assess production volumes and values, they do not collect information on marketing practices nor do they make regional comparisons. Our objective was to explore the regional marketing practices of U.S. commercial nurseries to determine whether there were
Bridget K. Behe, Jennifer H. Dennis, Charles R. Hall, Alan W. Hodges, and Robin G. Brumfield
Louis B. Anella, Michael A. Schnelle, and Dale M. Maronek
Oklahoma Proven is a plant evaluation and marketing program developed by the Department of Horticulture and Landscape Architecture at Oklahoma State University. An advisory committee comprised of representatives from state agencies, industry, and Oklahoma Botanical Garden and Arboretum Affiliate Gardens makes plant recommendations to an executive committee which in turn selects one tree, shrub, perennial, and annual for promotion each year. Trees and shrubs are selected 3 to 5 years ahead of promotion while perennials and annuals are selected 1 to 2 years in advance to give nurseries time to increase production. Marketing includes posters, billboards, pot stakes, and hang tags with the Oklahoma Proven logo and related extension service programming and news coverage. Consumers appreciate having help selecting plants and one retail nursery reported an 81% increase in sales of Oklahoma Proven plants. Funding for the program is provided by industry, Oklahoma Agricultural Experiment Station, Oklahoma Cooperative Extension Service, and a grant from Oklahoma Department of Agriculture.
Robert G. Nelson, Benjamin L. Campbell, Robert C. Ebel, and William A. Dozier Jr.
the need for cooperative marketing and established the Gulf Coast Citrus Exchange ( Anderson, 1928 ). There are conflicting reports about where and when the Exchange was founded: either in 1910 by Mississippi growers ( Richardson, 1923 ) or in 1915 by
Gary W. Williams, Oral Capps Jr, and Marco A. Palma
and vegetable products, the U.S. Congress authorized the establishment of marketing orders and agreements through the Agricultural Marketing Agreement of 1937 (7 U.S.C. 601–674). Marketing orders and agreements * are arrangements among producers
Alicia L. Rihn, Ariana Torres, Susan S. Barton, Bridget K. Behe, and Hayk Khachatryan
, brokers and re-wholesale distribution centers, and allied trades suppliers of inputs to the industry. Much like the other sectors of the green industry, firms in the landscaping services industry engage in marketing practices to influence elasticity of
Joseph Monson and Denise Mainville
respect to farm characteristics, production techniques, marketing strategies, and producer socioeconomic characteristics. Groups of berry producers were characterized using cluster analysis of the survey data. Three types of producers were identified: the
Ariana Torres, Susan S. Barton, and Bridget K. Behe
the literature. One of the few peer-reviewed publications about any landscape marketing or business practices was published 25 years ago from a survey of 62 Georgia landscape architects ( Garber and Bondari, 1992a , 1992b , 1992c ). Florkowski and
Laura Sue Kippen and W. Timothy Rhodus
76 ORAL SESSION (Abstr. 510-515) Marketing and Economics: Cross-Commodity
Thomas J. Otis
125 ORAL SESSION 34 (Abstr. 251–254) Cross-commodity: Marketing and Economics
Carol A. Miles and D. Gayle Alleman
Asian crops can provide growers with a means to diversify crop production and marketing options. However, before expanding into Asian crops, growers should determine consumer expectations regarding a new crop. Existing market criteria for each crop (i.e., maturity, color, size, shape) must be considered for all markets including traditional Asian use as well as for the general North American market. If growers decide to target general consumers in North America, then consumer awareness and acceptance must be addressed in a marketing and promotion program. Extension publications, popular magazines, and newspapers are useful tools in a marketing and promotion program. Crop production information must be available to enable growers to successfully produce Asian crops. Yet, most growers are unlikely to invest heavily in new production equipment and systems until a market has been established for the crop. It is a challenge for university scientists and extension agents to concurrently create supply and demand for new Asian crops. To accomplish this, multidisciplinary teams that include university and community experts should initiate a diversified program of Asian crop production, promotion, and marketing.