How are you going to manage?

How are you going to manage?

How are you going to manage?

How are you going to manage?

How are you going to manage?

Informal collection of vendors loosely managed minimal structure

Informal collection of vendors loosely managed minimal structure

How are you going to manage?

How are you going to manage?

Informal collection of vendors loosely managed minimal structure

Vendor led defined leadership roles varying levels of rules and regulations

Informal collection of vendors loosely managed minimal structure

Vendor led defined leadership roles varying levels of rules and regulations

How are you going to manage?

How are you going to manage?

Informal collection of vendors loosely managed minimal structure

Vendor led defined leadership roles varying levels of rules and regulations

Manager paid manager vendor oversight formal rules and regulations

Informal collection of vendors loosely managed minimal structure

Vendor led defined leadership roles varying levels of rules and regulations

Manager paid manager vendor oversight formal rules and regulations

How are you going to manage?

How are you going to manage?

How are you going to manage?

How are you going to manage?

Essential elements

Essential elements

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

Essential elements

1) shared commitment to market success

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

Essential elements

1) shared commitment to market success

2) effective communication

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Issues, concerns, problems

Issues, concerns, problems

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Issues, concerns, problems

competing vendor vs. market interest

Issues, concerns, problems

competing vendor vs. market interest

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

every decision’s a new hurtle to be overcome

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

every decision’s a new hurtle to be overcome

How are you going to manage?

How are you going to manage?

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Essential elements

1) shared commitment to market success

2) effective communication

3) accepted decision-making process

4) time, effort, energy

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

every decision’s a new hurtle to be overcome

too few with too much to do

Issues, concerns, problems

competing vendor vs. market interest

in the dark, gossip, no voice

every decision’s a new hurtle to be overcome

too few with too much to do

How are you going to manage?

How are you going to manage?

How are you going to manage?

How are you going to manage?

10% - rules &

regulations

10% - rules &

regulations

How are you going to manage?

How are you going to manage?

10% - rules &

regulations

85% - management

10% - rules &

regulations

85% - management

How are you going to manage?

How are you going to manage?

10% - rules &

regulations

85% - management

5% - consequences

10% - rules &

regulations

85% - management

5% - consequences

Market rules and regulations

Market rules and regulations

Market rules and regulations

Market rules and regulations

Managing rules and regulations is a four-step process

Managing rules and regulations is a four-step process

Market rules and regulations

Market rules and regulations

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

Market rules and regulations

Market rules and regulations

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

Market rules and regulations

Market rules and regulations

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.

Market rules and regulations

Market rules and regulations

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.

4) Invest time and energy required to manage what you have created.

Managing rules and regulations is a four-step process

1) Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

2) Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

3) Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.

4) Invest time and energy required to manage what you have created.

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areasCommon problem areas

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Common problem areas

Bending or breaking the rules and regulations

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism

Managing conflict, solving problems

Managing conflict, solving problems

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism

Rumors, hearsay, and covert issues

Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism

Rumors, hearsay, and covert issues

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Preventive measures for keeping the peace Preventive measures for keeping the peace

Managing conflict, solving problems

Managing conflict, solving problems

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Managing conflict, solving problems

Managing conflict, solving problems

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Managing conflict, solving problems

Managing conflict, solving problems

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations

Managing conflict, solving problems

Managing conflict, solving problems

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations

Vendor grievance procedure and resolution process

Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement, and consequences

Clear definition of operational roles and

responsibilities

Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations

Vendor grievance procedure and resolution process

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Sample statement of vendor professionalism Sample statement of vendor professionalism

Managing conflict, solving problems

Managing conflict, solving problems

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Managing conflict, solving problems

Managing conflict, solving problems

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Disruptive actions or remarks that undermine the shared success of any

or all of our community of vendors are unprofessional and unacceptable.

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Disruptive actions or remarks that undermine the shared success of any

or all of our community of vendors are unprofessional and unacceptable.

Managing conflict, solving problems

Managing conflict, solving problems

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Disruptive actions or remarks that undermine the shared success of any

or all of our community of vendors are unprofessional and unacceptable.

Failure to comply with these standards could result in suspension or

removal from the market.

Sample statement of vendor professionalism

The market requires that all vendors comply with standards of

professionalism that promote open communication, mutual respect, and

the best interests of the market.

