Robots, sensors, drones and big data are coming to the sea, too – Fishermen and aquaculturists: be prepared!

December 2, 2014

There is not a day that goes by without articles about new technologies in agriculture. I enjoy seeing the excitement because I believe it is will revolutionize how farmers produce food. When I started The Food Futurist in 2009, I saw right away that this was coming. I have to say that I am even happier to see the interest for all the drones, robots, driverless tractors and sensors as when I was telling about it in my presentations until probably just 18 months ago, the audience would look amused. They would love to hear my “Star Trek” story. That is how my topic was referred to. It was entertaining. They liked the story but they reacted as if I had a bit too much of imagination. For sure I never come short of that but to me, it was no fantasy. It was going to happen. And I do not see why it would not happen at sea just as well.

The arrival of new technologies is interesting far beyond simply the technological aspect. The possibilities are many if we decide to use them to their full potential, by linking them with each other and with the management of farms and of the environment.

Just like in agriculture, so far mechanization had been mostly about adding muscle to the operators. It was about performing physical tasks faster with less manual labor. The new technologies are of a different nature. They are about creating a nervous system. With the new technologies, the ability to monitor, collect data, analyze, make decisions will not only be faster, it has the potential to be autonomous, but under supervision of the farmer. It will provide more precise information, reduce the possibility of errors and will fix mistakes mush faster when they happen.

Just like on the land, new devices will be available. Satellites, drones and sensors will be able to be the eyes and the senses of the operator. Data processing software and artificial intelligence will be able to monitor in real time and 24/7 any event on the fish farm and in its environment. It will be able to report and initiate relevant actions. Robots will carry tasks that used to be done by the farmers. Fish robots are being developed. Fish robot MITFor instance, the Massachusetts Institute of Technology (MIT) has created a soft body fish robot. The development of such fish robots is aimed at carrying out research on fish schools in the oceans, but there is no reason why similar robots could not be made to swim between the fish on farms, to monitor them and to record and report information about proper feeding, fish growth and fish health. From a technical point of view, nothing stops us from adding biometrics software in the fish robot that could be used for ongoing sampling to estimate the size of the fish in production, and the size distribution as well. It would replace static cameras and the need to dive in the nets. The “vision” of robot fish would probably be better than the human eye. Of course, the information collected by the robot would be sent to the computer to continuously determine technical production results and readjust feeding and harvest schedules. Sensors inside and outside the nets would allow to monitor environmental conditions such as water quality, in particular oxygen content. Biosensors could monitor levels of plankton and risks of algae blooms as well as the presence or the level of pathogens. All that information would be linked to the computer and fed to the central nervous system assisting the farmer. Satellites and aerial drones can also help monitor events inside the pens and provide further production information to complement what originates from the fish robots. They also can give a bird’s eye view of the farm environment. This would work in two directions. One is the prevention of harmful events to enter the nets. The other is the monitoring of the environmental impact of farms to prevent any pollution or take corrective action at once. Sensors at the bottom of the ocean and aquatic drones could also take continuous sample of the environment around the farm to detect any potentially harmful component for the environment. This would help making fish farms more environmentally friendly. In such a design, the farm becomes part of the nervous system. It can be managed even from a distance. After all, some people have already built a number of houses that are connected in such a way these houses can send tweets to the owner to tell them of any event inside or outside, even if someone is at the door. It is also possible to think of linking the system to the nets and have the net size adjusting automatically to the production conditions inside and the need of the proper volume based on water quality data. The farms could also move –horizontally and/or vertically if needed, depending on water quality, but also to avoid harmful interaction with wild fish, which is always a contentious issue between fish farming and commercial fisheries. Such mobile cages already exist. With all these systems, the farmer could actually follow several sites, instead of one, at the same time on interactive screens and interact with the machine and the systems.

It gets even more interesting by looking from further away and higher up. By having robots and aquatic drones roaming the oceans, it will become easier to have a full monitoring of ocean ecology, environmental conditions, sources of pollution, stocks of the different seafood species and all other life forms present. It would make fisheries’ management easier and more effective. It would address sustainability issues both for fisheries and for aquaculture. It would not only help seafood producers, but it would provide fact-based support to make policies -locally and globally- and to manage an important part of food production in better harmony.

