PMA fresh Magazine by Produce Marketing Association

O C TO B E R 2017

WORK SMARTER, NOT HARDER

fresh â&#x20AC;&#x201A; October 2017 Edition

contents

O C TO B E R 2017

8 FEATURES 20 WORKING SMARTER, NOT HARDER

5 WELCOME LETTER

PMA Chairs John Oxford and Jin Ju Wilder share highlights from this issue of fresh

6 GROWTH OPPORTUNITIES IN SUPERMARKET FLORAL 8

22 Addressing Labor Issues With Technology

26 Labor Force of the Future

28 Gen Z Consumer Trends

33 Consumer Tech Influences Purchasing Decisions

38 Personalized Nutrition

BENEFITS OF MENTORING

12 MEXICAN SUPPLIERS CAPITALIZE ON GROWTH IN FRESH 16 COMPETITION IN SOUTH AFRICAN RETAIL

continued

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contents

Managing Editor Danielle Vickery Art Director Marilyn Steranko

Production Manager Cheryl Kitchen Graphic Designer Tricia Kessler Advertising Sales Manager Robyn Florio

43 TRENDS IN MASS MARKET FLORAL

48 WELCOME NEW PMA MEMBERS

52 PMA GOLD CIRCLE

CAMPAIGN SUPPORTERS

54 CENTER FOR GROWING TALENT BY PMA CONTRIBUTORS

56 UPCOMING PMA

AND CGTbyPMA EVENTS

Save the date!

For subscriptions and address changes, call +1 (302) 738-7100. To view past issues, visit the Advertise page under Membership at pma.com. Editorial offices: fresh@pma.com Advertising offices: rflorio@pma.com Member services: solutionctr@pma.com © 2017 by Produce Marketing Association. All rights reserved. Materials may not be reproduced or translated without permission.

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A View from the Chairs

welcome One of the things we value most about PMA is the association’s commitment to members and helping each of us grow our business. Whether it’s in-person events around the world, new research and insights, or subject matter experts on the issues that matter most, PMA is there for us. Never resting on its laurels, PMA continually engages volunteers – more than John Oxford PMA Chair, 2016-17 L&M

400 of us – to provide the vision and guidance to keep ourselves, our companies and our industry healthy and prosperous. PMA offers leadership and resources on strengthening food safety, attracting and retaining the best talent, gaining efficiencies through technology, maintaining our future through sustainability, and the ever-important efforts to build consumption of members’ produce and floral products. This is truly an association by the members, for the members, delivering year-round, global value that every member can apply to grow their company. Thanks to everyone who helped make fresh possible – from our sponsors and

Jin Ju Wilder PMA Chair, 2017-18 LA & SF Specialty

advertisers to our authors and editors. We hope you’re taking advantage of all that PMA has to offer, starting with the insights in this magazine. There’s a lot more online, just check out www.pma.com/topics. Much of this content is for members only, so do log in to get it. This is one of the many benefits membership gives us. We hope you profit from this resource. Let’s grow!

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CONSUMBER DEMANDS FROM FLORAL

Growth Opportunities Abound in Supermarket Floral Supermarket floral buyers are looking to take advantage of the growth opportunities within the floral department. Most identify adding qualified personnel to offer full-service to customers, upgrading product with quality flowers and unique designs, and offering customers the convenience of e-commerce as the immediate opportunities. Full-service programs often include custom designs for events such as weddings, birthdays, anniversaries, graduations and funerals. While e-commerce is growing, most flower sales are still taking place in the actual store. To increase everyday sales, retailers are focusing on quality, eye-catching displays and product mix. Floral departments are leveraging the beauty of the product to create changing and interesting displays that capture the attention of shoppers. Retailers are also capitalizing on consumer trends such as convenience by increasing their array of bouquets, which is resulting in more everyday sales.

While e-commerce is growing, most flower sales are still taking place in the actual store.

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OPPORTUNITIES IN SUPERMARKET FLORAL

Supermarket floral sales on a per-store basis averaged approximately $223,078 in 2015, according to Produce Marketing Association (PMA) and Food Marketing Institute (FMI) research. Sales growth was modest yet healthy, as respondents reported year-over-year sales growth of 5.6 percent on average. The average value of a floral transaction was $12.56, and the average footprint of a floral operation was nearly 579 square feet. On average, the supermarket floral operation generates 1.4 percent of total store sales. All unarranged cut flowers comprised about three-fourths of all total floral sales in 2015, up about 20 percentage points from 2003, according to PMA and FMI’s research. There is strong sales growth and dominance in floral bouquets, roses and consumer bunches over the past decade. The supermarket quest for freshness and quality from suppliers in order to increase shelf life mirrors what is important to consumers. Consumer demands fall into three main areas: product attributes, store presentation and the perception of value.

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Leadership Development, Retention Among Benefits of Mentoring All employees need help from time to time, especially in the beginning of their careers. Unfortunately, mentoring tends to get pushed to the side when work pressures mount. Overlooking this tried-and-true corporate strategy can be a mistake though, especially for organizations wanting to streamline operations and boost growth. That might explain why more than 71 percent of Fortune 500 companies offer mentoring programs â&#x20AC;&#x201C; the benefits are too big to ignore.

LEADERSHIP DEVELOPMENT Employers are having a difficult time finding employees ready and able to move up to executive leadership positions. Every company requires a unique set of skills from their

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Over 79 percent of millennials see mentoring as pivotal to their career success, and when they find it lacking, they’ll move on to another company that makes it a priority. executives, and mentoring provides an opportunity to

ployees not knowing how to do their job. By providing

nurture talent from within and shape potential leaders to

personal, one-on-one advice to employees, companies

meet your company’s specific needs. It’s the easiest and

can avoid the burden of constantly hiring and training

most cost-effective way to fill managerial holes that inevi-

new employees.

tably arise over time.

PRODUCTIVITY When employees feel lost, they require more attention from middle management and get less done.

As you move forward in creating or further developing your own company’s mentoring programs, keep in mind that it’s imperative to provide a clear pathway for employees to utilize that gained knowledge.

Sometimes they don’t even want to approach their supervisors out of fear of seeming incompetent, which results in even more wasted time. That puts a noticeable strain on a critical layer of a company. Mentoring gives employees the opportunity to actively learn on the job and better contextualize company expectations through the guidance of someone who’s been in their shoes yet isn’t their direct supervisor. Mentoring gives employees more room to grow while freeing up their managers’ time for higher-level responsibilities. It’s a win-win for both.

EMPLOYEE RETENTION There’s no doubt that retaining talent is crucial to your organization’s success, and mentoring is hugely helpful when it comes to boosting employee engagement and retention. Over 79 percent of millennials see mentoring as pivotal to their career success, and when they find it lacking, they’ll move on to another company that makes it a priority. Studies have also found that a high percentage of turnover is directly caused by em-

Learn more about the Center for Growing Talent by PMA’s mentoring initiative at growingtalentbypma.org/resources/mentoring. 10 fresh October 2017 Edition

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How can Mexican fresh produce suppliers exporting to the U.S. capitalize on the growth in fresh? In general, Mexican exporters benefit from any increase in fresh produce sales for retailers as this additional fresh produce demand systematically creates higher volumes that need to be supplied throughout the produce supply chain, regardless of the particular Mexican exporter’s customer, such as an importer, broker, distributor, wholesaler or re-packer.

MEXICAN SUPPLIERS MUST ENSURE FASTER AND FRESHER DELIVERY Now more than ever, Mexican suppliers need to work more closely with their supply chain partners to ensure cold chain integrity while reducing transportation time, so Mexican fresh produce arrives at its destination faster and fresher. It is a big challenge for Mexican suppliers shipping sensitive fruits and vegetables from southern regions in Mexico to the U.S. to maintain freshness. Some of these commodities are mangoes and hot peppers, since the average shipping time from field to

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the border is approximately three days, and depending on the final market destination, it could take between one and up to five days for these products to arrive. Suppliers can explore global packaging trends and options to extend shelf life and reduce food waste.

MEXICAN SUPPLIERS CAN CUSTOMIZE AND PROMOTE FRESH PRODUCE PRODUCTS WITH RETAILERS By working closely with retail partners, suppliers can create solutions for consumers and help retailers differentiate offerings, thus providing consumers additional options to increase their fresh produce purchases for more at-home eating occasions. Many large Mexican suppliers are customizing products to meet retailers’ needs. Some examples include Empacadora GAB with their Mr. Lucky’s mix salads and four-pack tomatoes, and Cocanmex with Roger’s Garden Gourmet ready-

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to-eat peeled mango, pineapple, coconut, carrot, cantaloupe and cucumber. Additionally, major Mexican suppliers usually align with retail customers to jointly promote their fruits and vegetables, especially during the peak of the season. Some examples of Mexican fruits and vegetables that are regularly promoted at U.S. retail stores are table grapes, mangoes, tomatoes, berries and avocados, among others.

