Managing farmer and consumer expectations: A study of a North Carolina farmers market

Human Organization, Summer 2002 by Andreatta, Susan, Wickliffe, William II

It seems that the PTFM managers are sensitive to the need, made explicit by Lloyd, Nelson, and Tilley (1987), for some large producers to ensure stability, but in this case their way of meeting the need fosters suspicion and dissatisfaction among the small, local farmers. Part of the problem is that there may be an inevitable conflict between two possible goals for a farmers market-to provide consumers with fresh farm produce seven days a week and to provide local small farmers with a marketing outlet.

Lloyd, Nelson, and Tilley (1987) provide a useful framework for thinking about how farmers markets develop. If we view the market solely as a way of bringing food to consumers, then the framework captures a number of important issues very well. But if we want to think of the market as an element in the cultural dynamic that shapes the relationships between farmers and the community for which they produce food, we must recognize that other features of its operation are important. For example, market managers could decide they wish to make supporting the endeavors of small, local farmers a high priority and establish rules and policies accordingly. It is unlikely that any farmers market whose main aim is to support the local small-farmer community can sustain a daily operation, and if daily operation is to be the market's priority small farmers are inevitably going to feel dissatisfied with the rules that govern its operation.

Implications of Findings

In our initial conceptualization, this study dealt with the connections between consumers and farmers and was intended to investigate how these two groups might better understand one another's expectations, values, and priorities. The farmers market itself was seen more as a backdrop than an actor-a location where the interactions between consumers and farmers take place, rather than as a third element making its own contribution to the cultural dynamic. For example, consumers come to the market with preferences and expectations of product and their experience at the market. The nature of their experience will influence the likelihood of subsequent visits. Likewise farmers come to the market bringing products varying in variety, price, quantity, and quality. Farmers have expectations of consumers and fellow farmers selling at the market. Farmers' positive or negative experiences will influence the frequency of their visits.

The focus groups and interviews with farmers showed very clearly that the market itself, understood both as a physical space and as a set of rules and procedures governing how farmers can use the space, is a critical part of the picture. If we consider the farmers market as an active participant, much like farmers or consumers with their expectations and behaviors, a different perspective emerges. First, state and local policies, regulations, and economics influence the market manager as he makes decisions for the market. These decisions influence expectations and experiences of the consumers and farmers who use the market. For example, the market manager organizes "event days," highlighting the seasonal fruits and vegetables-Strawberry Days, Blueberry Days, and Turnip Days-to attract farmers and generate high traffic by interested consumers. The manager also must ensure product quality by examining produce stands and making on-farm visits. These actions influence consumer and farmer experiences at the market.