FRESNO FARM

(A LETTUCE MARKETING CASE STUDY)

A CASE STUDY
PRESENTED TO THE FACULTY OF THE
DEPARTMENT OF BUSINESS AND MANAGEMENT
COLLEGE OF MANAGEMENT AND ECONOMICS
VISAYAS STATE UNIVERSITY
VISCA, BAYBAY CITY, LEYTE

IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE DEGREE OF
BACHELOR OF SCIENCE IN AGRIBUSINESS

JENNIFER C. CORAZA
March 2023
 TRANSMITTAL

[refer to FM-VPA-10]
 VISAYAS STATE UNIVERSITY
ViSCA, Baybay City, Leyte

GENERAL EVALUATION OF THE CASE STUDY

Title: Fresno Farm (A Lettuce Marketing Case Study)

General Comments of the Adviser and the Head of the Department of
Business and Management.

(Please check the appropriate box and blank)

( ) Case study is strongly recommend for publication

________ As approved

________ Needs revision

________ Needs to be rewritten

( ) Case study may be published

________ As approved

________ Needs revision

________ Needs to be rewritten

( ) Case study should be integrated with related studies

( ) Case study is not recommended for publication because results need

further verification.

MARLON T. ANDRINO BERT C. PENALOSA

Adviser Department Head

_____________________ _____________________
Date Date
 ACKNOWLEDGMENT

The author expresses unquantifiable gratitude to the Almighty Father in

Heaven for all of the graces blessed by Him and the Holy Spirit, which

provided the author with wisdom, strength, and courage to overcome all

obstacles. Gratitude is also extended to the following individuals who have

made significant contributions to the endeavor:

To the author’s beloved parents, Mr. Gerry C. Coraza and Mrs. Emma

C. Coraza, as well as to her siblings, Kuya Jess Noel, John Kent, Jefferson,

and Jenny Mae, for unconditionally supporting her noble goal of academic ex-

cellence and never failing to inspire and encourage her in surpassing every

challenge along the way.

To Congressman Carl Cari and Mayor Boying Cari, for their valuable fi-

nancial assistance. Their dedication to public service and commitment to im-

proving their community has made a positive impact on the lives of many.

To the authors’ close friends and co-apprentices, Caruena Caintic,

Vianna Dalaguit, Mary Ann Cabugwason, Neilo Cablquinto, Clierovee Polo,

and Al Francis Bioc, for the support, cooperation, bond of friendship, and un-

forgettable moments.

The author extend her sincere gratitude to Cecilio K. Pedro, the owner

of the Fresno Farm, and Seth Casey Chua, the manager, for hosting us and

welcoming us as one of the intern in the farm. A special thank you is also ex-

tended to Mrs. Sarah Santa Ana for taking the effort and time to process the
authors' allowances as well as for teaching them the basic American Sign

Language.

To the authors’ supervisors, Ms. Daria C. Husain and Mr. Marvin Sal-

vador, my thanks and appreciation for their willingness to assist us and, most

importantly, for your pleasant company. I sincerely appreciate your support in

enabling me to successfully complete my OJT.

To the Fresno Farm employees and fellow interns from the main cam-

pus of Cavite State University, thank you for sharing the happiness of friend-

ship and providing gratifying care throughout the internship in the farm at

Trece Martires, Cavite City.

To the authors’ adviser, Sir Marlon T. Andrino, and to the faculty and

staff of the Department of Business and Management (DBM) for their unwa-

vering support and encouragement. For sparing their precious time in guiding

and never failing to advise the author and fellow students in making and fulfill-

ing the final requirements of the course.

 TABLE OF CONTENTS
TRANSMITTAL
ACKNOWLEDGMENT
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
LIST OF APPENDIX TABLES
LIST OF APPENDIX EXHIBIT
EXECUTIVE SUMMARY

INTRODUCTION
Objectives of the Study
Significance of the Study
Scope and Limitations of the Study

METHODOLOGY
Location and Time of the Study
Data Gathered
Data Gathering Procedure
Data Presentation and Analysis

FARM/FIRM PROFILE
Historical Background
Location Description and Physical Layout
Overview of the Functional Areas
Organization and Management
Production
Marketing
Finance

SWOT ANALYSIS
Strengths
Weaknesses
Opportunities
Threats

CASE ANALYSIS
Point of View
Relevant Case Facts
Generating and Classifying Problem Areas
Problem Identification
Problem Analysis
Alternative Courses of Action
Recommendation/Implementation

REFERENCES

APPENDIX TABLE

APPENDIX EXHIBITS
 LIST OF TABLES

TABLE PAGE

1 Personnel Profile of Pacific Farms, Inc. 4

 LIST OF FIGURES

FIGURE PAGE PAGE

1 Location Map of the Farm/Firm 3

2 Physical Layout of the Farm/Firm 3

 LIST OF APPENDIX TABLES

APPENDIX TABLES

PAGE

1 Sample #1
 LIST OF APPENDIX EXHIBIT

APPENDIX TABLES

PAGE

1 Industry Notes

2 Gantt Chart

3 Photos and Figures of Location and

Farm Layout
 EXECUTIVE SUMMARY

JENNIFER C. CORAZA. Visayas State University, ViSCA, Baybay

City, Leyte, June 2023. Fresno Farm (A Lettuce Marketing Case Study).

Major Adviser: Marlon T. Andrino

A 300-hour field practice was conducted at Fresno Farm in Trece

Martires, Cavite City, from March 2023 to May 2023. The study aimed to

observe and assess the overall operations and management practices of

Fresno Farm. Specifically, it attempted to perform management-related

activities in the agribusiness firm, identify the problems in the marketing

aspect of organic lettuce and generate the best solutions to the main problem

identified.

Fresno Farm was owned by Cecilio K. Pedro and operated by Alucon

International Corporation. It started lettuce production in the year of 2019. The

farm had a total land area of 27 hectares. Lettuce was the major crop that

contributed a sizeable portion to the farm’s income. The production operation

of the farm involved; the preparation of planting media, preparation of land,

seed sowing and transplanting, cultural management practices (watering,

fertilizer application, weeding), harvesting, cleaning, weighing, packaging, and

delivery.

Lettuce, specifically Romaine Lettuce, Lollo Rosso Lettuce, and Lollo

Bionda Lettuce, was distributed to MacroAsia SATS Food Industries

Corporation (30%) at MAPDC Building, East Service Road, Sucat, Muntinlupa

 City and MacroAsia SATS Inflight Services Corporation (70%) located

at Baltao Street Corner MIA Road Brgy. 197 Pasay City.

After thorough analyses, it was found that the biggest problem that the

farm faced was limited market options. The farm only had one market, which

was MacroAsia. This limited the farm's opportunities for growth and

expansion, as it heavily relied on a single market for its lettuce products.

Addressing this problem is crucial for the farm's success and

sustainability. By diversifying the market options, the farm can tap into new

customer segments, increase its customer base, and mitigate the risk

associated with relying on a single market. This will open up avenues for

increased sales, revenue, and overall business growth. It will also give the

farm more negotiating power and flexibility in pricing, distribution, and

marketing strategies. Expanding the market options will enable the farm to

explore new partnerships, distribution channels, and geographic areas,

ultimately paving the way for long-term success in the competitive lettuce

market.

