12. Managerial implications
The study offers some potentially important implications for the
managers of farmers’ markets in New Zealand. Market managers
can improve marketing communication by recognising that different
segments of consumers within the markets have differingwants
and needs in relation to market offerings, and these should to be
accommodated in a sympathetic fashion with each other. Some consumers
may attend the markets to enjoy the atmosphere and
experience of the event, whereas some consumer patronage is simply
for the produce. By recognising these differences, managers can manipulate
the market offering and associated communications to the
different segments, thus promoting higher levels of customer patronage
and loyalty. For example, in this specific instance, it is
recommended that the Otago farmer’s market concentrate marketing
effort on the second core group of consumers, the Experience
Orientated group, providing more space for consumer-to-consumer
interactions and consumption of prepared foods and beverages on
site. Further, entertainment options should be considered to encourage
these customers to attend more frequently and stay longer.
The first group of consumers, the Committed Loyalists, are the most
stable of the three groups and therefore require minimal targeting
to maintain. The key concern with this group is that any changes to
the market made to accommodate the Experience Orientated group
do not disrupt the Committed Loyalist experience – for example,
too much crowding in social areas or the removal of vendors to accommodate
entertainment. The third segment, product orientated
consumers, offer little option for increased value to the Otago farmers’
market, and do not warrant specific targeted marketing efforts