ARE MEXICAN SUPPLIERS IMPACTED BY CONSUMERS’ INCREASING DEMAND FOR “LOCAL” U.S. PRODUCE? For Mexican suppliers who are aware of consumers’ increasing demand for local produce in the U.S., they rely on both the ambiguity of defining local, and the continued U.S. dependency on Mexican produce supply. In order to export fresh fruits and vegetables to the U.S., Mexican suppliers need to meet U.S. label regulations, which require the country of origin description on packaging, and must comply with the bioterrorism law, food safety certifications and other regulations and quality standards required by either U.S. authorities, or by retail customers. It is ultimately up to the U.S. consumers to decide what fruits and vegetables they are willing to buy and consume based on origin. Many U.S. consumers are already conscious about the fact that many fruits and vegetables need to be sourced from different countries at different times of the year, as they are not grown in the U.S. on a year-round basis.

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Competition Increases in South African Retail Environment The grocery retail environment in South Africa is extremely competitive with many retailers focusing on a price war, competing for prime store locations, training staff, modernising their stores with wider aisles and offering dedicated product category alcoves for easy navigation, according to Euromonitor International. Mixed retailers such as mass merchandiser Game and Makro, as two of the retail brands under Massmart Holdings, recently presented additional competition to grocery retailers by increasing their product lines to different types of fresh food. As a result, mixed retailers with a food component recorded increases in their customer flows. Massmart also introduced its perishable food brand Game Foodco in October 2013, as well as Makro Fresh brands and the Cambridge outlets. Shoprite continues to command approximately 20 percent of the grocery retailer market share due to its expansive network across numerous channels such as supermarkets, discounters and hypermarkets. It has 14 distinct brands across all market segments. Shoprite is positioned as a low-priced retailer playing to the price sensitivity of consumers. Checkers caters to the upperincome customer, focusing strongly on fresh produce and offering a wide range of choice foods. U-Save focuses on the needs of the lower income. OK Franchise Division is a franchise business of supermarkets that provide independent retailers and entrepreneurs the opportunity to build successful businesses. Freshmark is the Group’s fruit and vegetable procurement, buying and distribution arm, and is a substantial business in its own right. It supplies fresh produce, fruit and vegetables to Group stores within South Africa, and to most of its outlets in other parts of the continent. Pick ‘n’ Pay ranked second in grocery retailers with 13 percent of the market share. Pick ‘n’ Pay had the larg-

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Game and Makro, as two of the retail brands under Massmart Holdings, recently presented additional competition by increasing their product lines to fresh food. est market share between 2003 and 2007, but could not keep it up and continues to experience increasing competition from other retailers, high operational costs, outdated systems and a lack of investment in centralised distribution, according to Euromonitor International. There is increased visibility of Food Lover’s Market Holdings and its group of businesses. The company’s market share in grocery retailers continues to increase

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and is 3 percent in the channel. Initially trading as a specialist retailer of fresh fruit and vegetables, Food Lover’s Market has continued to expand its presence within grocery retailers by rolling out more outlets across the country. The group has also entered into a partnership with Waitrose to offer both entry-level and premium products. As a result of this partnership, Food Lover’s Market now holds the exclusive rights for Waitrose in South Africa and other parts of the African continent. SPAR’s independently owned and operated retailers – including SPAR, SUPERSPAR and KWIKSPAR – command 9.5 percent of the grocery retail market share in South Africa. SPAR is a group of independent retailers and wholesalers committed to sharing market Price wars are expected to continue as knowledge and retailers expand their footprints, presentinformation under the SPAR Brand. ing an opportunity for the country’s SPAR Group Ltd leading grocery retailers to increase operates six distritheir private-label product lines. bution centres, and supplies goods and

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services to almost 800 SPAR stores in South Africa. SPAR has a presence in 12 African markets, which accounts for 17 percent of its global retail turnover. Woolworths has 3.7 percent of the grocery retail market share in South Africa. It prides itself in consistently offering high-quality food. Woolworth’s Food business achieves a 20 percent share in national fresh produce sales in South Africa. It believes building customer loyalty by understanding and meeting their needs is critical. Woolworths expects to open fewer but larger food stores in the near future. It looks to expand its footprint of their existing stores as they find customers are willing to increase the content of their baskets within a larger store environment. South Africa’s leading grocery retailers are expected to open more convenience stores in an effort to benefit from the growing demand for convenience. They are also expected to increase their digital presence by investing in internet retailing facilities and websites that are mobile-friendly. Price wars are expected to continue as retailers expand their footprints, presenting an opportunity for the country’s leading grocery retailers to increase their private-label product lines.

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Working Smarter, Not Harder Limited availability of land, labor and water, coupled with increasing regulatory pressures and rising consumer expectations of a safe, environmentally sustainable, socially responsible approach to food and floral production, continue to challenge the produce and floral supply chains to think differently about how they can meet increasing demand. These global challenges are accelerating the development and adoption of technologies, and rekindling a spirit of innovation to “work smarter” in the agriculture industry. The ability to generate, collect, analyze and share data through ever-increasing computational capacity is coinciding with equally impressive achievements in the worlds of biology and genetics, sensor technology, robotics, communications and logistics. Greater computational capacity allows the industry to better understand production and supply chain efficiencies that can help contain costs, ensure on-time market deliveries, reduce the risk of foodborne illnesses and reduce product shrinkage. This means making sense of data — whether from food safety systems or logistics — is key to future business models.

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Technology A d v a n c e s

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Technology

Advances How working smarter will ease labor issues

by Dr. Bob Whitaker, Chief Science and Technology Officer, PMA

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Technology A d v a n c e s The agricultural industry is built on the backs of manual labor. According to the U.S. Department of Agriculture, the average number of farmworkers has declined steadily over the last century from roughly 3.4 million workers to just over 1 million. In the 12 years from 2002-2014, agriculture saw a decrease of 20 percent in the number of full-time field and crop workers, resulting in a loss of $3.1 billion in farm revenue each year. The decline can be attributed to numerous factors, spanning from an aging workforce to a reduction in immigration to laws increasing the minimum wage to the increase in technological advances in the industry.

These factors have led growers, shippers, processors and logistics providers in the produce and floral industries to signal labor shortages as a critical issue. According to Grower Shipper Association of Central California, labor-related issues ranked first (immigration reform, farmworker housing, labor costs, wages and workersâ&#x20AC;&#x2122; compensation) in a survey of critical business issues, outdistancing other critical issues like water and food safety. Most recently, increases in minimum wages and overtime regulations in California and elsewhere have made the cost of labor a frontand-center pain point in the produce and floral industries. As technological advancements continue, and the costs associated with that technology decline, more and more automated solutions will be refined and adopted for growing, harvesting, packing, processing and warehousing operations. Automation on the farm depends on the use of collections of technologies to create more efficient and effective farming operations. Historically, automation activities have been focused on planting and crop harvest, as these activities are often the most labor intensive, though mechanization has long been a focus for processing operations.

As technological advancements continue, and the costs associated with that technology decline, more and more automated solutions will be refined and adopted for growing, harvesting, packing, processing and warehousing operations.