.
 INTRODUCTION
Lettuce (Lactuca sativa) is an annual plant of the aster or sunflower

family (Asteraceae) and is considered one of the high-value commercial crops

in the country. It is usually grown as a leaf vegetable with a height of up to 30

cm. Lettuce has loose to compact leaves, usually green and red. However,

depending on the variety, some are variegated and others with a yellowish or

gold tinge. The plants grow as a rosette of leaves on the ground or a short

stalk. As the plant matures, the leaves increase in number.

According to a report by the Philippine Statistics Authority (PSA), the

production of leafy vegetables increased by 6.4% in the third quarter of 2020

compared to the same period in 2019. This growth is attributed to the

increasing demand for organic leafy vegetables. (Philippine Statistics

Authority, 2020).

Lettuce is highly valued for its nutritional benefits, as it is low in calories

and rich in essential vitamins, minerals, and dietary fiber. It is often associated

with promoting overall health and well-being due to its high water content and

potential antioxidant properties. Lettuce is cultivated in various varieties,

including iceberg, romaine, butterhead, and leaf lettuce, each offering unique

characteristics and taste profiles. With its widespread availability, culinary

versatility, and nutritional value, lettuce has become a staple ingredient in

1
many households and is favored by health-conscious individuals and food

enthusiasts.

One of the well-known farms in Trece Martires, Cavite, is the Fresno

Farm. It grows crops that offer healthier for consumers and uses a full

greenhouse to provide an optimized and controlled environment for growing

lettuce. Greenhouses create a microclimate that allows farmers to extend the

growing season, protect the plants from unfavorable weather conditions, and

enhance overall crop productivity.

The author chose to undertake this case study at Fresno Farm to gain

firsthand experience working in the field on a farm, learn more about the

functional areas of management, particularly the marketing aspect, and put

into practice the knowledge gained from previous agribusiness courses.

Objectives of the Study

Generally, the case study was conducted to observe and assess the

overall operations and management practices of Fresno Farm.

Specifically, the study aimed to:

1. Perform management-related activities on the Fresno farm;

2. Identify the problems in the marketing aspect of organic

lettuce; and

3. Generate the best solutions to the main problem identified.

Significance of the Study

2
 This study's findings helped determine Fresno Farm's marketing

aspect. Furthermore, this study would be extremely beneficial to the following:

Author: The study could provide valuable knowledge and practical skills

relevant to future careers in agriculture and agribusiness. The author could

also apply the knowledge and skills and gain hands-on experience in organic

lettuce farming activities and practices in soil preparation, planting, harvesting,

and marketing.

The Firm: The study would be particularly significant to the firm as this

would aid in identifying the existing problems faced by the firm. The results

and recommended solutions to the firm's marketing aspect would be given,

which could lead to improved profitability and sustainability. This could help

the firm make informed decisions about production and marketing strategies

and could also help them stay competitive in the market.

Future Researchers: The study could provide valuable information and

insights about the benefits and challenges of organic farming practices, the

use of organic fertilizers, and the market opportunities and trends for organic

lettuce. This study could reference other academics researching the same

field and industry.

The Industry: By learning about consumer demand, premium pricing,

differentiation, market expansion, and brand building, industry organizations

could make a meaningful contribution and help to meet the growing demand

for healthy and sustainable food.

3
 Generally, the study of lettuce had significant implications for students

on internships in agribusiness firms, firm management, and other individuals

interested in organic lettuce farming. This study could help drive innovation

and sustainability in the agriculture industry and promote healthier and more

environmentally friendly food production practices by providing valuable

insights and knowledge about organic farming practices.

Scope and Limitations of the Study

The study focused on the lettuce of Fresno Farm, specifically on the

marketing aspect of the farm. The duration of this study was only 300 hours,

which implied a limited time of observation and participation in the production

activities allowed by the management. This study was also limited by the

availability of primary and secondary data collected from the firm.

4
 METHODOLOGY

Location and Time of the Study

The conduct of this study took 300 hours and was conducted at Fresno

Farm, located at Governor’s Drive, Cabuco, Trece Martires, Cavite. It is 941.3

kilometers from Baybay City, Leyte, with 23 hours and 23 minutes of driving.

Fresno Farm was located 4.1 kilometers from Trece Martires and was acces-

sible via Governor's Drive in 7 minutes.

Data Gathered

The primary data gathered consists of the researcher's observations

and insights regarding the four management areas that help identify problems

within the field of study that has been chosen. This study presented the

marketing aspect of the farm. Secondary data such as marketing, production,

and finance figures were acquired through permanent documents obtained

from the farm.

By gathering and analyzing the secondary data, the farm made more

informed decisions about marketing lettuce, including pricing, place,

promotions, and product positioning.

Data Gathering Procedure

5
 A 300-hour field practice was conducted in Fresno Farm at the

Governor’s Drive Cabuco, Trece Martires, Cavite. Both primary and

secondary data were gathered.

The primary data were gathered through interviews with the workers,

farm consultants, farm managers, supervisors, and staff. Also, observation

and involvement in farm activities contributed to the data-gathering process.

Secondary data on marketing performance, financial data, the farm's

history, and the organizational chart were taken from farm records. Other

relevant information was taken from the internet and books in the Visayas

State University (VSU) main library in Visca, Baybay City, and Leyte.

Data Presentation and Analysis

Descriptive analysis was used to analyze the general management

operation and the marketing data. The tables and figures were used to

present the data. The case method was used to determine the problems in

the four management areas, specifically in the marketing aspect of the farm,

and recommend feasible solutions to identify the problem.

The author determined the marketing status of organic lettuce

production in order to determine the farm’s performance using industry

standards. On the other hand, farm status was analyzed through SWOT

analysis to determine the farm’s internal and external environment. At the

same time, the case study method was employed to determine the problems

that were encountered. With the support of an Ishikawa diagram, sustainable

6
solutions, and recommendations were drawn to aid the farm’s overall

operation.

7
 FARM/FIRM PROFILE

Historical Background

In 2009, Fresno Farm emerged as a beacon of hope and opportunity

thanks to the unwavering vision of its owner and founder, Cecilio K. Pedro.

The farm's humble beginnings took root on a small plot of land, but its pur-

pose transcended mere agricultural pursuits. Inspired by a personal connec-

tion and a desire to make a positive impact, Cecilio K. Pedro embarked on a

journey to create a farm that would cultivate crops and empower individuals

with disabilities.

As the years passed, Fresno Farm steadily expanded its operations,

honing its expertise and infrastructure. It was in 2019 that a remarkable mile-

stone was reached: the commencement of lettuce production. With a team of

37 dedicated workers, Fresno Farm set its sights on delivering fresh, high-

quality lettuce to the market. What sets Fresno Farm apart is its commitment

to inclusion and providing opportunities to those often marginalized in the

workforce. Half of the farm's employees are deaf, and the farm was intention-

ally established to offer them a chance to thrive in the agricultural sector.