The use of new technologies does not stop at the farm or in the ocean, though. Seafood processing, like any other food production, is also going to use robots more and more. Quality will also be monitored through new technologies and reports will be produced automatically. Robotics and data collection will ensure production and quality system that can take corrective action automatically. By connecting all the data produced along the entire production chain, traceability and transparency will be improved further. If used well big data can help improve food quality, sustainability and cooperation between the different stakeholders. It will help manage more efficiently. It also will be a tool to increase trust in the way food is produced and allow a closer connection between producers and consumers.

Here is a presentation about new technologies I did recently at a Precision Agriculture Conference. If you invite me to a Seafood conference, I will be happy to talk about the future with your audience.

Copyright 2014 – the Happy Future Group Ltd.


Finding your niche

April 23, 2013

One of the most common questions I get from my clients and audiences is how to find better markets. Regardless of whether I am addressing crop farmers in the Canadian prairies, food companies in the US, seafood producers in Ireland or local farmers here in British Columbia, the need to escape the undifferentiated commodity market is close to universal.

In my opinion, there is a simple reason for this. I usually explain it by joking about commodity markets being 95% price and 5% psychology, while niche markets are 95% psychology and 5% price. Of course, the percentages must not be taken literally. My point is that for commodities, since all the physical qualities of the offerings are similar, the (almost) only decision factor to choose between suppliers is price. All other arguments do not weigh much. For producers, this is often frustrating because it is a cold-hearted process in which the market decides. They feel that they have no control about the price setting, which is true for the most part. Although futures markets are there to help farmers limit the price risk, the lack of control in the actual price setting contributes to uncertainty, especially for producers in region with a relatively high production costs. In many developing countries, the disconnection between farmers and the markets presents similarities with the above. The lack of access together with the lack of control is a major impediment for the development of strong and successful farming operations.

Then, is niche marketing the way to go? Before answering this, it is useful to take a closer look at what a successful niche is about. Probably the best way to visualize it is to look at it from Maslow’s pyramid of needs, and look at which gradients we can define as we climb up the pyramid.

Niche &MaslowClick on the picture to view enlarged chart

The first one that comes to mind is that the bottom of the pyramid represent the need for generic cheap commodities and the top the exclusive luxury niches. The second one is directly derived from the previous one and from the content of the pyramid. It is the amount of emotion and psychology involved in the customer’s choice. This means that the level of quality also must increase as we go up the pyramid. Similarly, the level, and the quality, of service are also more important, as the target group lies higher in the pyramid. These differences clearly mean different way to conduct business. A solid niche is difficult to enter. If it is not, then many followers will rush into it, commoditize it and destroy it in no time. The difficulty can have very different reasons. It can be technical. It can be organizational. It can be commercial. It can be a matter of logistics or of planning. Whichever the reason may be, the message is clear for the producers: they must have the specific know-how to serve the niche well. They need to have the right set and the right combination of skills in-house. If done well, the development of a niche will also result in higher and more predictable margins, as well in the short term as in the long term. This has a lot of value to food producers, because they can plan ahead much better. Another important aspect of a solid niche is its growth potential. A good niche will grow. Of course, it will not become a commodity market, but that is what the producers want to avoid. If the niche has no growth potential, then as a producer you will be stuck and will need to find other solutions somewhere else for your business. This is why a niche has to be market-driven. There is no way that a production-driven approach will develop a niche successfully in the long term. It might work for a while, but putting production first will weaken the concept eventually.  Good niche management requires a deep connection between the producer and the customers. Developing a niche is not a marketing gimmick. It is not wrapping the old product or service in a new packaging. It is easy to make claims about sustainability, social responsibility or other concerns of consumers, but a good niche is not about the superficial stuff. It is about mutual dependence and shared value. To succeed in niche business, producers must be passionate about what they offer. They must believe in their vision, in their product and in their customers. They must commit to them and engage in a true partnership. If this is not the case or if it is not mutual, the honeymoon will be short-lived. Beyond the common vision and goals, what really counts is to speak the same language. Speaking the language of the customer is not enough. A good niche is one where customers want to buy from you, not having you hounding them for more sales. Good niche marketing rests on collaborative planning with the customers.

