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Das Zentral-Regionale Marketing der CMA
the medium-sized food industry, with the goal of bundling central and regional marketing
interests by cooperative measures and thus creating synergy effects.
Producer organisations, producer cooperatives and marketing organisations on the
first level of production are those project partners which are to benefit directly through
trade security and improved net productivity. Having the status of a consulting programme
CMA’s central-regional marketing covers cooperative projects in the regions
to improve both the quality standards of agricultural products, and the market position
of high-quality products through product specified quality programmes, which in turn
are based on consumer demands, as well as the initiation of producer organisations
with relevant proposals. In addition, the projects are to support the development of
new or improved channels of distribution for producer organisations and are to encourage
market-focused thinking.
Regional marketing is most relevant for products, which are marketed ‘fresh’ and are
not to be processed much further. It also applies to such products, which appear particularly
‘dangerous’ to the consumer, and therefore by neutrally examined process
data and clear indications of origin become once again of interest to the consumer.
The higher the speciality character of the product, the more easily it is marketable
under the aspect of regionality.
An initial approach - which has already been successfully converted in a whole set of
marketing projects - is to highlight any additional benefits within a quality leader orientated
strategy. The guaranteed origin of the raw material from the region and/or
the transparent representation of the production and transportation processes are
seen as a genuine added value by the consumer. These consumers extend the quality
term relevant to them beyond the actual utility value of the products by idealistic
and/or emotional aspects. Marketing concepts, which are to make use of this added
value over its competitors must secure this additional marketing service, which it assures
both to customers and consumers.
Whilst actual performance characteristics can be measured through tested assessment
methods on the final product and which can then be applied upon positive results,
added value benefits are predominately not measurable. For example in order
to secure the origin of the raw materials from its agricultural production to its intermediate
registration point, the following processing level and trade to the consumer, a
close co-operation of the different market stages is necessary. The structure of a vertical
co-operation, which includes all marketing stages, is the projected model.
Thus the added value of “regionality” can be utilized on that basis. Regional marketing
must align itself strategically consistently to quality leadership and/or the high
quality aspect of its products. It is a market segment, which is opened by a sensitive,
systematic and professional approach. In addition to a great degree this includes the
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