Fresno Farm recognizes the immense potential, skills, and resilience of its

deaf workers and aims to create an environment where they can fully contrib-

ute and excel. "Fresno Farm" holds a deeply personal meaning for Cecilio K.

Pedro. It is derived from the street where his house stands, signifying the

close ties between his home and the farm. This naming choice reflects the

genuine connection between the owner, his vision, and the origins of Fresno

8
Farm. Beyond its name, Fresno Farm has become a symbol of inclusivity,

dedication, and social responsibility.

By providing employment opportunities to the deaf community, the farm

showcases their abilities and challenges societal norms and biases. Fresno

Farm is more than just a place of agricultural production; it is a sanctuary of

empowerment and growth. Fresno Farm continues to thrive through its inno-

vative practices, supportive environment, and workforce united by a common

purpose. It stands as a testament to the transformative power of inclusivity

and the extraordinary achievements that can be attained when individuals are

given equal opportunities to succeed. As Fresno Farm progresses on its jour-

ney, it inspires others, demonstrating that agriculture can be a catalyst for so-

cial change. With each harvest, the farm brings bountiful lettuce and seeds of

hope, acceptance, and a brighter future for all.

Location Description and Physical Layout

The farm was located in Brgy. Cabuco, Trece Martires, Cavite (Figure

1). It was approximately 3.9 kilometers away, a 5-minute drive from Trece

Martires. From Pasay City, it was 2.5 hours of travel, depending on traffic, to

Trece Martires, Cavite.

The Fresno Farm covered a total area of twenty-seven (27) hectares.

The field covered one (1) hectare, which included ten tunnels, one nursery

house, a stock room, one rest house for the workers, a fertilizer area, water

tanks, and two hydroponics tunnels.

9
Figure 1. Location Map of the Farm/Firm

10
Overview of the Functional Areas

Tasks are divided into functional activities by businesses. The four

primary functional areas, organization and management, production or

operation, marketing, and finance, are readily used to categorize the major

functional activities.

The organization and management division is in charge of managing

the workforce. The recruitment and selection processes are the human

resources department's primary functional tasks: employee growth, labor

relations, health, and safety.

The responsibility of producing the good or providing the service falls

under the control of the production or operations section. It is the company’s

responsibility to ensure that the good or service meets the standards set by

the customer. Production of goods or services is the operations department's

primary functional activity, like purchasing raw supplies and quality control.

The marketing aspect consists of all a company does to identify

customers’ needs and design products and services that meet those needs.

The marketing function also includes promoting goods and services,

determining how the goods and services will be delivered, and developing a

pricing strategy to capture market share while remaining competitive.

The finance function manages the organization's financial resources,

including budgeting, financial planning, accounting, financial reporting, and

investment decisions. It ensures the farm’s financial stability, monitors and

11
analyzes financial performance, manages cash flow, and provides financial

insights and guidance for decision-making.

These functional areas are interconnected and collaborate to support

the farm's overall success. Each area is crucial in fulfilling specific

responsibilities and contributing to achieving organizational goals.

Organization and Management

Fresno Farm is a corporation-type business owned by Dr. Cecilio K.

Pedro and managed by Mr. Seth Casey Chua, farm manager. The farm has a

total of thirty-seven (37) employees. Most of them were male and also deaf

because of the nature of the job. The farm manager and supervisor were

responsible for the farm's day-to-day operations and supervised the overall

operation and activities concerning the farm.

The sales and marketing representative was in charge of promoting

and selling Fresno Farm's vegetable products. The farm had three

employees: two were in charge of the nursery, and one was in charge of

production. At Fresno Farm, workers were assigned to every field task.

The farm employed a flat organizational structure where the owner and

manager command was centralized down to the workers, as shown in Figure

2.

12
 OWNER

FARM MANAGER

SUPERVISOR
INCHARGE

FARM WORKERS DRIVER

Figure 2. Organizational Structure of Fresno Farm

Personnel Profile

The farm’s organizational structure comprises the owner and the

manager named Seth Casey Chua, a college graduate and a nephew of the

farm owner. Most farm employees were male because of the nature of the

job, and most were deaf since the owner has a foundation of deaf people. At

the farm, workers were given specific tasks to complete. The majority of the

staff had worked at the farm for a year.

At Fresno Farm, workers' qualifications were unimportant, especially

for deaf workers. They were hired based on their willingness to work.

13
Table 1. Employee Personnel Profile of Fresno Farm

NAME POSITION EDUCATIONAL LENGTH OF RESPONSIBILITIES

ATTAINMENT SERVICE
(YRS)
Seth Farm Man- Graduate of 12 Managed, financed,
Casey ager Business Man- and controlled all
Chua agement operations on the
farm
Daria Cor- Farm Su- Graduate of 1 yr and 2 Led the farm pro-
same Hu- pervisor BAE months duction team, plan-
sain ning and organizing
farm processing and
store delivery sched-
ules.
Raymond Driver Elementary 1 Delivering the prod-
Perolina ucts
Daniel Li- Farm N/A 2 Responsible for
bot worker greenhouse mainte-
nance, irrigation op-
erator and Land
preparation
Rosalyn Farm High school 7½ Cleaning, Nursery
Carino worker management and
transplanting
Pia Ped Farm High school 9 Cleaning, Nursery
worker management, trans-
planting and har-
vesting
Ivy Man- Farm High school 5 Cleaning, Nursery
day worker management, trans-
planting and har-
vesting

14
 Workers' wages at Fresno Farm ranged from 250 to 300 per day and

were compensated depending on work and length of service. Aside from their

monthly wages, employees receive free accommodation and a half sack of

rice. The farm manager gave wages every 15th and 30th day of the month in

cash.

Table 2. Employees Salary

POSITION NO. Of Workers Monthly Salary

Employees 4

Driver 1 9,000

Supervisor 1 18,000

Farm Manager 1 Confidential

15
Table 3. Organizational Profile of the Enterprise
Basic Information Description
Official Name of the Business Fresno Farm

Vision To promote responsible and

sustainable farming practices that
respect the land and people involved
in agricultural production and to
provide healthy, quality, sustainable
food and products.

Mission Its main objectives are to create an

agricultural business with
sustainability and resource
conservation.
Form of Ownership Corporation

Registered Owner/s Cecilio K. Pedro.

Number of Employees 37 Employees

Type of Organizational Chart Flat Organizational Structure

Farm/Firm Policies  No Littering

 No Smoking (dormitory and
work area at all times)
 No Drinking of Liquor
 A penalty of the offenders 1st
offense is PHP1000.00
 Maintain cleanliness at all
times (rooms, kitchen, CR,
work area at goat house and
tunnel vent)
 Hanging of clothes at
designated area ONLY
 No unauthorized bringing of
electric appliances
 Eat at a designated area
 No guest allowed\
 Lights off at 10:00 PM

16
  No using of cellphone during
working hours

Production

Fresno Farm was engaged in the production of lettuce (Lactuca sativa),

which is the major product planted in the field. Lettuce accounted for the

largest production on the farm; there were three varieties: Romaine Lettuce,

Lollo Rosso Red (kaneiko), and Lollo Bionda (batavia).