Although the comparison with Maslow’s pyramid of needs is useful, it is also important to realize that it does not necessarily means that a niche be tiny. Niche marketing is not the same as local and/or micro business. Especially in a world where purchasing power is evolving and where a huge middle-class with increasing disposable income, as well as a growing upper-class, are rising in populated emerging countries, niches may actually be quite large in comparison with the traditional Western markets.

Because there is such a need for niche developement, I am offering a specific program here at my company to help producers who want to walk the niche path. In my professional life, I have had many jobs and projects that were about getting away from the undifferentiated market and develop specialty markets that generate higher margins. The reason is that the production units where in countries with so-called uncompetitive production costs. Despite that, I successfully turned around difficult situations by setting up adequate strategies that capitalized on the strengths of the businesses and took them away from their areas of weakness.

Developing successful niches takes time and perseverance. For instance, it took me three years to get the poultry company I was working for to be approved as a supplier to Marks & Spencer. It also took some painful human resources decisions to turn around the sales activities I inherited in Germany. It took a lot of energy to lead for change here in British Columbia in an organization that was all about production and with no marketing skills, just as it took a lot of energy to convince the market that our new strategy would work (focusing on Chinook salmon instead of Atlantic Salmon) because many tried before and finally gave up. Yet, we did it and in half the time from what was stated in our supposedly very ambitious plan, and both the company and the customers benefited greatly from this move. I must also state clearly that to achieve such outcomes, I had set up teams with the mix of the right skills and talents to execute my vision. Nobody can do everything alone. That is valid for yours truly just as well. I am quite thankful for the great people who joined me in these endeavours and made it happen.

The difficulty to enter the niche protects you from the competition, but you also must pass the hurdle yourself. This means that you need to have the capacity to be stronger than your competitors. If you are not, realize that you will have difficulties to stay in business anyway.

Copyright 2013 – The Happy Future Group Consulting Ltd.


Food security in Paradise

June 20, 2011

Many Hawaiian residents express their concern about their dependence on food that comes from far away. Actually, there are more and more conferences and workshops about the topic of food security for Hawaii. With this in mind, I went to the Big Island of Hawaii for a vacation last April. I certainly would recommend to everyone to do the same if they ever have the chance.

Since Hawaii is part of the USA, food security will be guaranteed from the mainland. However, looking at the situation as if Hawaii was an independent country makes the debate about food dependence from other
regions quite interesting. The Islands of the State of Hawaii are isolated, as they lay in the middle of the Pacific Ocean, thousands of miles away from any significant continental mass.

During my stay, I was reminded about food security and environmental issues in several occasions. On Earth Day, I came across an event that was interesting in many regards. Apart from the more militant speeches about mostly the big bad oil, and the fact that “Lady Green” touched me with a sunflower, I spent some time engaging in conversations with a number of exhibitors, from government organizations to renewable energy systems (solar makes a lot of sense in Hawaii to me). One booth where I spent more time was
the one of the University of Hawaii’s Pacific Aquaculture& Coastal Resources Center. There, I had a good conversation with PACRC’s Director Kevin Hopkins, a very knowledgeable man with extensive experience in aquaculture, not only in the USA, but also in Asian and African countries. Thanks to him, I got a better idea of the challenge to integrate a sustainable aquaculture in the Hawaiian environment. Living in Vancouver, BC, and having worked in the salmon farming industry, this is not a new topic for me. Aquaculture faces similar concerns in both places.