Investments in technology are sweeping the produce and floral industry. To compensate for the diminishing supply of field labor, companies are developing and/or adopting specialized technologies for use at all crop stages: planting, growing and harvesting. Precision agriculture, mechanized harvesting aids, various sensors and data collection tools and pallet movers are just a few examples of technologies being implemented today to satisfy labor needs at the field-level. Similar efforts are already in place or being developed for packinghouses and processing plants with wash-water quality sensors, robotic arms, carton formers, vertical and horizontal packing machines and optical sorting equipment. For real-world examples of automation, look to the 46 percent of greenhouse growers investing in production equipment and functional automation due to the decreased availability of labor, according to greenhousegrower.com. Automation has expanded growing operations and provides flexibility for employees to focus on higher-priority operational issues. Another example is mechanical harvesters, manufactured by Agrobot and Wish Farms, for strawberries that pick ripe fruit using robotic arms based on the berryâ&#x20AC;&#x2122;s color. When contemplating the issue of overcoming labor shortages and how an operation might solve for this issue using technology, it is important to develop a strategy or roadmap. Knowing your operation will allow you to understand which areas you can improve with technology. It is important to understand how implement-

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ing a single technology or automated system will affect the entire production system. To create a smarter workplace, all systems and product flows need to work together. The goal is not to create stand-alone autonomously operating units, but to have an integrated, comprehensive, more labor-efficient system. We can learn from companies on the cutting edge of such implementation. Take, for example, the Ramsey Highlander harvester that utilizes water jet cutters to harvest Taylor Farms romaine lettuce. What may get lost in the initial design and technical elegance of the harvester are the modifications Taylor Farms later made in order to fully take advantage of the automated harvester. Ground preparation, romaine variety selection and the harvest platform itself had to be adjusted to ensure customers would continue to receive high-quality products. In other words, a systems approach is critical to the overall success when implementing a new technology. Technology can also help you work smarter by providing greater access to information and enabling more timely and informed decision making. There has been an explosion of computers and hand-held devices in the last decade creating increased computational and analytical capacities at decreased costs. This creates opportunities for acquiring, storing and analyzing data that is playing out across every facet of our lives; including along the global produce and floral supply chain. It used to take three or four

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people to collect wash water quality data in a packinghouse or processing plant, but this can now be done with a single computer and properly arrayed sensors. The daily passes through an orchard by a grower in advance of harvest to discern fruit maturity can be accomplished with an aerial drone equipped with digital cameras. Certainly, technology can offer operators alternatives for performing certain operational tasks or replacing conventional practices that require less direct labor input. Futurists are predicting that within the next 15 years, supply chains will be completely autonomous and self-orchestrated with manual labor replaced by drones, robots and unmanned trucks guided by artificial intelligence (AI) enabled computers running the operations. Amazon, typically presented as one of the leaders in developing innovative technologies for improving their supply chain, has a fleet of 45,000 robots in its warehouses and is experimenting with delivery using drones and self-driving trucks, and even filed a patent for a flying warehouse held aloft by blimps. The floral and produce industries need to pay attention to pioneers and early adopters to glean what we can from their innovative supply chain ideas and experimental technologies. Lastly, it is important to look at hiring practices for future workers in the agricultural industry. These employees will need to be

Technology A d v a n c e s workers who not only know how to work with currently available technologies, but will also be able to learn and adapt to new and evolving technologies as they are introduced. The produce and floral industries have long been fast-paced, 24/7 operations, often in less than comfortable working environments and comparatively lower paying. To attract the best talent equipped to adopt new and emerging technologies and move us to the next level of innovation, we are going to have to create more inviting work conditions and adjust our business cultures to value technically trained employees. One last point for consideration: Be realistic. Too often, companies can become over-ambitious when implementing exciting new technologies. To overcome the labor challenge, the produce and floral

A shift from manual labor toward a more skilled, expert workforce will permit companies to integrate systems that allow them to work smarter. industries must undergo and embrace change. The drive to innovate will reshape operations and allow for an increase in automation and robotics. A shift from manual labor toward a more skilled, expert workforce will permit companies to integrate systems that allow them to work smarter. By relying on technology to carry out routine tasks, companies can change their labor needs, but itâ&#x20AC;&#x2122;s going to take people who are comfortable with engineering, data analysis, product development and agriculture to make this shift possible. In the end, it is important for each operation to understand what does and does not make sense for their business.â&#x20AC;&#x201A;

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Labor Force of the Future

The future of agriculture rests in the ability to adapt to new and evolving technologies to move the industry forward and finding workers willing to evolve with it. 26 fresh â&#x20AC;&#x201A; October 2017 Edition

Technology A d v a n c e s Many human tasks will eventually be replaced by computerized technologies. How much of the workforce will be displaced is yet to be seen. According to one report published in 2013 by Oxford University’s Oxford Martin Program on Technology and Employment, 47% percent of U.S. jobs are at risk from automation. A PricewaterhouseCoopers March 2017 report suggests 38 percent of U.S. jobs are in jeopardy to automation. A 2015 USDA report found that an estimated 57,900 college graduates with a degree in agricultural programs will be needed annually to fill jobs in food, agriculture, renewable natural resources and environment fields. Currently, the U.S. is averaging 35,400 graduates with a bachelor’s degree or higher in ag-related fields annually, enough to fill only 64 percent of the available positions. Nearly half of the jobs available are projected to be in management and business, while 27 percent will be in science, technology, engineering and mathematics (STEM) fields. Another 15 percent will be in food and biomaterials production, with the remaining 12 percent in the fields of education, communication and governmental services. In the next five years, the report predicts strong employment markets for e-commerce managers and marketing agents, agricultural science educators, crop advisors and pest control specialists. In STEM fields, job opportunities will be strongest for food and plant scientists, specialists in sustainable biomaterials and precision agriculture, and water resources scientists and engineers. The top 50 U.S. ag schools and colleges offer anywhere from four to 22 agricultural majors. Many universities with strong agricultural programs offer courses in agricultural technology, although the number and type of courses differ significantly. U.S. land grant universities offer undergraduate and graduate programs in sustainable agriculture as well as graduate programs in agricultural engineering. However, quite often, what students learn in the classroom does not fully equip them for the marketplace. A report by the World Economic Forum predicts that five years from now, over one-third of the skills considered important in today’s workforce will have changed. According to the report, when asked what skill sets are critically important for their

Nearly half of the jobs available are projected to be in management and business, while 27 percent will be in science, technology, engineering and mathematics (STEM) fields. industry by 2020, survey respondents consistently named the ability to analyze data and to market innovative products and services to clients and consumers. In general, there will be a higher demand for strong interpersonal and collaborative skills such as persuasion, emotional intelligence and the ability to teach others. In the coming decades, artificial intelligence, robots, automated machines, quantum computing, nanotechnology and many others will undoubtedly replace and reshape much of our daily work. However, at the same time new jobs we cannot even imagine today will be created. The optimist may see all the new job opportunities and argue that they far outweigh the job losses. Of course, it is easy to support this view with countless examples of jobs that exist today that no one even imagined 100 years ago (think about the long-forgotten jobs of stagecoach builders, blacksmiths, switchboard operators and typesetters). Many believe the world is facing another major industrial revolution that will bring unprecedented change to the global labor force’s job descriptions. Recognizing and understanding not only the industry’s workforce needs and challenges, but also those of your own company, will be crucial in successfully navigating the rapidly evolving marketplace.

A report by the World Economic Forum predicts that five years from now, over one-third of the skills considered important in today’s workforce will have changed.

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Generation Z Consumer Trends As anyone who’s recently been to a college or university campus can tell you, foodservice on these campuses has gotten very sophisticated. It has shed a lackluster image and transformed into one of the most innovative segments in the foodservice industry. And much of this transformation is in response to the expectations of its latest customers – the oldest members of Gen Z, who now range between 18 and 21 years of age. TODAY’S STUDENTS, TOMORROW’S LARGEST CONSUMER GROUP Born between 1995 and 2010, Gen Z currently makes up 25.9 percent of the U.S. population, has $44 billion in spending power and by 2020 will account for close to 40 percent of the U.S. population, according to some estimates. By then, their spending power will grow exponentially as they become the largest group of consumers worldwide, which has marketers paying close attention to them as they transition to adulthood. They share many similarities with millennials and are described by most demographers as determined, innovative, confident, collaborative and culturally diverse. Highly entrepreneurial, tech-savvy, self-reliant, pragmatic and adept are other descriptions of this group. In an effort to stay ahead of the curve, many marketing professionals are trying to understand what motivates Gen Z, how they like to be communicated with, what they like to eat, and how they think. Market research firm Technomic conducted an online survey of 1,500 full-time college and university students to learn some of these answers. The results closely mirror the preferences of the broader population reflected in modern campus foodservice operations’ top priorities:

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• Serving fresh and healthy menu items • Delivering convenience, customization and flexibility • Leveraging technology • Featuring diverse, globally influenced flavors • Demonstrating social/environmental responsibility and transparency

FRESH AND HEALTHY This cohort believes in healthy eating, and they walk the talk. Fresh and healthy food remains a top demand on college campuses, according to a survey conducted by Chicago-based research & consulting firm Y-Pulse. They crave exciting, global flavors and gravitate toward the foundations of the Mediterranean diet: lots of fresh fruits and vegetables, small amounts of animal protein, beans and olive oil. Fresh juice and smoothie bars continue to outsell traditional sodas with this group. More of their preferences feature smaller portions of animal protein as an optional complement to a plantbased dish or even as a side dish item versus the center of the plate. And the move to more plant-based entrées and lower-sugar desserts and beverages continues to gain momentum in college and university dining. Even when they want to indulge, they want healthy options

available such as pizza with toppings that include healthy choices. For Gen Z students, like much of the general population, fresh implies nutrition, quality and an appealing taste. They believe that fresh ingredients are healthier than their canned and frozen counterparts, which is likely why, of all the health terms measured, students are most willing to spend more on fresh foods. Compared to 2013, students say they are more willing to pay an upcharge for vegetarian, vegan and gluten-free foods, among others. As more of Gen Z adopts these special diets, foodservice operators, retailers and their produce suppliers will need to consider how produce will help them meet the special dietary needs of this population.

