MODULE - Amazon S3Slides.pdf10 TRAITS I’VE OBSERVED IN ENTREPRENEURS… 1. Are willing (eager) to...
Transcript of MODULE - Amazon S3Slides.pdf10 TRAITS I’VE OBSERVED IN ENTREPRENEURS… 1. Are willing (eager) to...
THE FARM BUSINESS MINDSET
MODULE
DO YOU HAVE A FARM BUSINESS
OR A FARM HOBBY?
LESSON
ARE YOU GARDENING/HOMESTEADING
OR FARMING?
YouCONSUME
what your garden/homestead produces
YouSELL
what your farm producesfor others to consume
OTHERS THINK YOU LEFT YOUR JOB TO START A FARM. IS THAT TRUE?
OTHERS THINK YOU LEFT YOUR JOB TO START A FARM. IS THAT TRUE?
YOU LEFT YOUR JOB TO START AFARM BUSINESS
NO!
AND EVERY BUSINESS NEEDS CUSTOMERS
DO YOU THINK OF YOUR FARM AS A
BUSINESS OR HOBBY?
WHEN IT’S A HOBBY, YOU THINK…
WHEN IT’S A HOBBY, YOU THINK…
1. What do I want to grow?
2. Look how cute those goats/chicks are…I want one!
3. How do I want to spend my time?
4. What do I enjoy?
5. I can’t wait to browse the new seed catalog!
WHEN IT’S A BUSINESS, YOU THINK…
WHEN IT’S A BUSINESS, YOU THINK…
1. What is my vision?
2. What products will I make/produce?
3. Who will I sell them to?
4. How will I sell my products?
5. Who else makes it (competitors)?
6. What makes me unique? What’s my competitive advantage?
7. What’s my profit model? HOW WILL I MAKE MONEY?
PEOPLE WHO THINK THAT WAY ARE ENTREPRENEURS
AND ENTREPRENEURS WORK ON THE BUSINESS
RATHER THAN GETTING TRAPPED IN THE BUSINESS
THEY UNDERSTAND THAT…
YOU’RE NOT KEEPING COWS
YOU’RE NOT KEEPING COWS
YOU’RE RUNNING A PROFITABLE LIVESTOCK BUSINESS
YOU’RE NOT GARDENING
YOU’RE NOT GARDENING
YOU’RE RUNNING A PROFITABLE MARKET GARDEN BUSINESS
YOU’RE NOT RAISING CHICKENS
YOU’RE NOT RAISING CHICKENS
YOU’RE RUNNING A PROFITABLE PASTURED POULTRY BUSINESS
YOU’RE NOT MAKING CHEESE
YOU’RE NOT MAKING CHEESE
YOU’RE RUNNING A PROFITABLE FARMSTEAD CHEESE BUSINESS
YOU’RE NOT “GIVING” A FARM TOUR
YOU’RE NOT “GIVING” A FARM TOUR YOU’RE RUNNING A PROFITABLE AGRITOURISM BUSINESS
YOU’RE RUNNING A PROFITABLE
FARMING BUSINESS
THAT’S HOW ENTREPRENEURS
THINK
IS IT HOW YOUTHINK?