Click on picture to enlarge

With this in mind, I continued my vacation. At the Kaloko-Honokohau Historic Park, I found a sign showing a comparison of food security between today and 300 years ago. By then, there were 150,000 inhabitants on the Big Island of Hawaii, 100% of the food was produced on the island, 0% was imported, and they were producing 300,000-500,000 lbs. of fish in stone fishponds. Today, for a similar population, only 18% of the food is produced locally, and the Kaloko fishponds do not produce any fish at all (see picture). Of course, these numbers do not take the number of tourists to feed into account. Moreover, the current food consumption per capita is probably substantially richer in calories than 300 years ago, too. However, this history could be a good basis for more constructive discussions about aquaculture. Clearly, aquaculture was a traditional way of improving food security for ancient Hawaiians. The old fishponds were made of walls built with the volcanic rocks, and the fish was passing though a gate made of vertical bars. The small fish could enter, but as they grew bigger, they were unable to pass the gates and leave. This system made me think of a hybrid form of closed containment. In BC, where many discussions are about producing salmon on land, the Hawaiian fishponds are actually a quasi-closed containment on the seabed. It does not require all the land-based infrastructure and equipment, as is the case for land-based closed containment systems. What I saw at this park tells me that the useful could meet the historical, cultural and the modern just to help develop a responsible and productive aquaculture to increase food self-sufficiency for Hawaii. In a region where the ocean space available is as vast as this is the case around Hawaii, I am convinced that there have to be plenty of locations where aquaculture can be conducted without harming the environment, and there have to be more than enough adequate production techniques to do it right.

In the same park, there were remnants of pits in which rocks were set up in many individual planters. In these planters, called mala’ai, the ancient Hawaiians used to grow food plants. This is an ingenious system, because in that area, the fields are covered by lava. There is no soil to be used for open field crops, such as wheat, for instance. On the other hand, there would be plenty of acreage to set up such planters. This would be labor intensive, though.

At the Kaimu-Kalapana black sand beach, I read on a sign that ancient Hawaiians used to harvest seaweed and that apparently, their methods were sustainable. It is only after commercial harvesting by European settlers started that the seaweed quantities plummeted because of excessive harvest volumes. Just like for fish production, researchers from all sides should work on restoring such a seaweed production in a sustainable manner. This example, like all other examples of unsustainable human practices, simply demonstrates that we must produce or harvest what we can, instead of trying to produce or harvest always more while ignoring the signals that we are passing a breaking point.

I spent time only on the Big Island, and I did not visit the other islands. Probably, I do not have the whole picture, especially considering that more than two-thirds of Hawaii’s population lives in the State capital, Honolulu. According to the latest US population census, Hawaii’s total population is of about 1.3 million people, out of which more than 900,000 live in Honolulu. To get a more accurate picture of how much food needs to be produced to meet demand, it is necessary to add the visitors. Per year, the number of visitors is about 7.4 million people, who stay on average 9.15 days. This number expressed in average outside visitors staying in Hawaii per year is 7.4 x 9.15 / 365 = 186,000 people. To simplify, I will estimate the number of mouths to feed at 1.5 million.

For the Hawaiians concerned by the food security or, better said, the low food self-sufficiency of their state (less than 15 %!), what are the possibilities?

Just like in most of the rest of the USA, the local food movement is growing. More and more people are trying to grow some food on their balconies. Of course, this will not be enough to reverse the situation, but it will contribute. Farmers’ markets are gaining in popularity, and I have to say rightly so. Unlike what I am used to in my neighborhood, the food sold on the farmers markets that I came across on the Big Island offer many affordable and actually cheaper foods than in the large supermarket chains. At the farmers markets, I could notice that many more generic vegetables such as onions, tomatoes or bell peppers were shipped from the West Coast of continental US, mainly Washington State. On the other hand, I found quite interesting to notice that the big retailers are also trying to source local products. I only visited a Wal-Mart and a Safeway. From what I have been told, the selling of local products at their outlets is a recent change.

This is interesting, because these retailers will try to be able to source larger volumes, and they actually maybe in a position to stimulate more local food, agriculture and aquaculture production.

The quality of the local food is quite good, although when on vacation everything tends to taste better for some reason. Although I am not much of a beef eater, I was tempted by a “Hawaiian” local grass-fed beef burger recipe, and I have to admit this was the best burger that I ever tasted. It was so good that we went back to the same pub the next evening and I had another burger, while my spouse had a steak. Her steak was simply stunning. And the price was actually cheaper than similar generic beef dishes here in Vancouver.

When it comes to justifying more local food production, I have seen very interesting numbers about the amount of money that Hawaiians spend on food, and therefore to producers outside of their state. According to the same studies, local production would also result in more local jobs. However, I would not develop a plan based on such numbers, not because I doubt them, but because the business must be financially viable as well. I find all the reports that I have read too general or too academic for my liking. Moreover, I am not convinced that the politicians are committed to take the necessary steps to increase food self-sufficiency in Hawaii. They give it quite some lip service, but I miss signs that this topic might be on top of their priority list.