CONVENIENCE, CUSTOMIZATION AND FLEXIBILITY Students want food that is fast and inexpensive yet healthy and high-quality. Not surprisingly, college and university studentsâ&#x20AC;&#x2122; timestarved schedules lead them to rely heavily on foodservice, both on and off campus, because of its convenience. But students expect meals to fit their schedules. That can translate into any number of preferences, including extended hours for ordering, serving, delivery or pickup as well as portable meal and snack options. As dayparts continue to blur, foodservice operators are finding they must be flexible to accommodate evolving eating occasions and the desire for customization.

Compared to 2013, students say they are more willing to pay an upcharge for vegetarian, vegan and gluten-free foods, among others.

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Though they remain a leading off-campus foodservice source, fast-food restaurants have now fallen slightly behind grocerystore prepared-foods as a go-to source. Students seeking fast, quality takeout that they can customize to suit their cravings likely find grocery-store prepared foods to be a good fit for their needs. In fact, 51 percent of college students surveyed said they want to see more grocery stores at their schools. In addition to traditional foodservice locations such as dining halls, fast food chains and convenience stores, students are increasingly purchasing food and beverage from food trucks,

food carts, kiosks and fresh-food vending machines because of the convenience, flexibility, low prices and unique items they offer. Ensuring their products are available in these nontraditional foodservice locations could help produce marketers ensure their products stay top of mind and drive sales with this generation.

LEVERAGING TECHNOLOGY

Like most of the population, ease of ordering and speed of service are extremely important to college students. These students expect fresh and flavorful food that is prepared to order, when and where they want it, without waiting. And campus foodservice operators are responding to this preference by leveraging technology and creativity to get information, The farm-to-table social access and food to students faster. movement shows no They are using apps, kiosks, mobile signs of slowing and ordering and venues designed to accommodate enhanced ordering, is creating the need payment, express pick-up, grabfor solutions to and-go, and delivery service. help operators Foodservice operators are also using social media to engage with students, accommodate local receive feedback and elicit interest and seasonal items. in new offerings. For this generation, smartphones dominate daily communication and searches, making it crucial that websites are highly mobile friendly.

DIVERSE, GLOBAL FLAVORS Having grown up as one of the two most ethnically diverse generations and having developed discerning palates, itâ&#x20AC;&#x2122;s not surprising that Gen Z craves diverse, global flavors. Campus foodservice operators have evolved to meet those expectations, which often means incorporating new equipment options, cooking techniques and ingredients into their menu offerings to provide the variety and authentic ethnic cuisines Gen Z expects.

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A D V E R T O R I A L

Celebrating 100 Years of Naturipe

For over 100 years the Naturipe® brand has brought dedication, commitment and premium quality berries to the produce industry through its unique partnership of fresh berry growers. Whether they oversee a small family homestead or a large estate, Naturipe growers define themselves less by commercial success and more by their close harmony with nature. As a group, the growers are able to provide consistent and diverse seasonal crops. By sharing resources, skills, labor and knowledge, they are better farmers and in turn strengthen the local farm community. Cultivating with care and unwavering efforts of sustainable farming, social responsibility and growing premium quality berries since 1917 is a milestone achieved by the generations of family farmers across the globe, whose unyielding tenacity, passion and integrity goes into producing every delicious, vibrant berry the “Naturipe Way”. The legacy continues today, as Naturipe serves as an industry leader in producing healthy

and delicious fresh berries and avocados, and value added berry products including: ready to eat, IQF, juices, concentrates, purées and more, with production primarily from the most optimal growing regions in North and South America. The diverse grower base and focus on innovation ensures year-round availability of a full line of “locally grown” and “in-season global” conventional and organic produce.

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High expectations for ethnic and unique foods may also be due to the increased availability and awareness of diverse cuisines. Students are increasingly interested in trying more ethnic foods and beverages, and a quarter of students would be willing to pay more for ethnically inspired foods. Students are most likely to purchase foods with Mexican, Chinese or Italian flavors, mirroring the general population. However, students are more interested than the general population in adventurous cuisines such as Japanese/sushi, Mediterranean, Thai and Indian food.

TRANSPARENCY AND SUSTAINABILITY College and university students are accustomed to having information readily available. That, combined with their concerns about the food system’s impact on people and the planet, are creating new standards for transparency around their schools’ sustainability efforts – particularly as they relate to social and environmental responsibility.

Another top concern for college students is aggressively reducing the food waste produced and diverting wasted food from landfills. There are three key themes driving sustainability efforts in campus dining with local sourcing leading the way, followed closely by reducing waste and embracing the farm-to-table movement. On college campuses, local sourcing translates into investing in local agriculture, partnering with local farms and investing in campus-owned and/or student-operated farms, greenhouses and gardens supplying sustainable produce. Another top concern for college students is aggressively reducing the food waste produced and diverting wasted food from landfills. In response, college dining operators now track and redistribute perishable prepacked food items that aren’t selling in one outlet to other campus outlets, donate excess food to shelters and soup kitchens, and train kitchen staff to produce less waste as they prepare food. The farm-to-table social movement shows no signs of slowing and is creating the need for solutions to help operators accommodate local and seasonal items. This may include everything

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from maximizing space for fresh produce washing and prep; reducing food safety risks; and preserving seasonal produce items for year-round use. Colleges and universities are demonstrating their commitment to sustainability through other tactics including: • Implementing tray-less dining, plated meals, reusable mugs and recyclable packaging • Employing full-time sustainability coordinators in dining services • Executing short-term and long-term comprehensive plans for improving sustainability in foodservice Some sustainability measures, such as waste reduction and on-campus gardens, can lower costs and provide on-campus operators with a competitive edge over off-campus independents. Social responsibility is a far-reaching framework that impacts both people and the environment; therefore, it is no surprise that it is a top purchase and price-point driver for students. They believe that treating workers right is more important than other environmental and social initiatives, although environmental initiatives such as recycling, waste reduction and sustainable ingredients are also highly important to students. Sustainability, as well as social and environmental responsibility, are considered baseline expectations in today’s college foodservice dining programs, signaling the broader expectations around transparency. Campus dining operators are responding to students’ high expectations for transparency by ensuring easy access to information related to the food they are buying by providing nutritional content, ingredient sourcing, providing visible food prep lines and on-demand cooking stations along with a suite of other practices.

FINAL THOUGHTS While most marketers have been focusing on millennials for the past several years, they are also bringing Gen Z into focus as that generation prepares to assume their role as the largest group of consumers in the next few years. As college students, the oldest members of Gen Z are figuring out who they will be as adult food consumers, and these decisions will follow them into the marketplace long after graduation. Fortunately, their preference for fresh, healthy, convenience, customization and flexibility aligns neatly with key attributes of fresh produce and presents the potential for produce marketers to make this group customers for life.

Consumer Technology Influences Purchasing Decisions The consumer purchasing experience for fresh produce is changing rapidly, thanks to a number of technological advances that are creating customers who are more empowered than ever when they walk into the grocery store. These technological advances are helping consumers in their pursuit of quality, sustainability and accessibility. And the produce and floral industries are adapting to the latest developments in order to remain relevant to consumers.

QUALITY Those strawberries on the produce counter are red, plump and in season, but how do they taste? A new molecular-sensing

smartphone, unveiled at CES 2017, promises to answer that question with the click of a button. The Changhong H2 claims to be the only phone with a material sensor that can scan and analyze physical objects. For example, the phone will have the ability to absorb light reflected from a food in the user’s hand, determine its unique molecular fingerprint and rate its quality. A promotional video for the phone calls this a “scan for sweetness.” This molecular-sensing technology is just one example of tools to help ensure the quality of fresh fruits and vegetables. In recent years, the iWatermelon and watermelon prober smartphone apps have claimed to determine the quality of a watermelon based

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on analysis of the sound Historically, a person’s access to fresh it produces fruits and vegetables has been when tapped. Likewise, the limited to the grocery stores or Harvest app is farmers markets within convenient one of several driving or walking distance. apps that provides information about seasonal produce based on the user’s location, tips for selecting the best produce, storing instructions, data on pesticide levels and recommendations on buying organic. These and other quality-focused tools demonstrate that customers are looking to technology to ensure that their money spent on fresh fruits and vegetables isn’t going to waste.

