across the United States. At the University of Chicago, first-year medical students can take a culinary nutrition course that combines classroom studies and hands-on cooking to supplement
PHOTOGRAPH: ISTOCK.COM/CHARLIEAJA
Statistics and studies continue to show that far too many people — youth and adults — are at weight levels considered unhealthy. While there are multiple cultural and lifestyle factors contributing to rising weight levels, consumers’ eating behaviors remain the focus of the problem — and the solution.
their education. And Harvard School of Public Health, the Culinary Institute of America and the Samueli Institute jointly sponsor “Healthy Kitchens, Healthy Lives — Caring for Our Patients and Ourselves”, an annual conference that provides continuing medical education for more than 3,500 health professionals including physicians, public health researchers and chefs. The challenge is also being addressed by the nonprofit Wholesome Wave, who is working with healthcare providers to write prescriptions for fruits and vegetables. Food prescription programs that integrate primary care, nutrition education, and food access with improving health outcomes among patients are expected to grow in the near future. Physicians participating in these programs write prescriptions that patients redeem for certain foods, helping to build demand for fresh fruits and vegetables among individuals at risk for chronic disease and can
ultimately improve the bottom lines for farmers and grocery stores nationwide. At the retail level, produce marketers have opportunities to increase their relevance among the general population as well as those who are trying to improve their overall health by providing products and/or messaging to address the different experiences and approaches of these consumers. According to the Hartman Group’s Weight Management and Healthy Living 2015 report, produce marketers have opportunities to deliver their products to consumers as an easy-to-integrate healthy lifestyle and weightloss tool. And while some stores have dietitians helping shoppers develop lists focused on healthy options and develop cooking skills to meet their dietary needs, produce marketers can also provide information on their products and how to stay healthy while cooking at home and eating out.
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DRIVING DEMAND WITH eat brighter! PAYS OFF by Cathy Burns, PMA President
In the last issue of PMA fresh, you heard from our vice president of domestic business development Joe Watson (formerly of Rouse’s supermarkets in the Southeast) and his three reasons why the eat brighter!™ movement is important to suppliers and retailers alike in creating more demand for fresh produce. As a former retailer, but more importantly as a mom, I believe anything that attracts attention and builds sales for fruits and vegetables and gets kids to try new things makes it to the top of my marketing “A” list. My girls are teens and tweens now, so though they’ve outgrown Sesame Street attraction, they can be moved by FNV (see sidebar). As produce marketers, we must focus on driving demand, because it’s good for our industry and it’s good for consumers. Back to building your sales… As you know, eat brighter! is a collaborative effort among PMA, Sesame Workshop, and the Partnership for a Healthier America. Participants marketing products in North America can use popular Sesame Street characters royalty-free to promote fruits and vegetables to kids ages 2 to 5 and their families. What preschoolers can resist Elmo and Big Bird? We survey participants periodically, and that research shows the payoff to suppliers is good: a consistent average sales increase of 3 percent, with some suppliers reporting even greater boosts. The movement builds retail excitement and makes it easy for parents to get kids to demand fresh produce.
FNV Live celebrated fruits and veggies, featured celebrity guests (such as Jessica Alba) and star performances, and helped spread the word of FNV.
Marketing works We know that character marketing is especially fruitful. “Children develop emotional bonds with brand mascots and media characters as if they were their personal friends,” according to a March issue brief from Healthy Eating Research, a national program of the Robert Woods Johnson Foundation. “… (T)hey can influence children’s food choices and diet.” More recently, I saw a study from Cornell University that showed that when kids see favorite characters promoting fruit and vegetable consumption, they are more apt to choose fruits and vegetables at the school salad bar.