With ten tunnels, the farm has a 1-hectare area dedicated to growing

lettuce. The farm uses goat and chicken manure to improve soil fertility and

build soil health. Land preparation, seed soaking, and sowing, picking,

transplanting, watering, fertilizer application, weeding, and harvesting are all

steps in the production of lettuce (Lactuca sativa). One seed was placed in

each hole of the seedling tray, and the seeds were allowed to rest in the

nursery building for 15 days. After that, they were removed from the seedling

tray and planted in the field. The transplanted lettuce would be ready for

harvest 45 days after being placed.

The farm harvested and delivered lettuce based on the purchase of the

buyer. The three varieties of lettuce were available all year because lettuce

was the major crop on the farm. Harvesting is usually done at midnight. Sort-

ing was done during harvesting as means of quality control. The sorting

process eliminates leaves contaminated with leaf spots that make them more

perishable. The rejected goods were mostly given to the pigs and goats, while

others were intended for individual consumption. After harvesting and sorting,

17
workers double-check the freshly harvested lettuce for strict quality control.

After that, the leaves are packed in plastic and weighed. Each pack of lettuce

from Fresno Farm weighed 1 kg. Since MacroAsia in Baltao opens at 4:30

am, and Sucat needs deliveries made as early as possible to avoid lines, the

packs will be organized in crates and delivered very early in the morning, at 3

am.

Table 4. Operational information of the enterprise

Basic Information Description
Type of Operation Production

Products/Service Total Volume Produced

Major Product/Service The major product was the Lollo

[specify the product produced]
Minor Product/Service
[specify the product produced]
Bionda Lettuce (Batavia), which
produced a total volume of 300
kilograms per week. In
comparison, the minor products
are the Romaine lettuce and Lollo
Rosso Lettuce (Kaneiko), which
produced 100 kilograms per
month.

Major Inputs or Raw Material  Seeds

Requirements and Sources Batavia, Kaneiko, and
Romaine
 Fertilizer
Grow more, Amino plus,
Poliar, and Urea
 Cocopeat
The sources are from Great
Deals Shop.
Operational Cycles completed  9–11 cycles annually

Operational Performance Indicators*  100 kilos of lettuce

[Current Crop/ inventory] available for distribution
[Percentage Rejects]  10% of rejects

18
 Table 4 shows the operational information of the enterprise. Fresno

Farm is a production-type operation. It produces lettuce as an additional

income for the farm. Fresno Farm is a production firm that produces lettuce,

dairy goat, and broiler chicken. The uninterrupted, standardized, high-volume,

and effective cultivation, harvesting, and processing of lettuce is called

continuous production. Automated systems and standardized processes are

used to achieve consistent output, quality control, and seamless flow

throughout the production line.

The major product was Lollo Bionda, which produced a total volume of

300 kilograms per week. In contrast, the minor product was Lollo Rosso

Lettuce and Romaine Lettuce, which produced a total volume of 100

kilograms. The major inputs or raw material requirements are seeds, fertilizer,

and cocopeat. The sources are from Great Deals Shop. In order to produce

lettuce, Fresno Farm follows a production cycle of 9–11 cycles annually. This

indicates that the farm grows lettuce crops about nine to eleven times yearly,

including planting, cultivating, harvesting, and replanting.

It is crucial to remember that a portion of the production is anticipated

to be rejected for various reasons. Rejects, which can include lettuce with

quality issues, damage from harvesting or transportation, or other factors

making them unsuitable for sale, makeup about 10% of the lettuce produced.

Additionally, the production has a mortality rate of 1%, meaning that a small

proportion of the lettuce plants do not survive or mature in time to be

harvested. These elements emphasize the requirement for thorough quality

19
control procedures and monitoring throughout the production cycle to reduce

reject and mortality rates and guarantee that only the best lettuce is sold.

Marketing

The heart of the Fresno farm lies in its marketing. Marketing is the

process by which a product or service is introduced and promoted to potential

customers.

Fresno Farm produced different varieties of lettuce (Lactuca sativa L.),

one of the most demanded salad crops in fresh and ready-to-use markets

around the globe. Generally, lettuce is low in calories, fat, and sodium. It is a

good source of minerals and various health-beneficial (anti-inflammatory,

sedative, cholesterol-lowering, and anti-diabetic) bioactive compounds.

A. Product

During the internship, Fresno Farm produced three (3) varieties of

grown lettuce, specifically Romaine Lettuce, Lollo Rosso Lettuce, and Lollo

Bionda Lettuce. The major product is the Lollo Bionda, also known as Coral or

Curly Green Lettuce. This lettuce tastes tender with a slight bitterness, perfect

for showcasing whatever dressing accompanies the salad. The minor

products are Romaine and Lollo Rosso Lettuce. Romaine Lettuce. Romaine

lettuce is crisp, succulent, and crunchy, with a mild, slightly bitter taste. Lollo

Rosso lettuce is tender, crisp, chewy, sweet, slightly bitter, and nutty.

20
 Since lettuce is good for salads and dressing, Fresno Farm distributed

the products in MacroAsia SATS Food Industries Corporation at MAPDC

Building, East Service Road, Sucat, Muntinlupa City, and MacroAsia SATS

Inflight Services Corporation located at Baltao Street Corner MIA Road Brgy.

197 Pasay City.

The material used in the product's packaging is plastic, consisting of

small and large pieces. Small plastic weighs 10 kilos, while big plastic can

weigh 15–20 kilos. Then put it together with the use of a crate. This is usually

used for salad dressing and sandwiches. Lettuce should be transplanted 15

days after sowing. It should be harvested in 30–45 days. This product is very

perishable, so it needs to be delivered after harvesting. Figure 3 shows the

lettuce packaging used by the farm.

Figure 3. Farm’s packaging of Lettuce

Romaine Lettuce. Romaine lettuce is a variety that grows in a tall

head of sturdy dark green leaves with firm ribs down their centers . It has long,

upright, crisp leaves with a distinctive midrib almost to the tip. The tip of the
21
leaf is blunt. Leaves are somewhat folded (cupped) and grouped into loose

heads. The image of the romaine lettuce on the farm is depicted in Figure 4.

Figure 4. Romaine Lettuce

Lollo Rosso Lettuce. The frilly, curled, fan-shaped leaves are light

green in the center and transition to a deep red maroon around the edges.

Connected at a central base, the leaves do not form heads and are made of

single branches. Lollo Rosso lettuce is tender, crisp, chewy, sweet, slightly

bitter, and nutty. The image of the Lollo Rosso lettuce on the farm is depicted

in Figure 5.

22
 Figure 5. Lollo Rosso Letuce

Lollo Bionda Lettuce. Lettuce (Curly) 'Lollo Bionda' is a variety that

does not form a crop but an open rosette with strongly incised tender leaves.

The leaves are bright green and have an attractive appearance. It can be

used as a cut-and-come-again type in a young stadium. The image of the

Lollo Bionda lettuce on the farm is depicted in Figure 6.