LET’S FIND OUT
THE ENTREPRENEURIAL
MINDSET
I DID THIS BECAUSE I HAD A STRONG
DESIRE
AND THE ENTREPRENEURIAL
MINDSETSTARTS WITH
DESIRE
I WASN'T BORN AN ENTREPRENEUR
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
6. Passionate about what they’re building (not what they’re “doing”)
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
6. Passionate about what they’re building (not what they’re “doing”)
7. Are paranoid, but never paralyzed
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
6. Passionate about what they’re building (not what they’re “doing”)
7. Are paranoid, but never paralyzed
8. Are willing to tirelessly sacrifice time and money to realize a dream
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
6. Passionate about what they’re building (not what they’re “doing”)
7. Are paranoid, but never paralyzed
8. Are willing to tirelessly sacrifice time and money to realize a dream
9. Know that people may lie, but numbers don’t
10 TRAITS I’VE OBSERVED IN ENTREPRENEURS…
1. Are willing (eager) to start something new
2. Embrace risks, because they see the status-quo as risky
3. Have a vision of what they want to create
4. Are driven equally by vision & financial results
5. Understand that sales is job one. Period.
6. Passionate about what they’re building (not what they’re “doing”)
7. Are paranoid, but never paralyzed
8. Are willing to tirelessly sacrifice time and money to realize a dream
9. Know that people may lie, but numbers don’t
10. Are supremely confident/cocky/full of self-belief
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
Think how to save more Think how to earn more
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
Think how to save more Think how to earn more
Focus on problems Focus on solutions
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
Think how to save more Think how to earn more
Focus on problems Focus on solutions
Live with the fear that they’re not in control Live with the security of being in control
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
Think how to save more Think how to earn more
Focus on problems Focus on solutions
Live with the fear that they’re not in control Live with the security of being in control
Focus on what they need to do now Hold short and long-term visions simultaneously
EMPLOYEES ENTREPRENEURSvs
Are afraid to fail Are afraid to not try
Think without starting Start without thinking
Ready, aim, aim, aim, aim… Ready, FIRE, aim
Only want promotions in someone else’s business Only want to promote THEIR business
Are indecisive Are VERY decisive
Seek direction Provide direction
Are specialists Are generalists
Are always working Are always selling/promoting
Think how to save more Think how to earn more
Focus on problems Focus on solutions
Live with the fear that they’re not in control Live with the security of being in control
Focus on what they need to do now Hold short and long-term visions simultaneously
Seek to avoid risk Thrive on (calculated) risk
EMPLOYEES ENTREPRENEURSvs
WHICH ARE YOU MOST LIKE?
EMPLOYEEOR
ENTREPRENEUR?
I WASN'T BORN AN ENTREPRENEUR
BUT WHAT IF YOU’RE NOT A BORN ENTREPRENEUR?
YOU CAN BECOME ONE!
YOU JUST HAVE TO AWAKEN
THE ENTREPRENEUR
WITHINFARMPRENEUR
AWAKEN THE FARMPRENEUR
SORRY, BUT YOU HAVE MULTIPLE
PERSONALITIES
SORRY, BUT YOU HAVE MULTIPLE
PERSONALITIES
EntrepreneurManager
Technician
SO DO YOU DOC
SO DO YOU DOC
• Our friend, Doc, wants to start his own practice• He has extensive education and has devoted years to
perfecting his craft • Ah, but medical schools teach the practice of medicine,
not the business of medicine• So no matter how good a doctor he is, that expertise
won’t help him with marketing, managing cash flow, operations, employee relations or any other task critical in creating a successful business
• For the most part, Doc is a highly skilled, highly paid technician
Technician
WHAT ABOUT YOU?
ENTREPRENEURour inner visionary, sees the future first, then
endeavors to connect the present to it
ENTREPRENEUR
What sort of farm should I start?
What’s my vision for this farm business? What’s our mission?
How must this farm business work?
What will my competitive advantages be?
How will I go to market?
I see my long-term vision, so I’ll change what we’re doing now to
match that vision.
our inner visionary, sees the future first, then endeavors to connect the present to it
ENTREPRENEUR
What sort of farm should I start?
What’s my vision for this farm business? What’s our mission?
How must this farm business work?
What will my competitive advantages be?
How will I go to market?
I see my long-term vision, so I’ll change what we’re doing now to
match that vision.
When can I get an appointment at the meat processor?
Who do I call to get an egg candling license?
How do I manage my farm tour?
I need to arrange a team to process chickens.
How do I manage CSA orders?
How do I recruit and manage farm apprentices?
What’s my breeding schedule look like for the dairy operation?
our inner visionary, sees the future first, then endeavors to connect the present to it
MANAGERcreates order out of the entrepreneur’s chaos and is constantly stressed by the entrepreneur
and technician
ENTREPRENEUR
What sort of farm should I start?
What’s my vision for this farm business? What’s our mission?
How must this farm business work?
What will my competitive advantages be?
How will I go to market?
I see my long-term vision, so I’ll change what we’re doing now to
match that vision.
When can I get an appointment at the meat processor?
Who do I call to get an egg candling license?
How do I manage my farm tour?
I need to arrange a team to process chickens.
How do I manage CSA orders?
How do I recruit and manage farm apprentices?
What’s my breeding schedule look like for the dairy operation?
What farm chores do I need to do right now?
How can I fix this irrigation leak?
I need to weed this afternoon.
I need to catch up all the chickens for processing.
The hay needs to be cut and put away.
I see what we’re doing now on the farm, and I want it to stay that way.
Why do we have to have these farm tours? I don’t have time for
this!
our inner visionary, sees the future first, then endeavors to connect the present to it
MANAGERcreates order out of the entrepreneur’s chaos and is constantly stressed by the entrepreneur
and technician
TECHNICIANlives in the present, doesn’t want to hear about lofty goals, he’s much too busy for
that…he’s the doer
AS SMALL BUSINESS OWNERS, WE NEED THESE
AS SMALL BUSINESS OWNERS, WE NEED THESE
THREE PERSONALITIES
AS LONG AS THEY GET EQUAL TIME
AS LONG AS THEY GET EQUAL TIME
BUT DO THEY?