Partnership for success We recently profiled an eat brighter! retailer-supplier pair that detailed results from a spring citrus promotion. Linda Cunningham of citrus supplier
FNV BROADENS REACH TO BUILD CONSUMPTION WITH TEENS, TWEENS Classic Harvest and Bryan Roberts of Save-A-Lot stores teamed up for a promotion of value-priced, Elmo-labeled bags of navel oranges. Classic Harvest’s bags were promoted in 1,300–1,400 stores, and Linda and Bryan each reported great success. “Classic Harvest is a young company, and we don’t have millions of dollars to spend on branding,” Linda said. “We wanted to brand our products with recognizable characters; eat brighter! is an affordable option, and PMA has done all the legwork. Millennial moms know the characters, because they grew up with Sesame Street, and the artwork really resonates with children.” Bryan agreed: “Save-A-Lot is always seeking exciting ways to bring healthy options to our customers and to drive sales. The eat brighter! packaging is certainly working; it really pops in the store and helps draw attention to fresh produce. Feedback has been really positive.” Linda notes that retailers may be cautious about character marketing because it often comes with increased costs for the product. Because the eat brighter! program eliminates the costly royalties that normally are paid for character marketing, cost is not a factor, she said. Bryan concurred: “It’s been a great program for us, especially because I’m not paying royalties to participate, and I’m not paying a premium to get the eat brighter! branded product. So I’m able to deliver something featuring characters that kids and parents alike recognize. It’s been very successful.”
Long-term growth eat brighter! as a promotion does increase sales a great short-term benefit. The longer-term play with this movement is building consumers for life. When kids this age eat more fresh produce as they’re building their tastes for food, they eat more for the rest of their lives. And their families do, too. “We were attracted to the eat brighter! movement because we have faith that it could make positive change,” said James Milne of eat brighter!
The FNV program, from the Partnership for a Healthier America (PHA), is broadening its reach in the United States as PHA receives additional funding from partners outside the produce industry. Such support demonstrates a wide appeal for the initiative, designed to drive demand for fruit and vegetable consumption by teens and tweens. PMA, with others, helped fund the pilot, and continues to review those results to assess ongoing engagement. At the PHA Summit last spring, two health care organizations committed funding to replicate the FNV program in North Carolina and Michigan. “We’re pleased to see that organizations outside the produce industry see the value of this program to society, especially to kids in high school and middle school,” said PMA President Cathy Burns. “We believe marketing works, and we’re seeing the results here.” FNV uses proven marketing tools, including (pro bono) celebrity endorsements, to market fruits and vegetables as an iconic brand in ways that appeal to teens and tweens. licensee Oppy. “Increased produce consumption among young families will lead to good long-term habits and a healthier future for all.” Larry McIntosh of Peak of the Market, another eat brighter! supplier, underscored the movement’s precompetitive nature: “Produce suppliers are all competitors in many ways, but with this one program, we all benefit by working together as one. If Canadians and Americans are eating more fruits and vegetables — this is good for our citizens’ health and for the health of our industry.” As a mom, I know children see dozens of ads each day for junk food. We, as an industry, can make a difference. Christina Regan of Sbrocco, another eat brighter! supplier, advises fellow marketers to take their marketing to the next level and reach customers with healthy messaging that promotes fresh. “It’s a great reminder of the bigger picture, beyond our sales figures or the number of Facebook fans our page has, that our work makes people, and specifically children, live healthier, happier lives.” If you’re considering getting involved in eat brighter! but would like more details or have questions, please visit the eat brighter!™ website or call us at +1 (302) 738-7100. We’d love to have you join the movement!
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Welcome Produce Marketing Association is pleased to welcome the following corporate members who have recently joined our organization.* NEW PMA MEMBERS AUSTRALIA AUS-QUAL Dragon Trend HiveXchange Mercey Mooney Pinnacle Agribusiness Red Rich Fruits (NSW) Pty Ltd Steritech BRAZIL Abanorte – Regiao Do Jaiba Benassi Sao Paulo Importacao E Exportacao Ltda. Forever 5 Com. Imp. Exp. Ltda. Supermercados Nagumo CANADA Accolade Packaging Air Canada Cargo Barkman Transport (2006) Inc. BC Cherry Association Crawford SupplyLINE Earth Fresh Foods Fastik Fresh Sales, Ltd. Fulger Transport Inc. Hoogendoorn America Inc. Hydroserre Inc.( Mirabel) Omori North America/BW Cooney Origin Organic Farms, Inc. Riga Farms Ltd SunSelect Produce Wexxar Packaging CHILE Frutera San Fernando S.A. Sociedad San Francisco Lo Garces, Ltda. *New PMA Members as of July 21, 2016
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CHINA Beijing Dalunaibo Int'L Business Exhibition Co., Ltd. Beijing Worldboson Int'l Business Exhibition Changshan Houtu Agricultural Development Co. Ltd. OSI (china) Holding Co., Ltd. Shanghai Esen Agro Products & Technology Development Co.Ltd Texin Pack Printing Co. Ltd.