Figure 6. Lollo Bionda Lettuce

Table 5. Product Characteristics of Different Lettuce Varieties

Product Physical Characteristics Uses

Romaine Romaine has long, upright, crisp Lettuce is most often

leaves with a distinctive midrib used for salads and
almost to the tip. The tip of the sandwiches, although
leaf is blunt. Leaves are they are also used in
somewhat folded (cupped) and other kinds of food,
grouped into loose heads. The such as soups,
interior leaves are more delicate sandwiches, and

23
 and blanched than those toward wraps. They can also
the outside. be grilled.

Lollo Rosso Lollo rosso lettuce is small to

medium, averaging 15-20
centimeters in diameter, and
grows in a tightly compact,
rosette shape. The frilly, curled,
fan-shaped leaves are light green
in the center and transition to a
deep red maroon around the
edges.
Lollo Bionda Lollo bionda is a variety that does
not form a crop but an open
rosette with strongly incised
tender leaves. The leaves are
bright green and have an
attractive appearance. It can be
used as a cut-and-come-again
type in a young stadium.

Price

Price is one of the most flexible elements in the marketing mix that

produces revenues. The pricing strategy used is Value-based pricing, which

determines the price of lettuce and considers factors such as the quality,

freshness, taste, and nutritional value of the lettuce.

24
 The Terms and Conditions of the Fresno farm are based on its quality

assessment. The pricing of lettuce may be based on the quality standards set

by the producer or industry guidelines. Factors such as freshness, appear-

ance, taste, and nutritional content can influence the pricing. Another is the

Contractual Agreement. When selling lettuce to retailers, restaurants, or other

distributors, contractual agreements may outline the pricing terms, volume

discounts, delivery schedules, payment terms, and other agreed-upon condi-

tions. Last is the pricing adjustments. Market fluctuations, seasonal variations,

and changes in production costs may require periodic adjustments to lettuce

pricing. Flexibility in pricing terms and conditions can accommodate such

changes.

The Lettuce's cost varies over time. The cost of a kilogram of Romaine

lettuce in the previous year, 2022, has been 170; a kilogram of Lollo Rosso is

230; and a kilogram of Lollo Bionda, also known as curly green lettuce, is 80.

Recently harvested Romaine lettuce costs 230 php per kilo. Lollo Rosso costs

270 php per kilo, and Lollo Bionda costs 170 php per kilo, delivered at

MacroAsia SATS Food Industries Corporation and MacroAsia SATS Inflight

Services Corporation. MacroAsia gave their payment after 30 days in a check

through Philippine National Bank. The selling prices of the organic lettuce are

shown in Table 6 and Table 7.

Table 6. Selling price of lettuce for the past 2022 at Fresno Farm

LETTUCE VARIETY SELLING PRICE (Php)/Kilo

Romaine 170

25
 Lollo Rosso 230

Lollo Bionda 80

Table 7. Recent selling price of lettuce at Fresno Farm

LETTUCE VARIETY SELLING PRICE (Php)/Kilo

Romaine 230

Lollo Rosso 270

Lollo Bionda 170

Place of Distribution

The produced lettuce was only sold to MacroAsia SATS Inflight

Services Corporation and MacroAsia SATS Food Industries Corporation.

Macro Asia SATS Inflight Services Corporation is a fully owned subsidiary of

MacroAsia Catering Services, Inc. (MACS). MSIS is the inflight catering

service provider for international and domestic flights of the country's flag

carrier, Philippine Airlines (PAL). Its catering facility is located at PAL Inflight

Center, Baltao, cor. MIAA Road, Pasay City. MSIS has almost 800 employees

(organic and non-organic combined), producing an average of 21,000 meals

daily. The biggest meal volume is produced daily in the Philippines.

MacroAsia SATS Food Industries Corporation is a subsidiary of MacroAsia

Catering Services (MACS), which is the first fully functional and leading in-

26
flight catering facility inside the premises of the Ninoy Aquino International

Airport (NAIA) in Manila, Philippines.

The product produced by Fresno Farm depends on the purchase of

MacroAsia. Fresno farm used Liteace Van for the delivery of the Lettuce. The

highest percentage of product distribution is 60% at SATS Inflight Services

Corporation in Baltao, 20% at Food Industry Corporation in Sucat, and 10% at

minor buyers, which are business partners and other nearby restaurants.

MacroAsia SATS
Inflight Services
Corporation
60%

MacroAsia SATS
Food Industry
Fresno Farm
Corporation
100% 30 %

Figure 7. Distribution Channel of Minor Buyers

10 %
Fresno Farm

Promotion

27
 The farm used promotional tools in order to advertise the farm itself as

well as the products produced. Some of the tools used by the farm were

through social media; the most common was Facebook. Nowadays, people

are active on social media, and most are updated through media. When the

farm posted the products on social media, many people could see and know

about them. Additionally, the Fresno farm owner and the owner of the

MacroAsia are friends; this close relationship is valuable to the farm. It

promotes a sense of trust and loyalty among the customers when one

develops a friendly relationship with the market. They are more likely to make

repeat purchases and develop strong customer relationships when they feel

comfortable doing business with the brand.

Fig-

ure 8.

Facebook Page of Fresno Farm

Finance

28
 Finance is a field that deals with the study of investments. It includes

the dynamics of assets and liabilities over time under different degrees of

uncertainty and risk.

Fresno Farm is a corporation-type business owned by Dr. Cecilio K.

Pedro and managed by Mr. Seth Casey Chua. The farm was established in

2009. The owner invested a total of P3,000,000. The financial data presented

was limited and is shown in Table 8.

Table 8. Financial information of the enterprise

Basic Financial Information Description
Initial Investment/Paid in Capital P3,000,000

Source(s) of investment Securities

Additional investment P1,000,000

Sales trend Increasing

Profit trend Decreasing

The Fresno farm's financial data is shown in Table 8. The owner

invested a total of P3 million to purchase facilities and equipment. Stocks are

the source of investments in securities. Stocks are a type of security that

gives stockholders a share of ownership in a company. The sales trend of

Fresno Farm is increasing, which is 26,697 thousand, and the percentage of

change is 2.23%. The profit trend of Fresno Farm is decreasing, which is

114,406 thousand, and the percent of change is 203.5%.

29
 SWOT ANALYSIS
SWOT analysis is a powerful tool used to assess a business or

project's internal strengths and weaknesses and external opportunities and

threats. When applied to the lettuce industry, SWOT analysis provides

valuable insights into the factors that can impact cultivation, marketing, and

overall success.

Table 9 presents the SWOT analysis of lettuce production, focusing on

its strengths, weaknesses, opportunities, and threats. This analysis aimed to

provide a concise overview of the internal and external factors affecting the

lettuce industry.