TechnicianManagerEntrepreneur
TechnicianManagerEntrepreneur10% 20% 70%
THE WRONG PERSON IS IN CHARGE
WE’RE FOLLOWING THE
THE WRONG PERSON IS IN CHARGE
WE’RE FOLLOWING THE
TECHNICIAN!
THE TECHNICIAN
THE TECHNICIAN
HITS THE WALLSHE CAN’T FIGURE OUT HOW TO GROW A
PROFITABLE FARM BUSINESS WITHOUT BECOMING A SLAVE TO THE FARM
ENTREPRENEURSHE THINKS SHE’S NOT AN
ENTREPRENEURSHE THINKS SHE’S NOT AN
SO WHAT CAN SHE DO?WHAT CAN YOU DO?
LEARN TO VIEW YOUR FARM BUSINESS
AS SOMETHING
SEPARATE FROM YOU
BECAUSE YOU ARE NOT YOUR BUSINESS!
The purpose of your life is not to serve your farm business. The purpose of your farm business is to serve your life.
BECAUSE YOU ARE NOT YOUR BUSINESS!
HERE’S THE PROBLEM WITH FARMING
HERE’S THE PROBLEM WITH FARMING
WE ENJOY DOING FARM WORK.WE LIKE BEING THE TECHNICIAN.
DO YOU A FARM BUSINESS
OR A FARM HOBBY?
HAVE
DO YOU A FARM BUSINESS
OR A FARM HOBBY?
WANT
IF YOU WANT YOUR FARM TO SUCCEED, YOU MUST
IF YOU WANT YOUR FARM TO SUCCEED, YOU MUST
ACHIEVE BALANCE
HOW TO GAIN CONTROL FROM THE TECHNICIAN
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
• In each block, have a specific critical task to accomplish or decision to make
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
• In each block, have a specific critical task to accomplish or decision to make
• Prioritize business strategy and marketing
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
• In each block, have a specific critical task to accomplish or decision to make
• Prioritize business strategy and marketing
• During those two hours, have social media and your cell phone off. Only turn on your phone if you must make a call. No distractions.
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
• In each block, have a specific critical task to accomplish or decision to make
• Prioritize business strategy and marketing
• During those two hours, have social media and your cell phone off. Only turn on your phone if you must make a call. No distractions.
• This will still give you at least six-eight hours a day for farm work.
HOW TO GAIN CONTROL FROM THE TECHNICIAN
• Repeat after me. I’M RUNNING A BUSINESS! THIS IS NOT A HOBBY! (seriously, say it)
• Schedule two hours every day to work ON YOUR FARM BUSINESS, and not in it.
• Divide the two hours into 30 minute blocks; 4 blocks each morning
• In each block, have a specific critical task to accomplish or decision to make
• Prioritize business strategy and marketing
• During those two hours, have social media and your cell phone off. Only turn on your phone if you must make a call. No distractions.
• This will still give you at least six-eight hours a day for farm work.
• Devote an hour each weekend to planning your blocks for the following week
List Status• Review MailChimp, see how many
subscribers I gained last month.• Set goal for new subscribers this
month.• Create plan to achieve goal.
List Plan• Outline 5 bullet plan that will result
in subscriber list growing 25% per month
• Print plan and paste on wall
Lead Magnets• Brainstorm ideas for lead magnet
related to pastured poultry - 15 mins
• Brainstorm and choose headline for best lead magnet idea
Lead Magnet Copy• Write copy points for my chosen
lead magnet
Block 1
Block 2
Block 3
Block 4
MONmorning
TAME THE TECHNICIAN CALENDAR
List Status• Review MailChimp, see how many
subscribers I gained last month.• Set goal for new subscribers this
month.• Create plan to achieve goal.
List Plan• Outline 5 bullet plan that will result
in subscriber list growing 25% per month
• Print plan and paste on wall
Lead Magnets• Brainstorm ideas for lead magnet
related to pastured poultry - 15 mins
• Brainstorm and choose headline for best lead magnet idea
Lead Magnet Copy• Write copy points for my chosen
lead magnet
Lead Magnet Copy• Finish copy for chosen lead magnet
Lead Magnet Design• Layout lead magnet in Canva,
including a great cover• Start with template from canva.com/
templates• Be sure to use my branding colors!