SUSTAINABILITY Consumers are increasingly aware that the food on their table has a global impact. Forty-one percent of consumers listed “sustainability” as a factor influencing purchasing decisions in 2016, compared to 35 percent in 2015, according to the International Food Information Council Foundation’s 2016 Food and Health

Survey. Consumers are taking advantage of new technologies to seek out fruits and vegetables that are produced in a way that protects the environment, promotes public health, enriches human communities and/or supports animal welfare. Several grocery stores are using new technology to drive sustainability. For example, a Whole Foods in Brooklyn, New York, utilized sustainable technology to convert its roof into a pesticidefree urban farm run by the company Gotham Greens. Advanced hydroponic and aquaponic farming technologies are changing the way grocery stores provide sustainable produce to customers. “By working with farms close by or connected to the market itself, supermarket produce managers — even in urban settings — can go directly to the farmer to ask for a spicier radish or more red leaves in the mixed greens,” Epicurious recently reported. New technologies are also stepping up to reduce food waste. Silicon Valley startup Cerplus connects buyers with unsold produce for about 30 percent less than the standard wholesale price. Despite being ripe and nutritious, these fruits and vegetables are often overlooked in traditional grocery stores simply because they are unusually shaped or considered ugly. San Franciscobased Souper Seconds has a similar model of using its online platform to connect buyers with organic produce that is blemished or overstocked. Previously, these foods likely would have ended up in a landfill. Sustainability is more than a platitude for today’s consumers. They increasingly expect sellers to use technology to support eco-friendly practices.

ACCESSIBILITY Historically, a person’s access to fresh fruits and vegetables has been limited to the grocery stores or farmers markets within convenient driving or walking distance. For many Americans, especially those living in urban food deserts, fresh produce options can be sparse and expensive. While this remains a serious problem, a number of technological advances and innovative start-ups are working to address the problem. For example, Real Food Farm in Baltimore, Maryland, uses social media to raise awareness of its mobile farmers market. The fresh produce is grown organically in urban farms and sold directly from the back of the food truck in low-income

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communities around the city. Customers may pay using SNAP (Supplemental Nutrition Assistance Program) benefits, formerly known as food stamps. The St. Louis MetroMarket in Missouri has a similar model of bringing busloads of fresh produce to underserved communities. It likewise uses social media to announce its destinations and drum up enthusiasm for its mission. More affluent customers are also using technological advances to increase their access to fresh fruits and vegetables. Notably they are choosing to skip the trip to the store and have groceries delivered directly to their homes. Online grocery shopping and delivery is expected to increase five-fold over the next 10 years. Already, around a quarter of Americans buy some of their groceries online. By 2025, consumers are estimated to spend more than $100 billion on delivered grocery items, according to the 2017 “Digitally Engaged Food Shopper” report by the Food Marketing Institute and Nielsen. More than 100 e-commerce companies are taking grocery delivery a step further with pre-portioned meal kits. Subscription services including Blue Apron, HelloFresh and Plated provide the exact amount of every ingredient needed to cook a fresh meal at home. These services promise not only convenience but also the op-

portunity to experiment with fresh fruits and vegetables that may not be easily accessible in a traditional grocery store. For example, Blue Apron, one of the largest meal kit companies, has purchased almost the entire commercial supplies of some obscure vegetables, including fairy tale eggplants. And the company “plans to do the same with Shokichi Shiro squash, Atlas carrots and at least 40 other specialty crops,” the Washington Post reports. As technological advances give consumers increased control over the food they shop for and consume, they are creating a more educated and powerful consumer for produce marketers to address. And produce marketers are well positioned to meet the consumer’s expectations of quality, sustainability and convenience by becoming their trusted partner and problem solver. Some ways to do this include: • Offering convenience in products and the experience (ex: meal solutions; click & collect) • Emphasizing choices and building full meals with mix-andmatch options • Innovating with flavors, ingredients, and customizable options • Leveraging global flavors with local suppliers/product

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Personalized

Nutrition

Consumers worldwide are growing more healthconscious, and this is reflected in their diets. They are increasingly turning to fruits and vegetables to improve health, creating a need for dietary information connected to their own personal needs. The steady growth of organic produce sales over the past several years is in large part attributed to consumersâ&#x20AC;&#x2122; perception that organic foods are a gateway to better health.

Tests that detect nutritional factors, such as whether a person is better at metabolizing fats or carbs, will gain in popularity, creating new interest in eating genetically appropriate diets.

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This cultural shift to a proactive approach to wellness cuts across all demographics and traditional consumer groups, and has given rise to a growing interest in personalized nutrition. Consumers are increasingly relying on their own assessments of how they feel to make decisions about their health and wellness. They also believe tracking their health data is an empowering step toward greater health, providing them with greater knowledge and control over their own bodies. Research increasingly suggests that each person is unique in the way they digest food, produce vitamins and metabolize nutrients. This realization has scientists and entrepreneurs scrambling to provide more effective nutritional advice based on genetic makeup, gastrointestinal bacteria, body type and chemical exposures. As a result of various research studies being conducted worldwide, analysts expect that in the future we will see a shift from nutritional recommendations being made for society as a whole to uniquely personalized diets that speak to individuals. People will increasingly come to value the personalized, functional benefits of foods, alongside taste, as part of an overall evaluation of satisfaction. Tests that detect nutritional factors, such as whether a person is better at metabolizing fats or carbs, will gain in popularity, creating new interest in eating genetically appropriate diets. As these tests become widespread and affordable,

consumers will become more interested in finding foods for their personal genetic makeup, giving them more control over their own bodies Currently, consumers are moving in and out of different approaches to manage their eating and to address their current needs. Consumers are keeping a loose tally of what and how they’re eating: • How much: Too much or too little, overall? • Food groups: Have I been eating too much/little protein, carbohydrates, fat, fiber? • Ingredients: Enough variety? • Quality of food: How many compromises? • Quality of eating: Alone or together? Rushed or mindful? All generations — whether an aging population managing health conditions or younger generations exploring how to age

better — will look to the produce department for foods that deliver on key nutritional needs, functional benefits (such as energy, cognition and gastrointestinal health) and taste. Producers and retailers can stay in the forefront of consumers’ personalized nutrition solutions by helping them build strategies for eating well in ways that satisfy their need for customization, flavor discovery and convenience. GenoVive sponsored the Personalized Nutrition Congress in 2016, the first-ever conference in the field. Research firms and companies such as Nestle, General Mills and Campbell Soup Company, along with academics from Cornell, Tufts, UNC Chapel Hill and the University of Toronto, convened to understand what is on the horizon for personalized nutrition. Producers and retailers who can help consumers build strategies for eating well, and in ways that tap needs for customization,

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discovery and convenience, can stay at the forefront of consumers’ personalized nutrition solutions. According to a PMA report by the Hartman Group, some takeaways for produce marketers are: • Continue to inspire consumers with food, making the produce section the place they want to go for food that enhances their quality of life. • Embrace consumers’ increasing access to information about their food and how their bodies respond to it, and help them find ways to use this new information at the point of purchase. • Consider how to help consumers receive both a reliable brand experience and exactly the food they want as they are making more demands of their food. • Keep an eye on technologies, including how consumers are interacting with them and how they might change perceptions of products. • Pursue opportunities to collaborate with other industries, companies and researchers to become a leader in the field of personalized nutrition.

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TRENDS in Mass Market Floral The floral industryâ&#x20AC;&#x2122;s goal is to increase overall demand for its products and drive supply chain efficiencies by leveraging current and emerging consumer trends. Consumers have an increasing need for health and wellness as well as convenience. Consumers are driving trends to experience flowers the same way they experience produce, from urban gardens to agricultural tourism to year-round, rather than seasonal, products. The industry is responding

with technological advancements, from breeding with genomic selection, to transportation and data collection.

CONSUMER TRENDS Health and wellness messages are increasingly important as consumers recognize the links between indoor flowers and mood enhancement and mental well-being. Businesses have long recognized that

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cognitive performance is better in offices with plants than in workplaces without them. Now, plants are also being recognized as natural air purifiers. Consumers will continue to create container gardens as home lot sizes are reduced, increasing the desire for scaled-down versions of plants such as hydrangeas, roses, berries, conifers and clematis. These easy-care plants are part of a larger “back to basics with a twist” trend. This is especially true for millennials who are moving into urban areas. Urban gardens – big and small – containerized, potted, or in field – will continue to grow in popularity as the movement to buy locally grown items increases in popularity. This will provide an opportunity to increase sales in potted herbs, vegetables and flowering plants.