MERIDIAN FRUITS SPR DE RL Paisano Capital SA De CV Ultraquimia Agricola, S.A. de C.V. Victor Inzunza Zeolitech, S. De R.L. De C.V.
COLOMBIA Biomaxi S.A.S Exotic Fruits & Flowers SAS
NEW ZEALAND Ripetime
FRANCE Floreale Holding Ecopack Greenbox USA LLC Raananim Clean Leaves From Nature Ltd. TIPA-CORP ITALY P.TRE Vifra KOREA (SOUTH) NH Trading Co., LTD Yilip International Co., Ltd. MEXICO Agro Pack Agrochile Citro Sel S.A. De C.V. FV & M SAPI De CV Gardens and Creeks Harvest 52 Healthy Products Intebaj Sapi de CV J.O. Alvarez, Inc.
NAMIBIA Sonop Farms NETHERLANDS Mediane North America, LLC.
PERU Miranda Internacional S.A.C. Sade Trading SAC SOUTH AFRICA Massmart Services Division of Massstores PYT LTD Rosaly Farms LL Triple D Farms (PTY) Ltd. SPAIN Reisopack, S.L. TURKEY Deka Plastik LTD. STI. UNITED ARAB EMIRATES AARON INTERNATIONAL TRADING LLC UNITED STATES A&B Packing Equipment Accursio Farms Advanced Ripening Technologies Advantage Sales & Marketing AGQ Labs
AICC, The Independent Packaging Association Almark Foods Alta Energy, Inc. Altex USA Corporation Altsource, Inc. America Berry Farms Inc. Bare Foods Co. Best Buy Produce Int'l Inc. BestPack Packaging Systems Big State Produce Co. Biobest USA Boyette Brothers Produce LLC Brite Belt International, LLC Bud's Salads C2O Pure Coconut Water California Specialty Farms Capitol Truck Lines Captiva Verde Farming Corp. Chain Store Guide Cherrish Chipotle Mexican Grill Coast Produce Company CropX Dallas/Fort Worth Int. Airport Deville Technologies USA LLC Diana M. De Montemayor LLC Direct Advantage, LLC Doozland LLC Dreamworks Coating Solutions Easypak LLC Ecolab EJZ Foods, Inc. Eurolog Packing Group Ever Fresh Global Imports Farm Fresh Produce LLC First Pick Farms LLC Food Origins FoodMinds, LLC Fresh Avenue Partners Freshability Freshbev LLC FRESHSOURCE, LLC Fruitspot.com Garlock Printing & Converting Generation Farms Global Enterprises Logistics Green Explosion Herbs Green World US Grower Direct Nut Company Growers Are Us Harvest Sensations HelloFresh
HM Clause, Inc. ILPRA America Information Resources Inc. (IRI) Intellicorp Records Irving Farms Marketing, Inc. Island Snacks Inc. Jade Produce LLC JJR Dist. DBA DiSilva Fruit Keeler Family Farms Keyplex LA & SF Specialty Produce LABELPAC Inc. Little Opee's Produce and Sales Loadsmart, Inc. Lodestone Diversified, Inc. Market Merchandisers, Inc. Market Solutions Mathis Farms Inc. ME Dept of Agriculture, Conservation & Forestry National Pecan Nature's Wild Organic Inc. Northwest Bagger O'Donnell Agency OMG Media & Marketing Orora North America Our Lady of America Ministries Packaging Resources, Inc. Pak-Tec, Inc. Palintest Pasco Foods Ltd. Patty's Herbs Philips Lighting PMD Inc. PORT TAMPA BAY Porto Pavino LLC Precision Agritechnologies LLC Precision Produce Inc. Prime Link Express Inc. Produce Capital Group LLC Produce House LLC QProducts & Services Radiant Industrial Solutions Reliant Hydration Inc River Fresh Farms Riviere Rubin Brothers Produce Corp. Sadex Corporation Saladworks LLC SBS Brands Serenata/Aromatica Sesotec Inc. Snack It Forward