Personally, my first step to see what needs to be done would be to look at how many farms are required to produce what is needed: how many eggs, how much milk, how many chickens, how many pigs, how much fish, how many fruit and vegetables, how much wheat, rice, potatoes, and so on. Once I would have identified the size of the local market for all the food items, I would calculate how many farms are needed to meet that demand. After all, there cannot be food security if there are not enough farms.

For instance, every 10 kg consumption per capita of chicken meat means a production volume of 1.5 million x 10 kg = 15 million kg of chicken. As a chicken weighs about 2 kg, this would correspond to 7.5 million chickens per year. With an average of six flocks per year in a chicken house, this would mean a production capacity of 1.250 million places. This represents about 60 chicken houses. Depending on the size of the farm, my guess would be that 10 to 20 farms are necessary to cover a consumption of 10 kg per capita per year. If consumption were 40 kg per capita per year, Hawaii would potentially need up to 80 farms. Do they have the farmers and the locations for all of them? That is what I would like to determine.

Similarly, in the case of marine fish farms, every 10 kg consumption per capita per year of fish requires 15 million kg of fish, or close to 30,000 tons of live fish. If we were to imagine the containment system from Hawaii Oceanic Technology that I mentioned in “High-tech fish farm”, it almost could be produced on one farm. Of course, it would not be wise to put all the eggs in the same basket. If production volumes were comparable to a salmon farm, the 30,000 tons could require 10 farming sites. This is just theoretic in order to give an idea of the production space needed. There would be different species produced, but the calculation method remains the same for each of them.

With such an approach, for all the relevant food products, it can appear very quickly if being self-sufficient for the various food items is realistic or desirable.

The final exercise, which is also the most important, is the business plan per farm, to assess the viability of the individual projects. Even local, food production must be competitive. The example of Hawaiian sugar cane shows that this is not necessarily the case.

Next to farmers, food producers and market outlets, the Hawaiian government can stimulate more local production if it wishes to do so by setting the appropriate policies. Developing such a thorough review of how to reduce food dependency on outside sources in a market-driven and viable manner for the long term would be quite enjoyable to carry out in paradise!

Copyright 2011 – The Happy Future Group Consulting Ltd.


SeaAgra Seafood and The Food Futurist team up for consulting of seafood projects

March 9, 2011

Vancouver, 9 March 2011

SeaAgra and The Food Futurist will cooperate to offer consulting services to their customers involved in the seafood industry. By combining their pool of expertise in the field of sales, marketing, processing, quality, supply chain, business management and strategy, the new partnership will focus on actively helping execute the development of market-driven seafood projects.

The ultimate objective will be to develop viable value chains between producers and seafood buyers by matching the best partners together and by removing all unnecessary costs in the chain. Thus, the maximum value is distributed between the links of the chain. The focus will be on market-driven strategy, efficiency and optimization, sustainable projects, business organization, setting up long-term win-win partnerships, and fostering customer service. The results for the customers will be a stronger market position, improved financial results and a clear and focused future.

”A synergy of talent is what makes this partnership special. Different expertises, different experiences, and a wealth of knowledge, combined with a common focus will allow us to offer a service that is unparalleled” says SeaAgra’s Joe Collins.

About SeaAgra Seafood

Sea Agra Seafood Brokerage Ltd. commenced operations in 1992, initially as a fresh farmed salmon brokerage company servicing small and medium sized salmon farms. Since inception, the company’s product line has expanded to include fresh wild salmon, wild B.C. caught ground fish, farmed steelhead, sablefish and salmon.
We have since expanded to include the purchase of niche wild and farmed seafood products for re-sale to our highly discerning customers. Our team offers an unrivalled combination of 95 years of experience in the seafood industry and brings a genuine passion for what they do to our business.
Honesty, integrity and a keen understanding of the inner workings of our industry converge to form the basis of our approach to business. We have earned an outstanding reputation in the seafood industry in part because we treat the products we sell as if they were our own. This approach keeps our customers coming back year after year for our fresh and irresistibly delicious seafood.
SeaAgra services fresh seafood markets across North America and other major consumption countries.