Large pots filled with a single impressive statement plant are on trend. Plant breeders have made this aesthetic easier to achieve thanks to items such as boxwoods that don’t require as much shearing, re-blooming, compact hydrangeas that only need nipping off of spent blossoms, and new varieties of pomegranates, lavenders, succulents

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and berries that do exceptionally well in containers. Following in the footsteps of U-Pick produce offerings and the local movements, customers want to experience their flowers. This includes tours of fields as well as design shops. Wide-open land and fresh cut flowers are part of the sights and aromas of Snohomish County, Washington, where agricultural tourism is creating a new vibrancy in the community.

PRODUCT MIX AND FLORICULTURE PRODUCTION Supermarkets will continue to highlight cut flowers, flower bouquets and green plants, but also must satisfy consumer demand for the latest trends and year-round access to products that were once seasonal, such as peonies. The combination of long breeding cycles and impatient consumers makes it critical that breeders, retailers and consumers work together in evaluation, testing and showcasing new products. According to the USDA National Agricultural Statistics Service, the 2015 wholesale value of sales of floriculture crops was up 4 percent in 2015 from 2014, reaching the highest sales value in 10 years. The industry growth was also reflected in a 5 percent increase in the number of floriculture producers in the top producing states from 2014 to 2015. The total crop wholesale value for all growers in the U.S. with $10,000 or more in sales in the top 14 producing states was estimated at $4.37 billion for 2015. This growth reflects the economic growth within the U.S. and is expected to continue. Industry-wide consolidation occurred at every stage of the supply chain after the 2008 recession – larger producers purchased smaller farms. Now competition for land to grow floral products in the U.S. is coming from an unexpected source. The Salinas Valley is evolving from the salad bowl to the cannabis bucket. Old greenhouses in the Salinas Valley that were built for the cut flower business are being bought by marijuana entrepreneurs. Cultivation limits of marijuana in California will be lifted by 2023. The move into large-scale cannabis farming

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with high-efficiency Dutch-built greenhouses will continue to drive up the prices of land. This will create incentives for floral growers to consider changing crops. We could see decreases in the production of gerbera daisies and lilies, increasing the prices of these flowers.

This is important because airlines and truckers are pushing prices higher in the U.S. due to consolidation in the transportation industry. With more than 90 percent of intercontinental shipments of flowers by air, there is continuing concern about higher costs and fewer options in air freight. IMPACT OF TECHNOLOGY Centralized data collection from sensors and robots If the lifespan of some of the most popular varietwill continue to help facilities measure ambient ies could be doubled, marine freight companies temperature, humidity, brightness and plant could transport half of the 700,000 metric tons productivity as well as plant, weed and harof cut flowers shipped each year. Transporting vest. The data is stored and available in flowers by sea could potentially result in an real time via computer, tablet or smart80 percent cut in costs for growers and forphone. Automation, technology and mawarding companies, according to Produce Business. chine learning capabilities in production will increase in usage, replacing workers and creating the need for higher skilled Old greenhouses in the Salinas Valley that were workers. Jobs complementing the tasks built for the cut flower business are being brought performed by robots and cognitive techby marijuana entrepreneurs. nology will require new skills and training that donâ&#x20AC;&#x2122;t currently exist in the industry.â&#x20AC;&#x201A;

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Welcome Produce Marketing Association is pleased to welcome the following corporate members who have recently joined our organization.* AUSTRALIA 2PH Farms Dorrian Farms Fruit Master Australia Pty Ltd Kalafatis Fresh Rudge Produce Systems Pty, Ltd. BRAZIL Agrivalor Consultoria Ltda. Aja Agribusiness Fruticultura S.A. Arua Comercio e Servicos, Ltda. Colheita Direta Comercial H Shimizu Imp. E Exp. Ecoaxial Alimentos Ltda Farmers Elevator Do Brasil Agropecuaria Ltda. Fava Agro Comerical Ltda Fazenda Sao Jose L.A. Ferretti Eireli-Epp Nortefrut Imp. E Exp. Ltda TranscomexGG Vapza Alimentos S.A. Zespri Brasil CANADA ABC Customs Brokers Ltd. Agri-Tel Transportation Aikam Logistics Inc. Aldershot Greenhouses, Ltd. CDS Group of Companies E-Fresh Food Ltd. Flora Pack, Incorporated Flowers Canada Growers Global Citrus Group Inc. HortyGirl Living Decor Jarja Floral International Corp. Loonie Times Inc. Multi-Action Communication Inc. Northland Floral Inc. Pioneer Flower Farms Limited Rosa Flora Limited Shepherd Thermoforming & Packaging Inc. SS-Frutas Imports Inc. Sunrise Greenhouses Ltd. Temple Lifestyle The Poirier Group Victory’s Kitchen Ltd. Western Harvest Gardens

CHILE Chilean Walnut Commission Copefrut S.A. Frutera Aguas Blancas Guayas Y Banfrut IQonsulting SA MM Packaging Marinetti Ltda. Nexus Logistics S.A. SB Berries S.A. Soc. Huertos Collipulli S.A. Sociedad Agricola Y Comercial Ltda. Sofruco Alimentos Ltda. CHINA Agrinoon (Fujian) Ecological Agricultural Co., Ltd. APC (Shanghai) Auction Co., Ltd. Beijing Wanghaisheng Technology & Trading Co., Ltd. Changsha Greenery Agricultural Product Trade Co., Ltd. China G-Chance International Exhibition Co., Ltd. China Great Wall International Exhibition Co., Ltd. Dalian Xingyeyuan Group Guangzhou Jiangnan Fruit & Vegetable Wholesale Mkt Co., Ltd. JD.com Ningbo Yongfeng Packaging Co.,Ltd. Nongfu Spring Pinghu Jianxin Extruded Net Shanghai Chenglu Import & Export Co., Ltd. Shenzhen Asia Global Logistics Co., Ltd. Shenzhen Kingship Company Ltd. Tzone Digital Technology Co., Ltd. Vast International Expo COLOMBIA Agroindustria Santa Cecilia DML Produce HMVE SAS Jardines De Los Andes K-Enterprisse \ K-Herbs Tahami & Cultiflores S.A. CZECH REPUBLIC Htech CZ S.R.O.

ECUADOR Compañía Exportadora Del Sur C.LTDA. Rosentantau Del Ecuador S.A. FRANCE CMA CGM Holcroft Postharvest Consulting Inc. GERMANY First International Flocert Messe Essen Gmbh /WOP Dubai HONDURAS Secretaria De Agricultura INDIA Deccan Edibles PVT. LTD. Ini Farms PVT Ltd. Indonesia Indo Cali Plast Israel Nirit Seeds Ltd. OAPI-OZ Agribusiness & Investment Pimi Agro Cleantech Ltd. ITALY Jingold S.p.A. P.N.P. Plast Italy S.R.L. JAMAICA Jamaica Promotions Corporation (JAMPRO) JAPAN Shibuya Seiki Co., Ltd KOREA (SOUTH) Evergood Corporation HangreenTech Jniglobal Samjin Globalnet Co., Ltd. MEXICO Agricola Alfer, S.P.R. De R.L. Agricola Herbanal SPR De RI Agricola SP, S.A. De C.V. Agricola Yar Farms S.P.R De R.L. C.V. Agrokumara SA de CV Agrolatin Produce, S.A. de C.V. Agropalm Pack S.C. de R.L. de C.V. Agrosupport of Mexico Aguacates Perza SPR De RL *New PMA Members as of July 28, 2017

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Amar Hidroponia SPR De RL Autotransportes Alanis SA De CV AVOCADOS ESQUIVEL S DE RL DE CV Biotempak S De RL De CV Cartonplast S.A. De C.V. Citrus Capital Comercializadora De S Papapitufo COMERCIALIZADORA LEBASI SA CV Comercializadora Pavi SA De CV Distribuidora Mexicana de Citricos, SRL de C.V. Frescos Tom-Ver SA De CV Frutos MX GN Productores Agricolas Grupo Aguacatero Los Cerritos, S.A. De R.L. De C.V. Grupo MFZ S.A. De C.V. Happy Produce SRL De CV Hortalizas Cerrito De Guadalupe SPR De RL Kuxtal Mex., S.A. De C.V. Proveedores Agricolas Organicos Rancho San Francisco S/N Real Vintage SA De CV Saint Valley International SA Serv. De Capacitacion Tecnologica De Alimentos Y Nutricion Sistemas Agro APP SA De CV Supreme Harvest of Mexico Transportes Internacionales JCV Vallealto Produce Veca Produce SA De CV Vegetales Frescos Garcia S.A. de C.V. NETHERLANDS Byfod.com Totalgreen Holland Weber Cooling NICARAGUA Dos Robles, S.A. NIGERIA Wells-Sancarlos Agro Farms Ltd. PERU Afex Technology Flex Agroexportadora Virgen Del Carmen Camet Trading SAC Mar Line Sac Surpack S.A. PORTUGAL GL, SA SOUTH AFRICA Cape Town Market (PTY) Ltd. Goldengrow Partnership Green Terrace Idea Fruit Pty Ltd Joburg Market Nkomazi Pakkers Paltrack (PTY) Ltd. Plastic Ideas Redfern Print Services Pty Ltd The Fruit Farm Group