Website Update• Compress lead magnet file• Upload to website• Create pop-up form and inline call
to action box • Integrate both with MailChimp
Social Promotion• Promote links to lead magnet on
Facebook, Twitter and LinkedIn• Create striking image of lead
magnet for Instagram and Pinterest
Block 1
Block 2
Block 3
Block 4
MONmorning
TUEmorning
TAME THE TECHNICIAN CALENDAR
List Status• Review MailChimp, see how many
subscribers I gained last month.• Set goal for new subscribers this
month.• Create plan to achieve goal.
List Plan• Outline 5 bullet plan that will result
in subscriber list growing 25% per month
• Print plan and paste on wall
Lead Magnets• Brainstorm ideas for lead magnet
related to pastured poultry - 15 mins
• Brainstorm and choose headline for best lead magnet idea
Lead Magnet Copy• Write copy points for my chosen
lead magnet
Lead Magnet Copy• Finish copy for chosen lead magnet
Lead Magnet Design• Layout lead magnet in Canva,
including a great cover• Start with template from canva.com/
templates• Be sure to use my branding colors!
Website Update• Compress lead magnet file• Upload to website• Create pop-up form and inline call
to action box • Integrate both with MailChimp
Social Promotion• Promote links to lead magnet on
Facebook, Twitter and LinkedIn• Create striking image of lead
magnet for Instagram and Pinterest
Restaurants• Call chefs at 5 of my second-tier
restaurants• Arrange specific time to visit and
introduce product
Call Script• Refine call script/technique based on
how some chefs responded to my call
• Rehearse call out loud, with phone in hand
Research• Study menus of top-tier restaurants• Research background of chefs at
those restaurants, particularly recent news
Restaurants• Call chefs at my next 5 top-tier
target restaurants• Arrange specific time to visit and
introduce product
Block 1
Block 2
Block 3
Block 4
MONmorning
TUEmorning
WEDafternoon
TAME THE TECHNICIAN CALENDAR
List Status• Review MailChimp, see how many
subscribers I gained last month.• Set goal for new subscribers this
month.• Create plan to achieve goal.
List Plan• Outline 5 bullet plan that will result
in subscriber list growing 25% per month
• Print plan and paste on wall
Lead Magnets• Brainstorm ideas for lead magnet
related to pastured poultry - 15 mins
• Brainstorm and choose headline for best lead magnet idea
Lead Magnet Copy• Write copy points for my chosen
lead magnet
Lead Magnet Copy• Finish copy for chosen lead magnet
Lead Magnet Design• Layout lead magnet in Canva,
including a great cover• Start with template from canva.com/
templates• Be sure to use my branding colors!
Website Update• Compress lead magnet file• Upload to website• Create pop-up form and inline call
to action box • Integrate both with MailChimp
Social Promotion• Promote links to lead magnet on
Facebook, Twitter and LinkedIn• Create striking image of lead
magnet for Instagram and Pinterest
Restaurants• Call chefs at 5 of my second-tier
restaurants• Arrange specific time to visit and
introduce product
Call Script• Refine call script/technique based on
how some chefs responded to my call
• Rehearse call out loud, with phone in hand
Research• Study menus of top-tier restaurants• Research background of chefs at
those restaurants, particularly recent news
Restaurants• Call chefs at my next 5 top-tier
target restaurants• Arrange specific time to visit and
introduce product
Content Marketing• Create a calendar of blog post
concepts for the next 60 days• Select desired SEO keywords for
each blog post.
Content Marketing• Begin writing the first blog post,
aiming for 600-800 words, centered on the chosen keyword or phrase.
Content Marketing• Finish the first blog post.• Choose the headline carefully with
help from AMI’s headline analyzer, keeping keyword in title.
• Make keyword part of URL and test with Yoast.
Facebook Ads• Set-up ad manager account• Create a Facebook pixel• Add pixel to website for future
retargeting ads
Block 1
Block 2
Block 3
Block 4
MONmorning
TUEmorning
THUmorning
WEDafternoon
TAME THE TECHNICIAN CALENDAR
List Status• Review MailChimp, see how many
subscribers I gained last month.• Set goal for new subscribers this
month.• Create plan to achieve goal.
List Plan• Outline 5 bullet plan that will result
in subscriber list growing 25% per month
• Print plan and paste on wall
Lead Magnets• Brainstorm ideas for lead magnet
related to pastured poultry - 15 mins
• Brainstorm and choose headline for best lead magnet idea
Lead Magnet Copy• Write copy points for my chosen
lead magnet
Lead Magnet Copy• Finish copy for chosen lead magnet
Lead Magnet Design• Layout lead magnet in Canva,
including a great cover• Start with template from canva.com/
templates• Be sure to use my branding colors!