Southern Sun LLC Stratus Group SunMoon USA LLC Super King Markets Terra Exports LLC The Fresh Market THF Hubery LLC Tropical Specialists United With Earth Corp. US Freight Veggie Noodle Co. W. R. Vernon Produce Co. Walsma & Lyons, Inc. Wisdom Adhesive Worldwide Zummo Inc. NEW PMA FLORAL MEMBERS BRAZIL Cearosa Agricola Ltda. CANADA Fernlea Flowers Ltd. Hollandia Greenhouses Pottery Direct Intl. NETHERLANDS Royal Van Zanten BV TAIWAN Pleasant Integrity UNITED STATES Airgas USA Blooms USA Design Master Color Tool, Inc. DWF Wholesale Florist Fantasy Farms, LLC Floranation LLC Gallup & Stribling Orchids LLC International Floral Distributors Kendall Farms McCahon Floral Natural Flowers, Inc. Optimara Group Pinnacle Flowers LLC River Ridge Farms Soy Essentials LLC StemPro Systems Ltd. Sunne LLC TC Floral TOCM LLC Dba A Touch of Country Magic Vivo Floral LLC Zephyr Solutions
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Thank you to our valued Gold Circle Campaign Supporters PMA’s Gold Circle mission is to protect the public health by providing fresh fruits and vegetables that give consumers a safe and healthy eating experience — every bite, every time. These efforts are made possible by the generous contribution of $1,000 from each of the following industry leaders.* To learn more about becoming a Gold Circle Campaign Supporter, please visit pma.com/GoldCircle. *Gold Circle members as of July 21, 2016
AUSTRALIA
Gourmet Garden Herbs & Spices Louis Melbourne Sydney Markets, Ltd.
BRAZIL
Citricola Lucato, Ltda. Itaueira Agropecuaria, S/A CANADA A & W Food Services of Canada, Inc. Accu-Label, Inc. Canadian Produce Marketing Assn. Double Diamond Farms Fresh Taste Produce, Ltd. Highline Mushrooms Lakeside Produce Mastronardi Produce Mucci International Marketing Nature Fresh Farms North American Produce Buyers Okanagan Specialty Fruits Inc. Ontario Greenhouse Vegetable Growers Oppenheimer Group, The Peak of the Market Provincial Fruit Co., Ltd. Pure Hothouse Foods, Inc. Red Sun Farms Sobeys, Inc. Sun Rich Fresh Foods, Inc. Sunny Sky Produce Ltd. Westmoreland Windset Farms ITALY Unitec S.P.A. MEXICO Agricola Amigo S PR Coliman Grupo S.A. de C.V. Enviro Tech LA, S.A. de C.V. NEW ZEALAND Compac SOUTH AFRICA Freshworld (Pty), Ltd. SPAIN Fruits CMR SA UNITED STATES 4Earth Farms A & J Produce Corp. A.J. Trucco, Inc. Able Freight Services, Inc. Ace Customs Broker, Inc.