The Grape Company Pty Ltd The Kempston Group Tru-Cape Fruit Marketing Pty., Ltd. Tshwane Fresh Produce Market TAIWAN You Mao Shing Plastic Co., Ltd. THAILAND Office of Agricultural Affairs UNITED KINGDOM Blue Skies Holdings Ltd. No Targets Just Routine UNITED STATES ABCD Sales, Inc. Advanced Detection Systems Advancing Eco Agriculture Ag 1 Source AgBiome Innovations Alamo Produce Alessandro/Weber Design Alexandra Farms All Fresh GPS, LLC Alltech Crop Science Allure Farms, Inc. Altar Produce, LLC Alvarez Truck Brokers of Florida Inc Always Green Corp AM Fresh Produce LLC Americold Andersen Organics ApRecs (Centricity) Arable Labs, Inc. Ark Foods LLC Astin Strawberry Exchange Atollogy Inc. Aurantiaca USA LLC Auvil Fruit Company AV Thomas Produce Inc. B & H Farms Baisch and Skinner, Inc. Battleboro Produce Inc. BDA Marketing Inc Bella Fresh Benny Whitehead Inc. Best Fresh Produce, Inc. BG Williams Farm LLC Bloomaker BLP Commerce Inc. Blue Apron BM2 Freight Services Inc. Brami Bruce Sweet Potato Inc. B-Tea Beverage LLC C4 Ranches & AG Services Cape Cod Select Premium Cranberries Caraveo Papayas Inc. Cardenas Markets, Inc. Carlson Produce Consulting LLC Central West Produce Ceres Partners

Ceyhinz Link Inc. Chr. Hansen Inc. Clearly Kombucha Color Orchids Cosco Container Lines Creative Food Concepts Creative Purchasing Solutions/Client Rewards Crespac Inc. Crunch Time Apple Growers CSDZ Cuasa Imports Customized Fruit Solutions LLC Del Sur Produce DHL Direct Xpress Inc. DNO Inc. Double D Farms Drink Daily Greens LLC Dutchess Bouquets Dutchman Tree Farms Edible Garden Edwards Transportation Company Elkay Plastics Emerald Transportation Solutions Emerson Equiflor Corporation EV Marston & Associates Evo Logistics Worldwide Excellence Transport LLC Farm Direct Corporation Festive Harvest Farms Fiesta Mart, Inc. FiveStar Gourmet Foods Fleischmanns Produce Floraco Inc. Floral Chain International Floral Group Inc. Florida International Terminal Florigene Flowers Footprint, LLC Freight Farms Fresco Farms LLC Freshcourt Foods Freshfresh Co. Ltd. FreshSurety Inc. Frontier Paper & Packaging G & M Farms Inc. G & V Greenhouse Solutions LLC Geneva Farms LLC Glen Rose Transportation Management Global Cooling Inc. Global Farms Enterprises, Inc. GM Produce Gobo Enterprises Goodnature Products Inc. Graphic Solid Inks., Inc. Great Lakes Growers LLC Green Earth Produce Trading Green Herbs International Grimes Produce Co., LLC Growfilm LLC

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Hak’s Hansen-Rice, Inc. Harmoni International Spice Harvey Operating LLC Hazel Technologies LLC Heritage Farms Produce, LLC Hilverda De Boer USA Hirakata Farms and Produce LLC Hi-Rise Balloons & Floral Supplies HLB SPECIALTIES, LLC Hodo Soy Holganix Holland America Flowers, LLC Honeydrop Beverages Hormel Foods Hughes Equipment Company Humm Kombucha ICS, Inc. Impact Group IMS Infratab, Inc. Intelleflex Intermas IPS Industries, Inc. J & M Industries, Inc. J. Dall Thomas & Co., Inc. John Greene Logistics Co JP Morgan Chase Bank JP Sales & Associates Jus by Julie.com LLC Dba. A Health Obsession JUSGO SUPERMARKET Kcoe Isom Kentucky Fresh Harvest LLC KHS Transportation Solutions Inc. Kid’s Choice Fresh Produce, Inc. Kings Crown Produce Sales Kura Nutrition L. H. Hayward & Company, LLC. LaJoie Growers LLC Laura Lee Farms LLC Liaison Can/US Logistics Lidl US, LLC Lifdek Corporation Little Creek Produce LLC Lucky Foods M & T Farms, Inc. Maas Farms Inc. Marukai Corp. MasterTag Melody Farms Merieux Nutriscience Corporation Midwest Commodities, Inc. Miles Chemical Company Millstream Farming LLC Modern Retail Solutions

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Montero Farms, LLC Mother In Law’s Kimchi Moxiyo Moxxy Marketing Native Maine Operations Inc Natures Frequencies Nature’s Intent Next Step Consulting Nilkanth Varni Farms, LLC Nolan Transportation Group Nona Lim North American Produce Co. Norwegian Cruise Lines Om Produce Oregon Fruit Products Owen Thomas, Inc. PAC TRANSPORTATION & Logistics Palenque Foods International Pallet Consultants Pan-Hellenic Food of NY Corp. Paramount Growers Park City Group, Inc. PathSensors, Inc. Paxiom Group People Ideas & Culture, LLC People Logistics Peppers Plus LLC Perfect Bar, LLC Performant Scout Philadelphia Regional Port Plainview Growers, Inc. Plants In Design, Inc Plastpac Poindexter Nut Company Poppy Social Media Preferred Packaging ProQuality Transportation & Logistics LLC PSSI Pure Brazilian Coconut Water R & C Berndt DBA Sierra Produce Raydan USA LLC REC Solar Red Oak Greenhouse Redhawk Foods LLC Redi Fresh Produce, Inc. rePLANET Holdings LLC Roberson Onion Co. Rogers Mesa Fruit Company Inc. Rose of Sharon Nursery Inc. Roxford Produce International Royal Interpack North America Inc. RR Donnelley RR & Tequila Limes Russell A. Farrow (US) Inc. SAATI Americas Corp Sanitech Corporation

Santis Produce LLC Scantech Sciences, Inc. SeaCa Packaging SeatradeUSA Shields Bag & Printing Co. Snyders Lance Solata Food LLC Sonoco Products Co. Southern CaseArts Spensa Technologies Strike Aviation STS Logistics LLC-Seaport Transportation Services LLC Sun Fresh Farms, Inc. Sunworks, Inc. Sunny Side Farms Super Fresh Produce Super Starr International LLC T.A. Solberg DBA Trig’s Tancitaros Finest Fruit LLC Tekquest Industries Terphane Inc. Terra Fresh Foods The Fiction Tribe The Jackfruit Company Tiesta Tea Tradefresh Network Tropical Express Tubelite Company Turkey Knob Growers, Inc. U.S. Citrus U.S. Greens Corp. Uesugi Farms Inc. Uncle Matt’s Organic, Inc United Rentals UrbanStems Urschel Laboratories, Inc. Van Solkema Family Farms Veggifruit Inc. Vegy Vida LLC W. Atlee Burpee Company Warner Packaging Wayfield Foods We Link LLC Willow Group, Ltd. XTL, Inc. You Love Fruit Inc.

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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 28, 2017

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 J.E. Russell Produce, Ltd. Lakeside Produce Mastronardi Produce Metro Richelieu, Inc. 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 Pride Pak Canada, Ltd. 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

CHILE

Exportadora Subsole, S.A.

ITALY

Unitec S.P.A.

MEXICO

Agricola Amigo S PR Amaya Farms Coliman Grupo S.A. de C.V. Enviro Tech LA, S.A. de C.V. New Zealand

COMPAC

ZESPRI International, Ltd.

