Market Development: A Collaborative Approach

Agriculture and Agri-Food Canada

Market Development• Marketing is about satisfying the needs and expectations of buyers

• Understanding our competitive position

• Defining the needs of target segments

• Adapting Canadian food and agriculture products to meet customer needs and outperform the competition

• Promoting and distributing our products in market

• Building the Canadian food and agriculture sector brand

“Our activities extend from the farmer to the consumer, from the producer to global markets, and through all phases of sustainably producing, processing and marketing agriculture and agri-food products.”

• 2014-2017 AAFC Business Plan

2

A New Role• As part of GF2 and departmental transformation, AAFC largely transitioned

away from direct service delivery to providing a framework that supports provincial and industry marketing efforts and partnerships

• Three key departmental objectives were established: • Knowledge Transfer

Provide targeted, practical and pertinent analysis, intelligence and information

• CollaborationDrive greater effectiveness in market development by identifying and facilitating new strategic partnerships and delivery mechanisms

• Pan-Canadian ApproachSupport the promotion of a consistent and cohesive brand image for the sector

• In order to adjust, considerable work has been done to develop or modify tools as well as review how we can improve collaboration with provincial and industry partners 3

Tool Development• MAS Single Window and Database

• A structured and systematic method to prioritize areas of market development interest to partners and provide responses to their inquiries using the current market access framework as a base

• International Market Engagement Teams• A framework for increased FPT collaboration and the development and delivery of joint marketing

strategies and supporting tactics

• SharePoint• A web-based collaborative workspace where FPT and industry players will contribute information

and resources to create and monitor shared market development strategies and activities

• On-line Presence• Offer targeted, relevant and meaningful information packages to clients in a manner that improves

client experience on the site, reduces the Branch’s workload, extends our reach to clients, and uses web analytics to generate performance measures to constantly improve offerings

• Canada Brand• Common brand graphics and cohesive messaging on the advantages of Canada’s food sector

• Agri-Marketing Program (AMP)• A program that the department can use to positively influence and support collaboration across

industry associations in sector promotion 4

Teams with Direct MD Roles

5

• Other teams within AAFC also engage in work that links to market development (e.g., trade negotiations, science and technology, environment, etc.).

Team Activity Examples Tools

• IMETs• SharePoint• Canada Brand• AMP

• MAS Single Window• MAS Database

• MAS Single Window• MAS Database• On-Line Presence• IMETs• SharePoint

• On-Line Presence• IMETs• SharePoint• Canada Brand

• IMETs• SharePoint• AMP

6

Bringing It to Life

• Practical Examples:• Engaging the sector on market promotion activities• Developing and sharing information to assist Canadian suppliers (web presence)• Consistently promoting the sector (Canada Brand)• Flagship tradeshows• Leveraging the Agri-Marketing Program

7

Engaging the Sector on Market Promotion Activities

• TCs are well-positioned to identify and cultivate shared strategic objectives across stakeholders • Engage and assist stakeholders on strategy development• Support stakeholder activities • Identify opportunities for industry, provinces, and OGDs to collaborate and pool

resources to improve effectiveness

• AAFC provides a platform to enable broad collaboration and sharing of information across partners through IMETs and SharePoint• TCs take a lead role on IMETs• TCs to be early adopters and promote use of external SharePoint

8

Information for Canadian Suppliers• The markets and trade section of AAFC’s website receives 1.4 million visits a year

(http://www.agr.gc.ca/eng/industry-markets-and-trade/?id=1360881916382)

• Leveraging the web requires collaboration and the identification of strategic partnerships across contributors

9

• Our partners at post are our eyes and ears in market and we look to leverage their expertise by sharing their knowledge to Canadian companies via the web

• Regional offices and provinces have a strong understanding of Canadian capabilities and requirements

• We are in the process of revamping our on-line presence to improve the usefulness of content, navigation, and overall user experience• Doing Business in the EU Pilot

TC Local Knowledge• TCs are uniquely positioned to provide valuable information to assist Canadian

suppliers in developing their marketing mix:• Information on local receptiveness to Canadian offerings (e.g., perceptions of Canada’s

product quality)• Conducting business and buyer behaviour/requirements• Local and third-party competitors• Pricing in market as well as price competitiveness• Cost to Canadian suppliers to get a product to market• Distribution channels and ease of entry• Regulatory and other requirements (e.g., certification, labelling, etc.)• Key contacts

• We want to ensure this knowledge is captured and shared with Canadian provinces and industry (e.g., TCs working collaboratively with our Global Analysis team to share expertise in developing reports for the sector)

Leveraging the Web• The Web is a solution to:

• Better meet stakeholder needs through online content customization• Reduce duplication of efforts and output• Reduce the burden of basic requests on TCs• Deliver a consistent approach and message across organizations/regions• Constantly and improve offerings through web analytics and on-line feedback

• We are engaging partners to:• Collaborate on content development• Provide us with information that you feel would be of interest to our audience online• Participate in the creation of videos/webinars• Inform us when new content is available on their websites• Provide input in the design of web pages• Provide companies and buyers with links to our content online, when applicable• Make mention of our respective offerings via social media

Consistently Promoting the Sector• The Canada Brand program and tools facilitate a consistent and cohesive approach

to promoting the advantages of Canada’s food and agriculture sector• The Canada Brand over 650 members, many of who have adopted the logo and imagery in

marketing materials• Strong support by provinces to adopt a pan-Canadian approach and use the Canada Brand

• AAFC is taking steps to improve the program:• Streamline Canada Brand web presence to facilitate adoption and use of tools• Develop communication products with consistent messaging on sector advantages for TC and

partners use• Ensure flexibility in our offerings so they can be adapted to meet the needs of specific market

and buyer requirements

• www.canadabrand.agr.gc.ca

12

Flagship Tradeshows• Flagship tradeshows exemplify the advantages of collaboration and a pan-

Canadian approach• AAFC leads 8 Flagship trade events located in priority markets that focus on a broad

international audience • TCs use Flagship events as a focal point for interaction with industry. (e.g., TC’s

conducted over 1,000 one-on-one meetings with Flagship exhibitors in 2014-15)• TCs play a leading role in the development and execution of activities on site and they

now work in much closer cooperation with individual provinces who pay for, and lead, market development activities based on their own priorities

• SEG 2014 is an example of how a Flagship trade event is at the core of a fully implemented Market Development activity• 45 Canadian exhibitors, 15 TC’s supporting on site, a Ministerial mission, provincially

sponsored buyer networking events, educational tours for exhibitors (port of Rotterdam) and a Fed-Prov roundtable meeting on CETA developments

13

Leveraging AMP• The Agri-Marketing Program (AMP) offers a key opportunity to influence and

foster collaboration across industry associations as well as guide our work to support the sector

• We are working with AMP to improve the assessment process for AMP applications• Improve efficiency and timeliness of process• Ensure greater TC input on assessments• Allow greater horizontality and sharing across reviewers to enable information sharing,

learning, and comment on respective input

• Further work is being undertaken to improve how we leverage information from AMP and influence the program• Advance knowledge of activities being planned by industry• Identifying areas of collaboration• Reporting on industry priorities of markets of interests and core activities• Influence policy and funding decisions around the program to improve effectiveness

14

Market Development: A Collaborative Approach