Website Update• Compress lead magnet file• Upload to website• Create pop-up form and inline call
to action box • Integrate both with MailChimp
Social Promotion• Promote links to lead magnet on
Facebook, Twitter and LinkedIn• Create striking image of lead
magnet for Instagram and Pinterest
Restaurants• Call chefs at 5 of my second-tier
restaurants• Arrange specific time to visit and
introduce product
Call Script• Refine call script/technique based on
how some chefs responded to my call
• Rehearse call out loud, with phone in hand
Research• Study menus of top-tier restaurants• Research background of chefs at
those restaurants, particularly recent news
Restaurants• Call chefs at my next 5 top-tier
target restaurants• Arrange specific time to visit and
introduce product
Content Marketing• Create a calendar of blog post
concepts for the next 60 days• Select desired SEO keywords for
each blog post.
Content Marketing• Begin writing the first blog post,
aiming for 600-800 words, centered on the chosen keyword or phrase.
Content Marketing• Finish the first blog post.• Choose the headline carefully with
help from AMI’s headline analyzer, keeping keyword in title.
• Make keyword part of URL and test with Yoast.
Facebook Ads• Set-up ad manager account• Create a Facebook pixel• Add pixel to website for future
retargeting ads
Email Marketing• Create a calendar of email
campaigns for the next 60 days
Email Marketing• Write the email for this week• Include a graphic of new lead
magnet in email• Include either a promotion or an
ability to sign up in email
Email Marketing• Schedule the email for delivery
Sunday morning.• Schedule cross-posting of email on
Facebook, Twitter & LinkedIn
Think…30 mins on• Am I happy with how my farm
business is performing?• Am I moving toward my vision?• What is causing me the most stress,
and how can I fix that?• Other…
Block 1
Block 2
Block 3
Block 4
MONmorning
TUEmorning
THUmorning
FRImorning
WEDafternoon
TAME THE TECHNICIAN CALENDAR
HERE’S A PROMISE
IF YOU DON’T SCHEDULE THIS STUFF, IT WON’T GET DONE
NOW IT’S
NOW IT’S
YOUR TURN!
COMPLETE YOUR TAME THE TECHNICIAN CALENDAR
COMPLETE YOUR TAME THE TECHNICIAN CALENDAR
NOW THAT WE’VE TAMED THE TECHNICIAN
AND ARE RUNNING A REAL BUSINESS,
NOW THAT WE’VE TAMED THE TECHNICIAN
AND ARE RUNNING A REAL BUSINESS,
WHAT’S NEXT?
“REAL BUSINESSES” HAVE BUSINESS PLANS
YOUR ONE-PAGE BUSINESS PLAN
YOU’RE RUNNING A “REAL BUSINESS”
“REAL” BUSINESSES...
“REAL” BUSINESSES...
• Have business checking accounts
• Keep business expenses separate from personal expenses
• Maintain business records
• Register the business with the state or as an LLC
• Comply with state and federal tax laws
• Maintain a business website or physical location
• HAVE A PLAN TO EARN A PROFIT
PRIMARY PURPOSE OF A BUSINESS IS
PRIMARY PURPOSE OF A BUSINESS IS INCOME OR PROFIT
“REAL BUSINESSES” ALSO HAVE BUSINESS PLANS
BUSINESS PLAN
BUSINESS PLAN
Executive SummaryMarketing Plan
Income StatementCash Flow ProjectionsMarket Analysis
5-Year PlanSWOT Analysis
8 QUESTIONS
YOU
WHY are you farming?
MISSION
YOU
WHY are you farming?
WHO will care, and why?
MISSIONCUSTOMER SEGMENTS
YOU
WHY are you farming?
WHO will care, and why? HOW
will you go to market?MISSION
CUSTOMER SEGMENTS CHANNELS
YOU
WHAT will you sell?
WHY are you farming?
WHO will care, and why? HOW
will you go to market?MISSION
CUSTOMER SEGMENTS CHANNELS
YOUREVENUE STREAMS
WHAT will you sell?
WHAT are your costs?
WHY are you farming?
WHO will care, and why? HOW
will you go to market?MISSION
CUSTOMER SEGMENTS CHANNELS
YOUREVENUE STREAMS COST STRUCTURE
WHAT will you sell?
WHAT are your costs?
WHY are you farming?
WHO will care, and why? HOW
will you go to market?
WHAT alternatives are there?