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Ag-Fume Services, Inc. AgroFresh Akin & Porter Produce, Inc. Alpine Fresh, Inc. Alsum Farms & Produce Inc. Andrews Brothers, Inc. Apache Produce Imports, LLC Apio, Inc. Archibald Fresh Associated Wholesale Grocers Awe Sum Organics, Inc. Babe Farms, Inc. Bailey Farms, Inc. Bard Valley Medjool Date Growers Beachside Produce, LLC Bejo Seeds Inc. Bella Verdi Farms Ben B. Schwartz & Sons, Inc. Ben E. Keith Foods Ben Litowich & Son, Inc. Bengard Ranch BFC Associates Birko Blue Book Services, Inc. Blue Creek Produce, LLC. Bonipak Produce Co. Borton & Sons, Inc. Boskovich Farms, Inc. Bozzuto's, Inc. Braga Fresh Family Farms Brinker International Bronco Packaging Corp. Burris Logistics C & D Fruit & Vegetable Co. C.L. Services Inc. CA Leafy Greens Marketing Agreement Cady Bag Company Caito Foods Services, Inc. Cal Fresco Calavo Growers, Inc. California Avocado Commission California Pear Advisory Board California Sun Dry Foods Capespan North America Carlson AirFlo Merchandising Systems Castellini Company Catalytic Generators, LLC CDS Distributing, Inc. Charles E. Gilb Company Cheesecake Factory Incorporated, The Chelan Fresh Marketing CHEP Chiquita Brands N.A. Church Brothers Farms Ciruli Brothers Classic Fruit Company CMI Columbia Marketing Intl
Coast Citrus Distributors Coast To Coast Produce, LLC Coastal Fresh Farms, Inc. Coastal Sunbelt Produce Coastline Family Farms a dba of Sunridge Farms, Inc. Columbine Vineyards Concord Foods LLC Coosemans LA Shipping Coosemans Worldwide, Inc. Corona College Heights Costco Wholesale Country Fresh Mushroom Co. Critcher Brothers Produce, Inc. Crop Science, a division of Bayer Crown Jewels Produce Company Crunch Pak Dalena Farms, Inc. D'Arrigo Bros. Co. of New York D'Arrigo Bros. Co., of California Dave's Specialty Imports, Inc. Dayka & Hackett, LLC DFA of California DiMare Fresh, Inc. Diversified Restaurant Systems Dixie Produce, Inc. DNE World Fruit LLC Dole Food Company, Inc. Domex Superfresh Growers Driscoll's Duda Farm Fresh Foods, Inc. Dulcinea Farms-Pacific Trellis Fruit Duncan Family Farms, LLC Earthbound Farm Easterday Farms Produce Co. Eastern Produce Council Empacadora G.A.B., Inc. ERC Trade LLC Family Tree Farms Famous Software, LLC Field Fresh Farms Field Fresh Foods, Inc. Fillmore Piru Citrus FirstFruits Marketing of Washington Fisher Ranch Corporation Flagler Global Logistics Flavor Pic Tomato Co. Florida Specialties LLC Florida Strawberry Growers Association Food Safety Net Services Four Star Sales, Inc. Fowler Bros., Inc. Fox Packaging Franke Fresh Concepts, Inc. Fresh Gourmet Company Fresh Solutions Network, LLC
Fresherized Foods FreshPoint, Inc. Freshway Foods Freska Produce International, LLC Frieda's, Inc. G.O. Fresh Georgia-Pacific GFF, Inc. Giant Eagle, Inc. Giorgio Fresh Co. Giumarra Companies, The Gold Coast Packing, Inc. GR Produce, Inc. Green Ox Pallet Technology, LLC GreenGate Fresh, LLLP Greenhouse Produce Company Grocery Outlet, Inc. Growers Express, LLC Guy J. Varley, Inc. H. Brooks & Company Ham Farms, Inc. Harvest Sensations HarvestMark Hass Avocado Board Heartland Produce Company Hollandia Produce, L.P. Horton Fruit Company, The Houweling's Tomatoes Hugh H. Branch, Inc. Hyde & Hyde, Inc. IFCO SYSTEMS Index Fresh, Inc. Indianapolis Fruit Company International Paper Ippolito International J & J Distributing Co. J & K Fresh, LLC J&J Family of Farms J. C. Watson Company J. Marchini