I am very enthusiastic about the cooperation with SeaAgra. I have known the owners of SeaAgra, Ralph Shaw and Joe Collins, for many years. When I was in the salmon business, Joe was part of my team, and Ralph was one of our customers. They contacted me last year for a project. We did a superb job under a very tight deadline, and we have received praise from third parties who have read the report since then. Our work has been much appreciated. This has led us to pursue this partnership further. The combination of talents with the great chemistry between us generates a positive energy. We will add tremendous value to the customers. Our concept goes beyond simply advising, it ensures the successful execution of the projects!

This partnership will also allow us to explore scenarios for the future of seafood and develop marketing strategies for new species, such as barramundi, cobia and other high-end specialties.

Christophe Pelletier


The rise of the non-profits and how they shape food production

December 20, 2010

In the years before the current economic crisis, the non-profit sector was already creating more jobs than the for-profit sector. Last year, the total of all operating budgets of non-profit organizations passed the US$1 trillion mark. This makes non-profits the eighth economy in the world. This amazing number seems to have been rather unnoticed, yet it has quite some significance for the way economy might evolve in the future. They are a force to be reckoned with.

They are perceived as independent, although this is not necessarily the case, and this tends to give them a higher moral status, especially compared with the for-profit sector. As I had written in a previous article, nobody has the monopoly of morals, but non-profits have a PR advantage in this area. A part of their strength comes from the loss of trust in government, science, industry and politics by the general public. In the food and agriculture sector, the influence of non-profit organizations is growing, and it challenges the way food is produced.

Just like in the for-profit sector, the size of non-profits as well as the quality of their message varies. Similarly to many corporations, the integrity of some non-profits is questioned. However, in order to motivate individuals and organizations to donate money, they need to have and to keep enough credibility. Competition exists in the non-profit sector, too. Only the ones that do the best job can survive. Nonetheless, non-profits have been instrumental for many changes in food production. It is also clear that change and improvement comes only from being challenged. In this article, I just want to name a few examples of the power of non-profits and their ability to cause visible change.

First, here is an example as recent as last week. The HSUS (Humane Society of the United States) came out with video footage of what they called inhumane treatment of pigs at a Smithfield Foods pig farm. For those who may be unaware of who these two organizations are, the HSUS is a non-profit organization strongly opposed to intensive animal husbandry. They want to end factory farms. Smithfield is the world’s largest pig processor. The HSUS and the US meat industry are no friends. They have opposite views on animal husbandry and meat production. They accuse each other of the usual shortcomings and lies, as is the case between industry and its opponents. What I found quite interesting in this case, though, was the communication of Smithfield about the “crisis” on Twitter. Here, I can only speak about my perception, which was that Smithfield was quite nervous about this matter. Obviously, the HSUS scares them, and not just a little bit. The pork company came with numerous tweets about the problem, and in my opinion too many messages. As long as the investigation is not completed, any communication is unnecessary, and potentially confusing. I got confused to the point that I even wondered how they actually implement the procedures about animal welfare that I believe they have. They even communicated that they would have emergency audits from authorities in the field of animal behaviour and animal handling, such as Temple Grandin and Jennifer Woods, from Alberta, Canada. The farm is in Virginia. That sounds rather drastic if all procedures are in place and followed. The end of the story, at this day, is the report of the Virginia State vet, who did not notice any violation during his visit. There is no way of knowing whether something bad actually happened. The vet’s reports also mentions that the farm will have to be monitored, which makes sense in the context. Smithfield also communicated to have fired three employees for violation of animal welfare procedures, which tends to confirm that the HSUS had put their fingers on something true. Of course, the background of the story is that the HSUS finds that Smithfield does not make the move to banning gestation crates for sows fast enough, as the company had announced a few years ago. They compare Smithfield with other US hog producers who have already implemented change of husbandry systems. Regardless of this specific case, the reaction of the world’s largest pig producer tells me that the HSUS is going to win its battle to reform substantially the US meat industry. It will not happen overnight, but it is just a matter of years.