Disruptive actions or remarks that undermine the shared success of any

or all of our community of vendors are unprofessional and unacceptable.

Failure to comply with these standards could result in suspension or

removal from the market.

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Managing conflict, solving problems

Elements of a formal grievance processElements of a formal grievance process

Managing conflict, solving problems

Managing conflict, solving problems

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Managing conflict, solving problems

Managing conflict, solving problems

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Managing conflict, solving problems

Managing conflict, solving problems

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps, and resolves issues raised

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps, and resolves issues raised

Managing conflict, solving problems

Managing conflict, solving problems

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps, resolves issues raised

Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final

Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps, resolves issues raised

Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final

Product mix managementProduct mix management

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?Vendor preferences vs. the market’s best interests?

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

Vendor preferences vs. the market’s best interests?

True or False?

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

8) Competition that provides variety & selection is in the best interest of the market.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

8) Competition that provides variety & selection is in the best interest of the market.

Product mix managementProduct mix management

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

8) Competition that provides variety & selection is in the best interest of the market.

9) There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward.

Vendor preferences vs. the market’s best interests?

True or False?

1) The success of the market is linked to the success of individual vendors.

2) The success of individual vendors is linked to the success of the overall market.

3) The best interests of the market take priority over the needs of individual vendors.

4) The goal of product mix management is to increase total market sales.

5) The goal of product mix management is to increase average vendor sales.

6) The possible loss of anchor vendors outweighs the need to improve product mix.

7) It is in each individual vendor’s best interest to minimize competition from others.

8) Competition that provides variety & selection is in the best interest of the market.

9) There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward.

Product mix managementProduct mix management

Product mix managementProduct mix management

Best Practices?Best Practices?

Product mix managementProduct mix management

Best Practices?

Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.

Best Practices?

Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.

Product mix managementProduct mix management

Best Practices?

Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.

Establish selection criteria for the evaluation of products and vendors.

Best Practices?

Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.

Establish selection criteria for the evaluation of products and vendors.

Product mix managementProduct mix management

Product mix managementProduct mix management

Possible vendor selection criteria?Possible vendor selection criteria?

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the

market by providing quality, convenience, selection, and variety

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the

market by providing quality, convenience, selection, and variety

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the

market by providing quality, convenience, selection, and variety

Past vending performance and compliance with rules

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the

market by providing quality, convenience, selection, and variety

Past vending performance and compliance with rules

Product mix managementProduct mix management

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market

by providing quality, convenience, selection, and variety Past vending performance and compliance with rules

What criteria make the most sense for your market?

Possible vendor selection criteria?

Preference given to vendors with local residency or production and to foods made with locally produced ingredients

Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market

by providing quality, convenience, selection, and variety Past vending performance and compliance with rules

What criteria make the most sense for your market?

Strategic PlanningStrategic Planning

Strategic PlanningStrategic Planning

Needs AssessmentNeeds Assessment

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management Merchandising

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management Merchandising

Strategic PlanningStrategic Planning

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management Merchandising Keeping the peace

Needs Assessment

An assessment or review focused on governance, operations, etc. can be the

basis for strategic planning and ongoing market improvements.

See link to sample needs assessment survey.

Areas of focus included:

Location and site Customer development Product mix management Merchandising Keeping the peace

Strategic PlanningStrategic Planning

Strategic PlanningStrategic Planning

Location and site assessmentLocation and site assessment

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet

results

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet

results

Strategic PlanningStrategic Planning

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet

results Compared ratings - side-by-side comparisons for target

locations / sites

Location and site assessment

Evaluation of existing or proposed locations and site plans can be critical

to a market’s success.

See links for sample tools including:

Guide - checklist for location and site assessments Rating sheet - based on assessment criteria Rating summary - compiles multiple rating sheet

results Compared ratings - side-by-side comparisons for target

locations / sites

Resources and ReferencesResources and References

Resources and ReferencesResources and References

Content checklist - Farmers Market Rules & Regulations (ASAP)

Content checklist - Farmers Market Rules & Regulations (ASAP)

Resources and ReferencesResources and References

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Resources and ReferencesResources and References

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey (ASAP)

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey (ASAP)

Resources and ReferencesResources and References

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey (ASAP)

Location & Site Assessment forms (ASAP)

Content checklist - Farmers Market Rules & Regulations (ASAP)

Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey (ASAP)

Location & Site Assessment forms (ASAP)