SPAIN

Fruits CMR SA

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UNITED STATES

4Earth Farms A & J Produce Corp. A.J. Trucco, Inc. Able Freight Services, Inc. Ace Customs Broker, Inc. Ag-Fume Services, Inc. AgroFresh Akin & Porter Produce, Inc. Alpine Fresh, Inc. Alsum Farms & Produce Inc. AmeriFresh Andrews Brothers, Inc. Apache Produce Imports, LLC Apio, Inc. Archibald Fresh Associated Wholesale Grocers Awe Sum Organics, Inc. Babe Farms, Inc. Babia Ice & Produce Bailey Farms, Inc. Bard Valley Medjool Date Growers Beachside Produce, LLC Bedford Industries, Inc. Bejo Seeds Inc. Bella Verdi Farms Ben B. Schwartz & Sons, Inc. Ben E. Keith Foods Bengard Ranch BFC Associates Bland Farms Blue Book Services, Inc. Blue Creek Produce, LLC. Bonipak Produce Co. Borton & Sons, Inc. Boskovich Farms, Inc. Bozzuto’s, Inc. Brinker International Bronco Packaging Corp. Burris Logistics C.L. Services Inc. CA Leafy Greens Marketing Agreement Caito Foods Services, Inc. Cal Fresco Calavo Growers, Inc. California Avocado Commission California Pear Advisory Board California Sun Dry Foods Capespan North America Cargo Data Corporation Carlson AirFlo Merchandising Systems Castellini Company Catalytic Generators, LLC CDS Distributing, Inc. Charles E. Gilb Company Cheesecake Factory Incorporated, The Chelan Fresh Marketing Chemstar Corporation Chestnut Hill Farms

Chiquita Brands N.A. Church Brothers Farms Ciruli Brothers Classic Fruit Company CMI Orchards 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 Coosaw Farms 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 Custom Produce Sales Dade Service Corporation Dalena Farms, Inc. D’Arrigo Bros. Co. of New York Dave’s Specialty Imports, Inc. Dayka & Hackett, LLC Del Monte Fresh Produce NA, Inc. DiMare Fresh, Inc. Divine Flavor, LLC. 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 Emerson Empacadora G.A.B., Inc. ERC Trade LLC Family Tree Farms Famous Software, LLC Field Fresh Foods, Inc. Fillmore Piru Citrus Fisher Ranch Corporation Flavor Pic Tomato Co. Florida Strawberry Growers Association Food Safety Net Services Four Star Sales, Inc. Fowler Bros., Inc. Fox Packaging Fresh Appeal USA, Inc. Fresh Concepts, Inc.

Fresh Gourmet Company Fresh Solutions Network, LLC Fresherized Foods FreshPoint, Inc. Freska Produce International, LLC Frieda’s, Inc. Fru-Veg Marketing, Inc. G & R Farms G.O. Fresh Georgia-Pacific GFF, Inc. Giant Eagle, Inc. Giorgio Fresh Co. Giumarra Companies, The Gold Coast Packing, Inc. GR Produce, Inc. GreenGate Fresh, LLLP Greenhouse Produce Company Grimmway Farms Grocery Outlet, Inc. Growers Express, LLC Guy J. Varley, Inc. H. Brooks & Company Ham Farms, Inc. Harvest Sensations HarvestMark Hass Avocado Board HBF International LLC Heartland Produce Company Hollandia Produce, L.P. Horton Fruit Company, The Houweling’s Group Hugh H. Branch, Inc. Hurst International Hyde & Hyde, Inc. IFCO SYSTEMS iGPS Logistics LLC Index Fresh, Inc. Indianapolis Fruit Company Infratab, Inc. 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. Jack Brown Produce, Inc. JOH John Vena, Inc. JSB Group, LLC., The JV Smith Companies Kerlin’s Mid-Atlantic Distributor’s 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. Lipman Litehouse, Inc. Live Oak Farms

Lowes Food Stores, Inc. Lowry Solutions, Inc. Maddan & Company, Inc. Manfredi Companies Mann Packing Company Marc Glassman, Inc. Market Fresh Produce, LLC Markon Cooperative, Inc. Martori Farms Maryland Food Center Authority McBroom Metal Works LLC McEntire Produce, Inc. Meijer, Inc. Melissa’s Merieux Nutriscience Corporation Miami Agro Import Military Produce Group LLC Misionero Mission Produce, Inc. Monsanto Company Monterey Mushrooms, Inc. Moxxy Marketing Murphy Tomatoes Muzzi Family Farms National Mango Board National Produce Consultants National Watermelon Promotion Board Nature’s Joy NatureSeal, Inc. Naturipe Farms, LLC. New York Apple Sales, Inc. Nickey Gregory Co., LLC Nonpareil Corp. North Bay Produce, Inc. North Shore Greenhouses, Inc. Northwest Horticultural Council NS Brands Limited Ocean Mist Farms Oneonta Trading Corporation Onions Direct LLC Organics Unlimited, Inc. Pace International, LLC Pacific Coast Fruit Company Pacific International Marketing Pacific Tomato Growers Panorama Produce Sales, Inc. Pear Bureau Northwest Performance Food Group Pero Family Farms Food Company LLC Phillips Mushroom Farms Potandon Produce, LLC Premier Citrus Packers, LLC. Premier Mushrooms LP Premier Produce Pretty Lady Vineyards 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. Reichel Foods Rio Fresh, Inc. River Point Farms, LLC Robinson Fresh Rocky Produce, Inc. Roka Bioscience

Roland Marketing, Inc. Roundy’s Supermarkets, Inc. S. Strock & Co., Inc. Sabor Farms LLC Sage Fruit Company Saladino’s Sanson Company, The Save Mart Companies, The Sbrocco International, Inc. Seald Sweet International Sendik’s Food Markets Sensitech Inc. Service First Logistics Inc. Sev-Rend Corporation Shuman Produce, Inc. Sinclair Systems Int’l LLC SmartWash Solutions, LLC Smith Packing Inc. Southeastern Grocers Southern Specialties, Inc. Spokane Produce, Inc. State Garden, Inc. Stemilt Growers LLC Success Valley Produce LLC Sun Belle Inc. Sun Pacific Sun World International, LLC. Sunkist Growers, Inc. Sun-Maid Growers of California Sunrise Produce Company Superior Sales, Inc. Syngenta Corporation Sysco Corporation T. Marzetti Company Tanimura & Antle Taylor Farms, Inc. Thermal Technologies, Inc. Tippmann Group 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. Utah Onions Inc. Valley Fruit & Produce Co. Veg-Fresh Farms 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. Westside Produce Wholesale Produce Supply Co. Wilcox Fresh WinCo Foods, Inc. Wonderful Citrus Xgenex LLC Yakima Fresh, LLC Youngstown Grape Distributors, Inc.

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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!

2017

Fresh Connections: Mexico

Fresh Summit Oct. 19-21, 2017

Leon, Guanajuato, Mexico  Meet top retail buyers, executives and industry thought leaders at the only event in Mexico dedicated to the entire fresh produce supply chain.

May 23-24, 2018

OCTOBER

New Orleans, Louisiana USA  Connect with more than 19,500 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. freshsummit.com CGTbyPMA Women’s Fresh Perspectives Leadership Breakfast

Oct. 19, 2017  New Orleans, Louisiana USA  The Women’s Fresh Perspectives Leadership Breakfast provides industry members with an opportunity to build meaningful relationships and gain career insights from our inspirational guest speakers. 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/programsand-events/womens-fresh-perspectivesbreakfast

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CGTbyPMA 5K Race for Talent

Oct. 20, 2017  New Orleans, Louisiana USA  Runners and walkers will enjoy a 3.1-mile course while supporting CGTbyPMA’s mission to attract, develop and retain talent for the global produce and floral industry. 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/programs-andevents/5k-race-for-talent-fresh-summit

2018 MAY

Tech Knowledge

May 2-3, 2018 Monterey, California USA At PMA Tech Knowledge, global leaders and experts throughout the produce supply chain learn from one another in order to find solutions to complex business challenges like rising resourcing costs and technology investments. pma.com/events/tech-knowledge

JULY Foodservice Conference & Expo  July 27-29, 2018  Monterey, California USA  The PMA Foodservice Conference & Expo is the premier event focused exclusively on fresh produce in foodservice and is widely rated by attendees as one of the industry’s best values for learning and networking.  fsc.pma.com

OCTOBER

Fresh Summit

Oct. 18-20, 2018  Orlando, Florida USA  Connect with more than 19,500 attendees. And with exhibitors from 60+ countries, the expo floor is a global showcase.  freshsummit.com

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P R O D U C E M A R K E T I N G A S S O C I AT I O N P.O. Box 6036 Newark, DE 19714-6036 USA Address Service Requested

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