Strengths Weaknesses

30
 ● Availability of greenhouse ● Insufficient Workers

● Locational Advantage ● Highly perishable products

● Strong Customer ● More Rejects

Relationships
● No post-harvest facility
● High-Quality product offering
● Limited Market Options

● No Pricing Control

● Poor Packaging and

Handling of products

● No proper scheduling of
production based on demand

Opportunities Threats
● Creates employment ● Natural Calamities
opportunities to PWD
● Pest and Diseases
● Increasing number of health
● Competitors
conscious individuals
● Increasing Demand for ● Changing Consumer
Locally Sourced Produce Preferences
● Seasonality in product
demand

Table 9. SWOT Analysis for Fresno Farm

The strengths include the availability of a greenhouse for year-round

production, locational advantage, strong customer relationships, and a high-

quality product offering. However, the farm also faces several weaknesses,

such as insufficient workers, highly perishable products, more rejects, the

absence of a post-harvest facility, limited market options, no pricing control,

31
poor packaging and handling, and the need for proper production scheduling

based on demand.

On the opportunities side, the Fresno Farm can create employment

opportunities for people with disabilities (PWD) and tap into the increasing

number of health-conscious individuals. They can also benefit from the rising

demand for locally sourced produce and leverage the seasonality in product

demand. However, the farm must also be aware of potential threats, including

natural calamities, pests and diseases, competitors, and changing consumer

preferences.

This concise SWOT analysis provided an overview of Fresno Farm's

internal strengths and weaknesses and external opportunities and threats. It

helps identify areas where the farm excels and areas that require

improvement or attention. By leveraging their strengths, addressing

weaknesses, capitalizing on opportunities, and mitigating threats, the author

can develop strategies to enhance their market position, optimize operations,

and promote sustainable growth in the lettuce industry.

32
 CASE ANALYSIS
Point of View

Sir Seth Casey Chua, the farm manager, represents the farm's point of

view. The manager is in charge of organizing the farm's operations and

planning its personnel and management needs. The manager is responsible

for planning and organizing daily activities. When problems arise on the farm,

the manager implements solutions into action.

Relevant Case Facts

Marketing is a crucial aspect of business encompassing various activi-

ties designed to promote, sell, and distribute products or services to target

customers. It involves identifying consumer needs and desires, developing

strategies to meet them, and effectively communicating a product's or ser-

vice's value and benefits to potential buyers.

Fresno Farm produced three (3) varieties of grown lettuce. The major

product was the Lollo Bionda Lettuce (Batavia), which produced a total vol-

ume of 300 kilograms per week. In comparison, the minor products are the

Romaine lettuce and Lollo Rosso Lettuce (Kaneiko), which produced 100 kilo-

grams per month.

The price of the Romaine lettuce in the year 2022 is 170 pesos. In Lollo

Rosso, the price is 230 pesos and the Lollo Bionda is 80 pesos. The price

varies from the 10% minor buyers. The sales of lettuce in 2022 were

1,225,617 pesos, while the sales in 2021 were 1,198,920 pesos. The increase

33
in sales from 2021 to 2022 is 26,697 pesos. This represents a percentage in-

crease of 2.23%. A 2.23% increase means that the sales in 2022 exceeded

the sales in 2021 by 2.23% of the sales in 2021. This indicates that the sales

of lettuce in 2022 experienced a positive growth of 2.23% compared to 2021.

The lettuce is distributed only in MacroAsia SATS Inflight Services

Corporation and MacroAsia SATS Food Industries Corporation. Fresno farm

used Liteace Van for the delivery of the Lettuce. The highest percentage of

product distribution is 60% at SATS Inflight Services Corporation in Baltao,

30% at Food Industry Corporation in Sucat, and 10% at minor buyers, which

are business partners and other nearby restaurants.

The farm uses promotional tools in order to advertise the farm itself as

well as the products produced. Some of the tools used by the farm were

through social media. The most common was Facebook. Another is through

word of mouth. Additionally, the MacroAsia owner and the owner of the

Fresno farm are friends, and the farm benefits from this close connection.

Classifying Problem Areas

The 300 hours of field practice in Fresno farm at Trece Martires, Cavite

City, was done within one month and a half. During the field practice, a few

problems were observed in the marketing area. The problems were identified

through data collection, activity observation on the farm, and employee

interviews, particularly with the marketing supervisor.

34
 Following the field practice, some marketing problems affecting the

farm's overall sales were identified. Since they significantly affected farm

profits, those problems were regarded as the top four issues.

 Limited Market Options

Fresno farm has only one market, which is MacroAsia. This limited

market can pose challenges and risks to the farm's business. Relying solely

on a single market means that Fresno Farm is highly dependent on the

success and stability of that particular buyer. Any disruptions or changes in

the relationship with MacroAsia could significantly impact the farm's sales and

revenue.

 No Pricing Control

The farm depends on the pricing decisions made by MacroAsia, their

sole market. The farm faces challenges in having limited control over the

pricing of its products. This lack of control can be problematic as it may impact

the farm's profitability and ability to sustain its operations.

 Poor Packaging and handling of products

The farm faces challenges in ensuring proper packaging and handling

practices during delivery. There are instances where the delivery process is

unexpected, resulting in inadequate lettuce preparation. This can lead to

unwashed lettuce being placed in plastic bags without proper arrangement.

Improper packaging and handling can affect the quality and presentation of

the lettuce, which may impact customer satisfaction and repeat business.

35
  No Proper scheduling of production based on demand

Another problem is no proper scheduling of production based on

demand, specifically related to the timing of harvest. The Fresno Farm faces

challenges in harvesting lettuce later than desired due to the need to remove

it from the tunnel for land preparation. This can result in a mismatch between

the optimal harvest time and market demand, potentially leading to decreased

product quality.

Problem Identification

PROBLEM IMPORTANCE LIKELIHOOD OF PRIORITY

(L,M,H) SUCCESS (L,M,H)

1. No proper scheduling M M 3

of production based on

demand

2. Poor packaging and M L 4

handling of products

3. Pricing Control M M 2

4. Limited Market H H 1

Options

Table 11. Priority in Selecting the Problem

Legend:

H- High importance or likelihood of success.

36
M- Moderate importance or likelihood of success.

L- Low importance or likelihood of success.

The problem identified was prioritized and selected according to its

degree of importance and likelihood of success. Each problem that affected

the farm was prioritized from 1 to 4, with 1 being the highest and 4 being the

lowest.

Problem Analysis

Limited Market Option was the most critical problem that required

immediate attention for the farm's success. Limited market options restrict the

farm's reach and potential for expanding its customer base. It hinders the

farm's ability to tap into new markets, diversify revenue streams, and increase

sales opportunities.

Expanding market options is crucial for any business's long-term

viability and growth. By accessing new markets, the farm can reduce its

dependency on a single market and mitigate the risks associated with market

fluctuations or changes in buyer preferences. It allows the farm to explore

different customer segments, distribution channels, and geographic regions,

increasing its market presence and revenue potential.

To address this problem, the farm should focus on market research

and analysis to identify and evaluate potential new markets. This includes

understanding customer needs and preferences, assessing market demand,

analyzing competition, and evaluating the feasibility of entering new markets.

37
Developing strategic partnerships with distributors, retailers, or local

restaurants can also help expand the farm's market reach.

By addressing the limited market options, the farm can unlock new

growth opportunities, enhance its competitiveness, and achieve long-term

success in the lettuce industry. It allows the farm to establish a broader

customer base, increase sales volume, and reduce reliance on a single

market, ultimately leading to a more resilient and sustainable business model.