Another example, still in the pig sector, comes from The Netherlands. The largest supermarket chain, Albert Heijn, part of Ahold, the fourth largest retailer in the world, will sell only pork produced in animal friendly conditions, according to a protocol set up together with Vion, The Netherlands’s largest pork producer and Dierenbescherming, a non-profit organization dedicated to humane animal treatment. I remember when I used to work in the pig industry in the late 1980s in The Netherlands; Dierenbescherming was considered a rather extremist organization that supposedly did not get the realities of meat production. How things can change in 20 years!

Greenpeace is one of the most active organizations that try to change how food is produced. The agriculture lobby is not too enthusiastic about their actions, but Greenpeace gets things changed. They addressed the issue of beef production in Brazil and its relation to deforestation. They achieve more than the Brazilian government by reaching agreements with beef producers in a region where the “law of the gun” tends to prevail, but also mostly with the beef producers’ customers. The main fast food companies (McDonald’s, Burger King, etc…) and retailers like Wal-Mart have pledged not to buy beef that would be produced at the expense of deforestation. Be assured that something like this has quite some leverage. A similar situation has happened about the production of palm oil in Indonesia and Malaysia. Greenpeace’s action to save the orang-utans’ natural habitat has resulted in large users such as Nestle and Unilever to purchase only sustainable palm oil products. This has more impact than government action. I had mentioned a few weeks ago, the ranking for seafood sustainability by Greenpeace of retailers. Costco, which came last, first tried to contest the results. However, within a couple of weeks they reduced their seafood assortment from 15 to only seven, sustainable, species.

Another non-profit with influence on food production is World Wildlife Fund (WWF). They created in 1997, together with Unilever, the Marine Stewardship Council, which role is to set sustainability standards and conduct certification of fisheries. In 2009, the WWF created, together with the Dutch Sustainable Trade Initiative, the Aquaculture Stewardship Council, which has a similar mandate as the MSC, but for aquaculture.

Another typical example came with the wish list of a prominent seafood industry representative for 2011. On that list, he chastises environmental organizations for their negative and critical picturing of the seafood industry. Especially Greenpeace and the WWF are on his “bad guys” list. That is not surprising, but the irony is when he expresses his wish for further development of clean energies to stop the risks of pollution by oil spills and other contaminants. When it comes to other industries than his, he sounds very much to me like a Greenpeace and WWF supporter.

These are just a few examples, but they show without any doubt that the message of non-profit organizations has an audience, and with environmental issues becoming common media material, their influence will only increase. It is also clear that, more and more, retailers, foodservice and, to a lesser extent, consumer goods manufacturers are joining them. The businesses with direct contact with the consumers (aka the public) are leading this change, as I had mentioned in “The quiet revolution of food retailers”.

The next step that I foresee to enforce more transparency is the development of WikiLeaks-like activities that will make public confidential internal memos and other information not destined to publication. This will bring deep changes in the way food is produced. Of course, where there is change, there is resistance, too. The food industry’s reaction is normal in this process. The winners of tomorrow will be the companies that understand where the business environment is heading, and that will see the opportunities to implement change faster and better than their competitors.

Copyright 2010 – The Happy Future Group Consulting Ltd.


Regaining the consumer’s trust

September 29, 2010

I read many blogs, articles and opinions about food on a regular basis. Yesterday, I came across an interesting blog post on Meatingplace.com. Yvonne Vizzier Thaxton, an authority in the US poultry industry, wrote the article, titled “Consumer trust” after she found out about a survey carried out by the Center for Food Integrity. Basically, the survey concluded that as farms were growing in size, consumers started to wonder if they still had the same values, and although small farms still have the public opinion’s trust, large-scale farms are looked at with suspicion.

That article brought me to think about trust, how it works, and what to do to win it back once it has been lost.

Instead of trying to figure out which group of the population to influence, as the author suggests, I prefer to go back to the basics. If I stop trusting someone, what would he/she have to do to convince me that he/she is trustworthy again? The empathic exercise is a much better way to find out what might work or not. In my opinion, that is exactly what the food sector should do first, instead of pushing the same message without much success.

First, people stops trusting when they are disappointed, when they feel betrayed or when they feel unsafe. By finding out which one of the above caused the loss of trust, and what more specific reasons made the public change their minds, the food sector will already make huge progress.