Farms J. Margiotta Company, LLC. JAB Produce Jac. Vandenberg, Inc. JOH John Vena, Inc. JR Simplot Company JSB Group, LLC., The JV Smith Companies Keystone Fruit Marketing, Inc. Kingdom Fresh Produce Kroger Co., The Kurt Zuhlke & Assoc., Inc. KVAT Food Stores, Inc. Kwik Lok Corporation L&M Lancaster Foods Legend Produce Leger & Son, Inc. LGS Specialty Sales, Ltd. Liberty Fruit Co., Inc. Limoneira Company Lipman Litehouse, Inc. Lowes Food Stores, Inc. Lowry Solutions, Inc. Maddan & Company, Inc. Manfredi Companies
Marc Glassman, Inc. Markon Cooperative, Inc. Martori Farms Maryland Food Center Authority McEntire Produce, Inc. Meijer, Inc. Melissa's Miami Agro Import Military Produce Group LLC Misionero Vegetables Mission Produce, Inc. Monsanto Company Monterey Mushrooms, Inc. Muranaka Farm, Inc. Murphy Tomatoes National Mango Board National Produce Consultants National Watermelon Promotion Board NatureSeal, Inc. NatureSweet, LTD Naturipe Farms, LLC. Navajo Agricultural Products Industry New York Apple Sales, Inc. Nickey Gregory Co., LLC Nonpareil Corp. North Bay Produce, Inc. North Shore Greenhouses, Inc. Northwest Horticultural Council Ocean Mist Farms Oneonta Trading Corporation Onions Direct LLC Orange County Produce Organics Unlimited, Inc. Pacific Coast Fruit Company Pacific International Marketing Pacific Tomato Growers PakSense Panorama Produce Sales, Inc. Pear Bureau Northwest Performance Food Group Phillips Mushroom Farms Potandon Produce, LLC Pratt Industries Premier Citrus Packers, LLC. Premier Mushrooms LP Premier Produce Prime Time International Pro Citrus Network, Inc. PRO*ACT, LLC Produce Packaging, Inc. Progressive Produce LLC Publix Super Markets, Inc. Red Blossom Sales, Inc. Redline Solutions, Inc. Rehrig Pacific Company Reichel Foods River Point Farms, LLC Rocky Produce, Inc. Roka Bioscience Roland Marketing, Inc. Roundy's Supermarkets, Inc. RSM US LLP S. Strock & Co., Inc. Sage Fruit Company Saladino's Sanson Company, The Sbrocco International, Inc.
Seald Sweet International Sendik's Food Markets Sensitech, Inc. Service First Logistics Inc. Shuman Produce, Inc. Sinclair Systems Int'l LLC SmartWash Solutions, LLC Smith Packing Inc. Sol Group Marketing Co. Southeastern Grocers Southern Specialties, Inc. Spokane Produce, Inc. State Garden, Inc. Stemilt Growers LLC Sterilox Fresh Success Valley Produce LLC Sun Belle Inc. Sun Pacific Sun World International, LLC. Sunkist Growers, Inc. Sunlight International Sales Sun-Maid Growers of California Sunrise Produce Company Superior Sales, Inc. Syngenta Corporation Sysco Corporation T. Marzetti Company Tanimura & Antle Taylor Farms, Inc. The Save Mart Companies Thermal Technologies, Inc. Tippmann Construction To-Jo Mushrooms, Inc. Tom Lange Company, Inc. TOMRA Sorting Solutions, ODENBERG & BEST Top Brass Marketing, Inc Total Quality Logistics, Inc. Trinity Fruit Sales Twist-Ease, Inc. Umina Bros., Inc. UniPro Foodservice, Inc. US Foods Valley Fruit & Produce Co. Ventura Pacific Company Village Farms, LP Vision Produce Company Volm Companies, Inc. Wakefern Food Corporation Wegmans Food Markets, Inc. Well-Pict, Inc. Wells Fargo Bank West Pak Avocado, Inc. Western Precooling Systems Westlake Produce Co. WestRock Westside Produce Wholesale Produce Supply Co. Wilcox Fresh WinCo Foods, Inc. Wish Farms Wonderful Citrus Wonderful Pistachios & Almonds Xgenex LLC Yakima Fresh, LLC Youngstown Grape Distributors, Inc. ZESPRI International, Ltd.