COMPETITION
MISSIONCUSTOMER SEGMENTS CHANNELS
YOUREVENUE STREAMS COST STRUCTURE
WHAT will you sell?
WHAT are your costs?
WHY are you farming?
WHO will care, and why? HOW
will you go to market?
WHAT alternatives are there? WHAT
determines success?COMPETITION
MISSIONCUSTOMER SEGMENTS CHANNELS
CRITICAL SUCCESS FACTORS
YOUREVENUE STREAMS COST STRUCTURE
WHAT will you sell?
WHAT are your costs?
WHY are you farming?
WHO will care, and why? HOW
will you go to market?
WHAT alternatives are there? WHAT
determines success?
ARE you unique?
COMPETITION
MISSIONCUSTOMER SEGMENTS CHANNELS
ADVANTAGECRITICAL SUCCESS FACTORS
YOUREVENUE STREAMS COST STRUCTURE
My Farm Business Model
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
My Farm Business Model
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
Latent Need Not consciously thinking
of problem/need, but they do have it
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
Latent Need Not consciously thinking
of problem/need, but they do have it
Example • Joint issues that bone broth may help• Children/family suffering from allergies or immune deficiencies that may improve with raw milk
• Would love to learn “lost” skills, such as butchering, but unaware options exist
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
Latent Need Not consciously thinking
of problem/need, but they do have it
Active Need Aware of a problem/
desire, actively looking for a solution
Example • Joint issues that bone broth may help• Children/family suffering from allergies or immune deficiencies that may improve with raw milk
• Would love to learn “lost” skills, such as butchering, but unaware options exist
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
My Farm Business Model
Latent Need Not consciously thinking
of problem/need, but they do have it
Active Need Aware of a problem/
desire, actively looking for a solution
Example • Joint issues that bone broth may help• Children/family suffering from allergies or immune deficiencies that may improve with raw milk
• Would love to learn “lost” skills, such as butchering, but unaware options exist
Example • On Paleo diet, so looking for grassfed meat
• Recent news of e.coli outbreak, looking for grassfed alternatives
• Looking for handcrafted, farm gift ideas• Chef/caterer looking for “unique” meats, cheeses or produce
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
My products will include grass fed beef and woodlot pork sold in quarters, whole chickens,
live goats and lambs ready for on-farm butcher. I’ll price each product by the pound based on my costs and income needs, and NOT based on what other farms charge. I
won’t offer discounts for large orders, because my production costs don’t decrease.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
My products will include grass fed beef and woodlot pork sold in quarters, whole chickens,
live goats and lambs ready for on-farm butcher. I’ll price each product by the pound based on my costs and income needs, and NOT based on what other farms charge. I
won’t offer discounts for large orders, because my production costs don’t decrease.
To achieve my price and income targets, it’s imperative that I build a respected brand and
sell directly to customers. My marketing emphasis will be on education…to get people
out to the farm to see our production and welfare standards, to build an email list and to
convert subscribers to customers.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
My products will include grass fed beef and woodlot pork sold in quarters, whole chickens,
live goats and lambs ready for on-farm butcher. I’ll price each product by the pound based on my costs and income needs, and NOT based on what other farms charge. I
won’t offer discounts for large orders, because my production costs don’t decrease.
To achieve my price and income targets, it’s imperative that I build a respected brand and
sell directly to customers. My marketing emphasis will be on education…to get people
out to the farm to see our production and welfare standards, to build an email list and to
convert subscribers to customers.
Feed is a critical cost for pigs and chickens, & I have little control over that. Butchering costs are a factor for all products. Both of those are beyond my control. Critical costs and metrics
within my control include poultry and pig mortality rates & feed conversion ratios (waste). Monthly farm mortgage is a fixed cost, so net income must support that expense & utilities.
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
My products will include grass fed beef and woodlot pork sold in quarters, whole chickens,
live goats and lambs ready for on-farm butcher. I’ll price each product by the pound based on my costs and income needs, and NOT based on what other farms charge. I
won’t offer discounts for large orders, because my production costs don’t decrease.
To achieve my price and income targets, it’s imperative that I build a respected brand and
sell directly to customers. My marketing emphasis will be on education…to get people
out to the farm to see our production and welfare standards, to build an email list and to
convert subscribers to customers.
Feed is a critical cost for pigs and chickens, & I have little control over that. Butchering costs are a factor for all products. Both of those are beyond my control. Critical costs and metrics
within my control include poultry and pig mortality rates & feed conversion ratios (waste). Monthly farm mortgage is a fixed cost, so net income must support that expense & utilities.