Identifying the True Cause of the Problem

Problem: Limited Market Options

I. Manpower

a. Insufficient sales and marketing workforce

b. Lack of skilled personnel

a. Inadequate training

II. Materials

a. Lack of equipment

a. Lack of budget

b. Low quality of packaging material

III. Methods

a. Failure to adapt marketing tactics

IV. Machinery

38
 a. Machine Breakdown

a. Old machinery

b. No own cold storage

Limited Market
Options

Low quality of Insufficient sales

packaging material and marketing
workforce

Lack of Lack of skilled

equipment personnel

Lack of Inadequate
budget training
Materials Manpower

Machine Failure to adapt

Breakdown marketing tactics

Old
Machine
No own
cold storage

Machinery Methods

Natural
disasters Competitors

39
 Unforeseen
Others

Figure 9. Ishikawa Diagram

Formulating Alternative Courses of Action (ACA)

Formulating alternative courses of action (ACA) is crucial when faced

with limited market options. It involves exploring different strategies and

approaches to expand the farm's reach and increase market opportunities.

The farm can overcome the constraints of a restricted market by considering

options such as market research and expansion, product diversification, and

partnerships and collaborations. Each ACA presents advantages and

disadvantages, requiring a careful evaluation to determine the most suitable

path forward. The farm can unlock new markets and achieve sustainable

growth in the lettuce industry by implementing alternative courses of action.

Alternative 1: Market Research and Expansion

Advantages:

 Developing targeted marketing strategies to penetrate new

markets and increase customer reach.

 Expanding distribution networks and partnerships to access new

market channels.

Disadvantages:

40
  Establishing a presence in new markets and building customer

relationships may take time.

 Risks associated with market uncertainties and potential

challenges adapting to new market dynamics.

Alternative 2: Product Diversification

Advantages:

 Introducing new lettuce varieties or related products to cater to

different market preferences.

 Enhancing competitiveness by offering unique or specialty

lettuce products.

Disadvantages:

 Additional resources and investments may be needed for

product diversification.

 Market acceptance and demand for new products may vary and

require effective marketing strategies.

Alternative 3: Partnerships and Collaborations

Advantages:

 Forming strategic partnerships with other agricultural

businesses, distributors, or retailers to access new markets.

41
  Sharing resources, expertise, and market knowledge with

partners to expand market options.

Disadvantages:

 Requires careful selection of partners and negotiation of

mutually beneficial agreements.

 Potential challenges in aligning goals, strategies, and

operational practices with partners.

 Dependency on partners' performance and potential risks

associated with collaboration

Recommendations

After analyzing the Fresno Farm case, the author recommends using

alternative Course of Action 1, which is Market Research and Expansion, to

address the primary problem.

Recommendation 1. Conduct Comprehensive Market Research

The farm can gain valuable insights into potential new markets and

customer segments by investing in thorough market research. This research

involves analyzing market trends, studying consumer preferences, and

assessing the competitive landscape. By understanding the evolving

dynamics of the lettuce industry and gaining insights into consumer behavior,

the farm can make informed decisions and develop effective marketing

strategies.

42
 The research will provide crucial information on emerging market

trends, customer demographics, and preferences, enabling the farm to tailor

its products and marketing efforts accordingly. By investing in comprehensive

market research, the Fresno Farm will be better equipped to identify untapped

market opportunities, and expand its customer base. This proactive approach

will lead to improved market positioning, increased sales, and sustainable

growth for the farm in the lettuce industry.

Recommendation 2. Expand Distribution Networks

This can be achieved by exploring partnerships with local grocery

stores, restaurants, and farmer's markets, allowing the farm to tap into

existing customer bases and reach a wider audience. Collaborating with

distributors or wholesalers is another avenue, as they have established

networks and expertise in reaching diverse geographical areas. Fresno Farm

can leverage its distribution capabilities and expand its reach beyond its

current market boundaries by partnering with these entities.

This expansion in distribution channels will enable the farm to increase

its accessibility and availability to a larger customer base, ultimately boosting

sales and market opportunities. By diversifying its distribution networks, the

farm can reduce its dependency on a single market and explore new avenues

for growth and expansion.

Implementation Plan

43
Implementation Plan 1: Conduct Comprehensive Market Research

One of the key recommendations for limited market options is to

conduct comprehensive market research. This research involves analyzing

market trends, studying consumer preferences, and assessing the competitive

landscape. The following implementation plan outlines specific actions to

achieve this objective:

Define Research Objectives:

 Clearly outline the specific goals and objectives of the market research,

such as identifying new market opportunities and understanding

consumer preferences.

Identify Research Methods:

 Determine the appropriate research methods to gather data and

insights. This may include surveys, focus groups, interviews,

observation, and secondary research.

Develop Research Questionnaire or Guide:

 Design a comprehensive questionnaire or guide covering key

investigation areas, including market trends, consumer behavior,

competitor analysis, and customer preferences.

Conduct Primary Research:

44
  Execute the research plan by engaging with target customers,

stakeholders, and industry experts through surveys, interviews, or

focus groups.

 Collect relevant data on market trends, consumer preferences, buying

behavior, and competitors.

Analyze Data and Insights:

 Organize and analyze the collected data to identify patterns, trends,

and opportunities.

 Extract actionable insights that will inform marketing strategies and

decision-making.

Assess Market Potential:

 Based on the research findings, evaluate the potential of new markets

and customer segments.

 Consider factors such as market size, growth prospects, competition,

and fit with Fresno Farm's capabilities.

Develop Marketing Strategies:

 Utilize the research insights to develop targeted marketing strategies.

 Customize messaging, positioning, and promotional activities to reach

and engage specific market segments effectively.

Monitor and Update:

45
  Continuously monitor market trends and consumer preferences to stay

updated.

 Regularly reassess the research findings and adapt marketing

strategies as needed.

Document and Communicate Findings:

 Prepare a comprehensive report documenting the research findings,

insights, and recommended marketing strategies.

 Share the findings with key stakeholders within Fresno Farm to ensure

alignment and understanding.

Implement and Evaluate:

 Implement the recommended marketing strategies based on the

research findings.

 Regularly evaluate the effectiveness of the strategies and make

adjustments as necessary.

By following this implementation plan, Fresno Farm can conduct

comprehensive market research and gain valuable insights that will inform

targeted marketing strategies, helping the farm identify new market

opportunities, understand consumer preferences, and drive growth and

success in the lettuce industry.

Implementation Plan 2: Expand Distribution Networks

46
 Another effective approach for limited market options is to expand

distribution networks. The farm can increase market reach and access new

customer segments by expanding distribution networks. The following

implementation plan outlines specific actions for expanding distribution

networks.

Assess Current Distribution Channels:

 Evaluate the existing distribution channels, including direct sales,

partnerships, and online platforms.

 Identify strengths, weaknesses, and opportunities for improvement.

Research Potential Distribution Partners:

 Conduct market research to identify potential distribution partners such

as grocery stores, restaurants, food cooperatives, and online

marketplaces.

 Consider their reputation, target market, geographical coverage, and

alignment with Fresno Farm's values.