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THANK YOU FOR GROWING OUR INDUSTRY’S TALENT 2015 Industry Talent Fund Contributors $100,000 and above
$1,000 – $2,499
Produce Marketing Association
4Earth Farms A.J. Trucco, Inc. AgCareers.com Amazon Produce Network Dan’l Mackey Almy Alsum Farms & Produce, Inc. Aribel Aguirre-Beck Andrews Brothers, Inc. Babe Farms B&C Fresh Sales B&W Quality Growers Bland Farms Bronco Packaging Corp. Cathy & Ty Burns Buurma Farms, Inc. Coast Produce Company Continental Western Corp Costco Wholesale Cottle Strawberry Nursery Country Fresh Mushroom Company D’Arrigo Bros. Co. of New York Delaware Valley Floral Group Diversified Restaurant Systems D.L.J. Produce, Inc. DMA Solutions, Inc. Florida Fruit & Vegetable Fox Packaging Four Seasons Produce Frieda’s Inc. Hyde & Hyde, Inc. Index Fresh, Inc. Jim Gorny Krivanek Consulting, Inc. Lakeside Produce Jim and Marcia Leimkuhler MIXTEC Group One Banana North America Corp. Oneonta Starr Ranch Growers Overwaitea Food Group Julie Petrovick Margi Prueitt Rainier Fruit Company Red Sun Farms Janis and Jim Richter RPE, Inc. R.S Hanline & Co., Inc. Sage Fruit Company Kent and Lynn Shoemaker
$75,000 - $99,999 Jay and Ruth Pack Family Foundation
$25,000 – $49,999 Taylor Farms
$10,000 – $24,999 AndNowUKnow Blue Book Services Castellini Company CHEP Consolidated West Distributing, Inc. FreshPoint The Giumarra Companies Lipman Oppy PRO*ACT Univeg
$5,000 – $9,999 Naturipe Farms Ocean Mist Farms Ontario Greenhouse Vegetable Grower Prime Time International Progressive Produce Corporation The HMC Group Marketing
$2,500 – $4,999 Boskovich Farms, Inc. Caito Foods Services, Inc. Field Fresh Foods Fowler Packing Company Harvest Sensations Houweling’s Tomatoes Indianapolis Fruit Company JV Smith Companies Alec Leach Legacy Farms Limoneira Company LGS Specialty Sales, Ltd. Sol Group Marketing Co. Spezzano Consulting Service To-Jo Mushrooms, Inc. Turbana Corporation Valley Fruit & Produce Wegmans Food Markets, Inc. Westlake Produce Company WJL Distributors, Inc.
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Bryan Silbermann Sunlight International Sales Sun World International, LLC Tanimura & Antle The Packer Tom Lange Company Vision Produce Company Wada Farms Marketing Group Wilcox Fresh
$500 – $999 AmeriFresh Leonard and Adrian Batti Bayshore Vegetable Brennan’s Farm Market California Strawberry Commission Capespan North America Capital City Fruit Co., Inc. Chris Cervini CMI Michael Cochran Concord Foods, Inc. Marty Craner Matt Curry Anthony D’Amico Duane and Antoinette Eaton Kevin Fiori G.O. Fresh Fall Creek Farm & Nursery, Inc. Mikel Hancock Hortifruit Imports Kingdom Fresh Produce Richard Owen Kelly and Brandon Jacob Jac. Vandenberg, Inc. Doug Ranno Marc Solomon Marsh Supermarkets North Shore Greenhouses, Inc. John & Lee Anne Oxford Smith Packing Inc. Vick Family Farms Partnership Max Yeater & Wendi Yeater Drew and Leslee Yurko
$100 – $499 Agricultural Marketing Services Nelia Alamo Juan Alarcon Anthony Barbieri Steve Barnard Randy Brittain Jerry Butt Alicia Calhoun Brian Cook JoAnn Davis Coast Citrus Distributors John Eliot Stephen Flashing Lorin Forester Fresh Gourmet Company Matthew Giddings Greenhouse Produce Company Barbara Hochman Michele Hoffman Jon & Yvonne Holder Jay Iverson Cheryl Kitchen Julie & Travis Koch Limex Sicar Jeff Mosqueda Mark Munger Howard Nager John Newell ProSource Produce Inc.