To succeed, I must: • become the preferred brand for nutrient-
dense meat in north Georgia • build a loyal, opt-in list that I can market
products to • Align with a butcher who shares my animal
welfare values and can produce the cuts my customers desire
• set my business up with the help of my CPA to take advantage of all tax breaks
• retain at least six months of ALL costs, including pay for myself, in savings
CUSTOMER SEGMENTS Who will I target?
• A local, regional or national market? • If a niche market, what is it? • Rather than thinking of an “ideal customer”, what
do my customer segments have in common? What do they want from me?
• Is my customer the end user, or is my customer a wholesaler, distributor or retailer?
• Do customers need education…in other words, do they have an active need for what I offer, or do I need to make them aware (latent need)?
MISSION Why am I doing this?
• What am I passionate about? • What are my goals? • What do I hope to accomplish with this business? • Why is this important?
COMPETITION What alternatives exist?
• How do I define my marketplace? • Who else offers what I offer in my marketplace? • Who are the indirect competitors…the alternative
choices my customers have? • Who are the potential new competitors that could
emerge?
REVENUE STREAMS What will I sell, and for how much?
• What products will I sell? • How will I price them? • How does my pricing strategy compare to
competitors and alternatives? • Will I have one fixed price per product or unit
(pound), or will I offer discounted prices for larger orders?
ADVANTAGE How is my farm business unique?
• What is my defensible competitive advantage? • Am I executing a value strategy (high price,
differentiated offering) or a cost strategy (low price, low costs)? I must choose.
• Why will customers choose me over competing alternatives (other farms, supermarkets, growing their own food, etc.)?
CHANNELS How will I distribute to customers?
• Farmers markets, farm stand, eCommerce, via distributors, to restaurants, CSA, buying clubs…?
• Is my desired distribution channel consistent with my competitive advantage?
COST STRUCTURE What are my critical costs & metrics?
• What are the critical costs in my model? • What are the most important metrics? • How will I measure those metrics daily/weekly? • What key resources could increase in cost that I
have no control over? • How can I respond if costs increase? • What are my fixed costs that I can’t reduce? • What variable costs can I manage?
CRITICAL SUCCESS FACTORS What actions determine my success?
• How can I effectively attract customers? • Will customers pay the prices I need? • Can I navigate regulatory hurdles? • Do I have the necessary legal structure,
accounting and insurance in place to protect myself?
• Can I produce a product consistent with the quality I’m promoting?
• Do I have access to contingency and funding resources should I not achieve projections?
My Farm Business Model
My mission is to be the preferred source of nutrient-dense meat from heritage animals
raised in their natural settings.
My geographic market is from Athens to Atlanta, GA. There are several other farms, but none with a strong brand identity. Of course, most potential customers buy from “regular”
grocery stores, and need to be made aware of the value of pastured meats.
I don’t want to ship product or sell through distributors, so I’m targeting customers who
shop at farmers markets, Whole Foods & natural food stores. Two niches that I’ll target are, 1) followers of the Weston A. Price diet, and 2) ethnic groups who want to purchase
whole animals (goat, lamb) as well as organs. Both of these groups value and are unable to find these cuts elsewhere and will support our
alignment with their values.
My products will include grass fed beef and woodlot pork sold in quarters, whole chickens,
live goats and lambs ready for on-farm butcher. I’ll price each product by the pound based on my costs and income needs, and NOT based on what other farms charge. I
won’t offer discounts for large orders, because my production costs don’t decrease.
To achieve my price and income targets, it’s imperative that I build a respected brand and
sell directly to customers. My marketing emphasis will be on education…to get people
out to the farm to see our production and welfare standards, to build an email list and to
convert subscribers to customers.
Feed is a critical cost for pigs and chickens, & I have little control over that. Butchering costs are a factor for all products. Both of those are beyond my control. Critical costs and metrics
within my control include poultry and pig mortality rates & feed conversion ratios (waste). Monthly farm mortgage is a fixed cost, so net income must support that expense & utilities.
To succeed, I must: • become the preferred brand for nutrient-
dense meat in north Georgia • build a loyal, opt-in list that I can market
products to • Align with a butcher who shares my animal
welfare values and can produce the cuts my customers desire
• set my business up with the help of my CPA to take advantage of all tax breaks
• retain at least six months of ALL costs, including pay for myself, in savings
I will make my farm the de facto standard for naturally raised meats in north Georgia. Through hands-on farm
events, pitching stories to media to educate consumers, and participating
in niche marketing events, I will position my farm as the preferred brand in the
eyes of consumers & journalists.