Establish Partnerships:

 Reach out to potential distribution partners and initiate discussions for

collaboration.

 Present the unique value proposition of Fresno Farm's lettuce,

including its high quality, freshness, and sustainable farming practices.

Negotiate Agreements:

47
  Collaborate with interested partners to negotiate agreements that

outline the terms and conditions of the partnership.

 Discuss pricing, product placement, marketing support, and delivery

logistics.

Develop Marketing and Promotional Materials:

 Create compelling marketing materials highlighting Fresno Farm's

lettuce's unique qualities and benefits.

 Design packaging labels, brochures, and digital content that effectively

communicate the farm's story and commitment to quality.

Enhance Product Visibility:

 Implement effective product placement strategies within distribution

channels to maximize visibility and attract customer attention.

 Utilize eye-catching displays, signage, and promotional activities to

create brand awareness.

Strengthen Logistics and Fulfillment:

 Ensure efficient and reliable logistics operations to meet increased

demand.

 Optimize transportation, storage, and delivery processes to ensure

timely and fresh lettuce distribution.

Monitor Sales and Performance:

48
  Implement systems to track sales performance, monitor inventory

levels, and gather customer feedback.

 Regularly analyze data to identify trends, evaluate partner

performance, and make data-driven decisions.

Continuous Relationship Management:

 Foster strong relationships with distribution partners through regular

communication, joint marketing initiatives, and support.

 Seek feedback, address concerns, and collaborate on promotional

activities to ensure mutual success.

Explore New Market Opportunities:

 Continuously explore new market opportunities and potential

distribution channels.

 To adapt distribution strategies accordingly, keep abreast of emerging

trends, consumer preferences, and market demands.

By implementing this plan, Fresno Farm can expand its distribution

networks, increase market reach, and cater to a wider customer base. This

will result in improved sales and sustainable growth in the lettuce indust

49
50
 Target Accomplishments (Expected
Objectives Target Activities
Conduct  Define Research Objectives
Comprehensive
Table 10. Implementation Plan
Market Research
 Identify Research Methods
 Develop Research
Questionnaire or Guide
 Conduct Primary Research
 Analyze Data and Insights
 Assess Market Potential
 Develop Marketing
Strategies
 Monitor and Update
 Document and Communicate
Findings
 Implement and Evaluate
Expand
Distribution
Networks  Assess Current Distribution
Channels
 Research Potential
Distribution Partners
 Establish Partnerships
51 stakeholders
 Negotiate Agreements
Y
output)
Aug. S
 set the foundation for a well-
structured and coherent research
study
 selection of appropriate methods
 collection of relevant and reliable
data
 obtain firsthand and original data
 derive meaningful and actionable
findings from the collected data
 determine the attractiveness and
viability of a target market
 Create a comprehensive and
effective roadmap
 ensure the ongoing effectiveness
and relevance of marketing
strategies and activities
 ensure transparency, knowledge
sharing, and informed decision-
making within the organization
 assess their effectiveness and
make data-driven adjustments for
improved performance
 identify strengths, weaknesses,
and opportunities for
improvement in the existing
distribution network
 identify and select strategic
partners
 build mutually beneficial
relationships with key
 establish favorable terms and
conditions
52
53
54
 REFERENCES

Alam, M. S., Iqbal, T. M. T., Amin, M., and Gaffar, M. A.

(1989). Krishitattic Fasaler Utpadan O Unnayan (in Bengali).
Sirajgonj: T. M. Jubair Bin Iqbal.
CABI Crop Protection Compendium. (2008). Lactuca sativa (lettuce)
datasheet.
Fallovo, C., Rouphael, Y., Rea, E., Battistelli, A., and Colla, G. (2009).
Nutrient solution concentration and growing season affect yield and
quality of Lactuca sativa L. var. acephala in floating raft culture. J. Sci.
Food Agric. 89, 1682–1689. doi: 10.1002/jsfa.3641
Food Agriculture Organization (2013). Good Agricultural Practices for
Greenhouse Vegetable Crops: Principles for Mediterranean Climate
Areas. Roma: FAO.
Leon, A. P., Martín, J. P., and Chiesa, A. (2012). Vermicompost
application and growth patterns of lettuce (Lactuca sativa L.). Agric.
Trop. Subtrop. 45, 134–139. doi: 10.2478/v10295-012-0022-7
Organic lettuce and leafy greens. University of Kentucky Cooperative
Extension service.
R. N. & and Kurtz, E. A. (Eds.) (1997). Compendium of lettuce
diseases. American Phytopathological Society Press.

55
APPENDIX TABLES/ APPENDICES

56
Appendix Table 1. Vertical Analysis of Comparative Statement
of Income, Fresno Farm, 2021-2022

Appendix Table 2. Vertical Analysis of Statement of Financial

Position, Fresno Farm, 2021-2022

57
Appendix Table 3. Horizontal Analysis of Comparative
Income Statement, Fresno Farm, 2021-2022

58
Appendix Table 4. Horizontal Analysis of Statement of
Financial Position, Fresno Farm, 2021-2022

59
 APPENDIX EXHIBITS

Appendix Exhibit 1. Industry Notes

The lettuce production industry is integral to global vegetable farming,

encompassing large-scale commercial farms and smaller local producers.

Lettuce, a popular leafy green vegetable consumed worldwide, is cultivated in

various forms, such as iceberg, romaine, and leaf lettuce.

Despite relying on a single buyer, it remains stable with growth potential.

While the presence of a dominant buyer may present challenges in terms of

pricing and negotiation power, the industry benefits from strong consumer

demand for fresh and nutritious lettuce products. Advancements in farming

60
practices, sustainability efforts, and diversification of lettuce varieties

contribute to the industry's positive outlook. Producers can explore

diversification strategies and seek partnerships with alternative buyers to

mitigate risks associated with a single buyer to foster a more balanced market

presence.

Looking ahead, the lettuce industry holds promising prospects. The

rising popularity of plant-based diets, growing consumer awareness of health

and wellness, and the demand for fresh, locally sourced produce contribute to

its positive outlook. Lettuce's versatility in culinary applications and

technological advancements in controlled environment agriculture offers

opportunities for year-round production. However, the industry also faces

challenges. Fluctuating market prices and limited pricing control can impact

profitability. Limited market options may pose difficulties in securing diverse

and stable outlets. Poor packaging and handling practices can also result in

product damage and reduced shelf life. At the same time, inadequate

production scheduling based on demand fluctuations can lead to wastage and

missed market opportunities.

To address these challenges, lettuce producers must focus on effective

cost management, explore diverse marketing channels, and implement quality

packaging practices to meet consumer expectations. Demand-driven

production planning and collaboration with industry stakeholders are essential

to optimize resource utilization and align production with market requirements.

Investing in research and development, staying updated with consumer

61
trends, and forging strategic partnerships will contribute to the long-term

success of the lettuce industry.

62
Appendix Exhibit 2. Gantt Chart

63
Appendix Exhibit 3. Photos and Figures of Location and Farm Layout

Physical Layout of the Farm/Firm

64
Appendix Exhibit 4. [Other appendix]

65
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