David Rhodes Sentier Systems, Inc. Richard Spezzano Jorge Suarez Jill Overdorf Eboni Wall April Ward Joe & Jeannie Watson WaudWare Incorporated Tracy Wise Hubert Worthen Xgenex LLC Larry Zink
Up to $99 Ashley Boucher Gail Carpenter Tony Cheng Kathy Coyle Christina D’Allacco Jennifer Denara Krystle Dowling Amanda Eaton Lynda Fisher Nicole Fullmer Paula Gonzalez Criztal Hernandez Jennifer Hernandez Alina Henry Jamie Hillegas Michelle Hudyma
Belinda Keota Jill LeBrasseur Mary Lenhoff Amy Marshall Kathy Means Shawn Merrifield Kyle McMillan Brian Moran Megan Nash Becky Roberts Dorothy Siegfried George Szczepanski Ed Treacy Nancy Tucker Danielle Vickery Robert Whitman
2015 Tribute Gifts Contributors names are listed in italics below honoree name. In Memory of Joseph P. Murray Center for Growing Talent by PMA Staff Captain Thomas R. Overdorf, USN, Retired Marguerite Prueitt
Our Contributors Are Helping to Attract University Students to Our Industry
Career Pathways has introduced 743 students to career options in our industry
65% took either their first job or internship
78% of those are still in the industry today
We invite you to make a gift to the Industry Talent Fund, our annual giving campaign in 2016. By making a contribution you will impact innovative and exciting talent solutions for our industry now and into the future.
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save the date PMA/CGTbyPMA Calendar of Upcoming Events Mark your calendar for these upcoming PMA and CGTbyPMA events… and watch your business grow!
OCTOBER
2017
Fresh Summit Oct. 14-16, 2016 Orlando, Florida USA Connect with more than 20,000 attendees and 1,000+ exhibitors from over 60 countries. Meet with experts, leaders and decision makers from every link of the supply chain. And see how today’s bright ideas are reshaping tomorrow’s produce and floral landscape. Don’t miss the future of fresh. freshsummit.com
Fresh Connections: Retail April 5-6, 2017 Philadelphia, Pennsylvania USA Fresh Connections: Retail is your opportunity to forge new strategic partnerships and understand the consumer trends shaping your business. We’ve designed a program that offers a combination of experiences you won’t find at any other industry event. pma.com/events/freshconnections-retail
CGTbyPMA Women’s Fresh Perspectives Leadership Breakfast Oct. 14, 2016 Orlando, Florida USA The Center for Growing Talent by PMA Women’s Fresh Perspectives leadership breakfast provides industry members with an opportunity to build meaningful relationships and gain career insights from our inspirational guest speaker. During this seated breakfast, a mix of industry newcomers and seasoned veterans will enjoy the opportunity to exchange ideas and information, and walk away ready for the challenges of the weekend. growingtalentbypma.org
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CGTbyPMA 5K Race for Talent Oct. 15, 2016 Orlando, Florida USA Runners and walkers will enjoy a 3.1-mile course around the Orange County Convention Center. This race will feature a performance T-shirt, race bag full of goodies, continental breakfast with coffee and juices, and a guaranteed fun time by all. growingtalentbypma.org
NOVEMBER PMA Fruittrade Latin America Nov. 9-10, 2016 Santiago, Chile PMA Fruittrade is where the global produce industry gathers to gain new contacts, new insights and new business opportunities in Latin America. Join more than 2,300 attendees and 120 exhibiting companies at this two-day conference. pmafruittrade.com
CGTbyPMA Women’s Fresh Perspectives Conference April 23-25, 2017 Miami, Florida USA The Women’s Fresh Perspectives Conference is developed specifically for women in the produce and floral industry regardless of their career stage, with a mission to cultivate women’s potential. The conference sessions will sharpen participants’ business acumen and further develop their leadership potential so they may advance their careers and bring additional value to their companies and organizations. growingtalentbypma.org
Foodservice Conference & Expo July 28-30, 2017 Monterey, California USA More than 1,700 attendees representing the entire supply chain gather at the PMA Foodservice Conference & Expo to create partnerships, meet future talent and gather insights on the latest trends and issues facing the foodservice industry. fsc.pma.com
Fresh Summit Oct. 19-21, 2017 New Orleans, Louisiana USA Connect with more than 20,000 attendees. And with exhibitors from 60+ countries, the expo floor is a global showcase. freshsummit.com
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