NOW IT’S
NOW IT’S
YOUR TURN!
COMPLETE YOUR ONE-PAGE BUSINESS MODEL
COMPLETE YOUR ONE-PAGE BUSINESS MODEL
FOUNDATIONS OF FARM & LOCAL FOOD
MARKETING
WHAT MARKETING IS NOT
MARKETING ISN’T
MARKETING ISN’T
• Aggressive (used-car) sales tactics
MARKETING ISN’T
• Aggressive (used-car) sales tactics
• Convincing someone to buy something they don’t want or need
MARKETING ISN’T
• Aggressive (used-car) sales tactics
• Convincing someone to buy something they don’t want or need
• Advertising, brochures or email
MARKETING ISN’T
• Aggressive (used-car) sales tactics
• Convincing someone to buy something they don’t want or need
• Advertising, brochures or email
• A website
MARKETING ISN’T
• Aggressive (used-car) sales tactics
• Convincing someone to buy something they don’t want or need
• Advertising, brochures or email
• A website
• Creative/graphic design
MARKETING ISN’T
• Aggressive (used-car) sales tactics
• Convincing someone to buy something they don’t want or need
• Advertising, brochures or email
• A website
• Creative/graphic design
• COMPLICATED OR DIFFICULT
MARKETING IS THE CONTINUAL PROCESS OF
MARKETING IS THE CONTINUAL PROCESS OF
ATTRACTING & RETAINING
LOYAL CUSTOMERS
THEREFORE, MARKETING IS YOUR MOST
IMPORTANT JOB
DON’T GET ME WRONG... WEEDING, SEEDING,
FEEDING & BREEDING ARE IMPORTANT...
BUT MARKETING IS
BUT MARKETING IS MORE IMPORTANT
TO THE SUCCESS OF YOUR FARMBUSINESS
YOU
CAN DO THIS
FARM MARKETING IS ABOUT BUILDING
RELATIONSHIPS NOT HARD-CORE SALES TACTICS
BUT HOW?
YOU BUILD RELATIONSHIPS & ATTRACT CUSTOMERS BY
YOU BUILD RELATIONSHIPS & ATTRACT CUSTOMERS BY
‣ It starts with being yourself
‣ Talking WITH (not TO) the customer...being conversational
YOU BUILD RELATIONSHIPS & ATTRACT CUSTOMERS BY
‣ It starts with being yourself
‣ Talking WITH (not TO) the customer...being conversational
‣ Telling / sharing your story in a way that resonates
YOU BUILD RELATIONSHIPS & ATTRACT CUSTOMERS BY
‣ It starts with being yourself
‣ Talking WITH (not TO) the customer...being conversational
‣ Telling / sharing your story in a way that resonates
‣ Making it easy for customers to find you
YOU BUILD RELATIONSHIPS & ATTRACT CUSTOMERS BY
‣ It starts with being yourself
‣ Talking WITH (not TO) the customer...being conversational
‣ Telling / sharing your story in a way that resonates
‣ Making it easy for customers to find you
‣ Making it easy for customers to buy from you
BUT REMEMBER, MARKETING
IS NOT THE GOAL
ACHIEVING
CUSTOMER LOYALTY
& BRAND PREFERENCE IS!
MARKETING ISCOMPLICATED
& CONSTANTLYCHANGING
SURE
TACTICS & TECHNOLGY HAVE CHANGED & WILL CONTINUE TO CHANGE
BUT RELATIONSHIP MARKETING IS STILL ABOUT
RELATIONSHIPS
7 MARKETING TRAITS OF
HIGHLY SUCCESSFUL
FARM BUSINESSES
HOW TO RECOGNIZE GREAT FOOD MARKETERS
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
3. Customers become cheerleaders and promote the business to others
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
3. Customers become cheerleaders and promote the business to others
4. Customers defend the farm and its values
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
3. Customers become cheerleaders and promote the business to others
4. Customers defend the farm and its values
5. The business delivers very professional service
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
3. Customers become cheerleaders and promote the business to others
4. Customers defend the farm and its values
5. The business delivers very professional service
6. The farm delivers exceptional quality
HOW TO RECOGNIZE GREAT FOOD MARKETERS
1. Customers feel as if they personally know the farmers, cheesemaker, chef, etc.
2. Customers share their values & have a vested interest in their success
3. Customers become cheerleaders and promote the business to others
4. Customers defend the farm and its values
5. The business delivers very professional service
6. The farm delivers exceptional quality
7. The experience makes the customer feel proud of their relationship
THOSE ARE TRAITS OF GREAT BRANDS