The second thing to keep in mind is regaining trust is even much more difficult than winning it in the first place. The baggage will stay in the way for a long time. Therefore, a lot of patience is required. There will be no quick fix. A cute video clip, well-thought press releases will not be enough. Far from it. Trust is not something that can be forced, it must be earned. Trust is the result of consistent and positive behavior that benefits the other party.

Once people have lost trust, per definition, they do not believe anything they hear from the distrusted party. In fact, they will hardly listen. Therefore, words will have little impact, unless they go along with actions that confirm that the message is true. If the food industry does not want to change and hopes that communication will be enough to change the public’s mind, nothing will change. When you want someone to prove to you that he/she is reliable, you want to see tangible proof that something is changing in your favor. The most powerful communication tool that really works for regaining trust is the non-verbal communication. The distrusted one must sweat to win trust back. This does not take away that verbal communication must continue. It will keep the relationship alive, but it will not be the critical part for turning around the situation.

Here is just an example to illustrate this. The US meat and poultry sector has undergone many recall procedures about bacterial contamination over the years, and at this day, this problem seems to continue. The industry takes measures to solve the problem, because such recalls are very costly, but as long as there will not be an obvious change in food safety, and recalls keep on happening, consumers will keep doubting how their meat is produced.

Food suppliers have no other choice than to listen to the consumers. The customer is always king. The customer is always right, even when he/she is wrong. A lot of this is about perception. Here is an example of the above. Last June, Greenpeace came with a ranking of Canadian retailers about their seafood procurement, and in particular about their sustainability score on seafood. Costco scored poorly, and their first reaction was to dismiss Greenpeace’s assessment, by basically saying that they are professionals who know what they do, and that they do not really need advice from Greenpeace. Yet, a few weeks later, Costco reorganized its seafood assortment from 15 species back to seven sustainably produced seafood species. That is successful non-verbal communication.

Regaining the consumers’ trust will require transparency, integrity, honesty, a lot of patience and communication, and most of all action towards change that meet the market’s demand. This does not mean that all consumers wishes can be met. After all, life is a continuous negotiation. Food producers and the public need to meet somewhere halfway. Market-driven always trumps production-driven.

Copyright 2010 – The Happy Future Group Consulting Ltd.


What a game changer my book is!

September 7, 2010

Future Harvests has been published less than two weeks ago, and it is going to change my company rather profoundly.

What started as a blog on the side of The Happy Future Group Consulting Ltd. is now about to become the very core of my business.

Not only the book sales are already higher than I would have thought, the book is creating much interest for my other activities. The book has already been shipped not only to Canada or the USA, but also as far as South America, Asia and Europe. This is truly amazing.

The reactions to the announcement of the book’s publication have been amazingly enthusiastic and they made me feel like I had just produced something that many were waiting for. This is both very rewarding and very humbling, because working on solutions for future food supply to an increasing world population is a huge task. Since the publication, people with whom I never had contact before, from all around the world, have approached me, thanking me for having engaged in this venture.

New contacts are asking me to participate in conferences and to organize workshops and seminars for them. The CBC (Canadian Broadcasting Corporation) is interested in having me on one of their programs. Of course, the concrete discussions are still to come, but I have to admit that my Food Futurist is now showing incredible potential.

The part on policy making and strategy is getting more attention, too. This activity has the potential to become a solid business that will need to involve more people in my organization. I have already started to develop a plan for this. I can see interest coming from companies, professional associations and governments, not only in Western countries, but in many emerging countries, such as in South America, Southeast Asia, India, or Russia to name a few.

The first step that results from all of the above is for me to formalize the Food Futurist further into a more structured activity than it has been so far. This has started with my defining and posting the mission on all the business pages of the website. The mission is “To help our clients challenge today’s certainties, shape the future, and manage the transition with a targeted and practical action plan for the coming 10 years and beyond”.

The following step is going to be to develop business around this mission and the principle expressed in Future Harvests.

If you are interested in this, please do not hesitate to contact me. Talking is cheap. If you know people who would be interested, please pass it on to them.

As Humphrey Bogart’s character said in the movie Casablanca, “I think this is the beginning of a beautiful friendship”.