“I have an idea …”
Those few words signal how the creative juices start flowing when it comes to retail produce merchandising. Or in any other business for that matter. Sometimes a merchandising idea morphs into someone saying, “Better yet, let’s do that and also try this …”
Through the years, I’ve asked produce managers or supervisors where they come up with the different ideas that make a display stand out — really pop. In truth, the best ideas almost always stem from awful-to-average ideas, and within those awkward experiences lies the best teacher.
British entrepreneur and businessman Richard Brannon once said, “In a restless, creative business with an emphasis on experiment and development, ideas are the lifeblood.” Fresh produce merchandising is all about creativity: daring to try new things; willing to experiment and adapt until the right idea finally falls into place.
The result, of course, is slowing the customer down, driving extra produce sales.
Related: Read more columns by Armand Lobato
Milt, an old produce manager friend of mine, once gazed at a ready-to-stock fixture pensively, arms crossed. When I asked what was on his mind, he snapped out of his trance, smiled and said, “Oh nothing. Just waiting for inspiration to hit!”
Indeed. In the 1957 court film drama 12 Angry Men, one of the characters (Juror #12) played an advertising executive who made whimsical comments during deliberating impasses with lines like, “Here’s an idea, let’s run it up the flagpole and see if anyone salutes it.” Along with, “OK, that’s an idea. Let’s set it out on the back porch, see if the cat licks it up!” Lighthearted lines, especially for a serious-themed movie. However, it does suggest that sometimes ideas need to be attempted, and not thwarted or held in check.
I recall sitting in on a grocery meeting where we discussed frozen foods and how (at the time) at least 30 new products debuted every month nationally, backed up with millions in manufacturers’ ads and promotion. That meant 30 ideas hit the shelves. Then, in short order, maybe one or two items might “stick” and find permanent shelf space.
I suspect that’s the ratio of many ideas-to-successes.
However, we can’t find the princely ideas without kissing some frogs along the way. I find it a little concerning that many grocers dictate produce merchandising from some distant home office, rather than trusting their produce managers to merchandise freely. Sure, a chain attains some level of consistency with an assurance that managers will follow strict schematics, product facings and inventory control; however, where will ideas ever germinate, locked within this structure? Where is the emphasis on creativity, experiment, and development?
Not to mention, every store, every neighborhood has its own nuances. When a produce manager spends enough time working their store, they get to know their customers well. They get to the point when they know which items will sell especially well and require expanded space, and which ones to cut back on. An accomplished, seasoned produce manager intimately knows his or her neighborhood. So, beyond a few general guidelines, let them merchandise accordingly.
Every fixture, every sign, every category merchandising scheme, even many produce items within, once started out as an idea. Why not build upon these? In the 66-chain I helped supervised, we let (most) produce managers merchandise as they saw fit. They were a constant source of inspiration and ideas that we freely shared within the company. The result? Our chain had a whopping 51% market share.
Merchandising freedom, that’s the fun of being a produce manager, we used to say.
It seems after years of standing on my, um, produce crate, rallying for chains to allow such autonomy, I would like to think that some might at least consider a compromise. Every chain has their 10% or so produce merchandising “superstars” who tend to manage the busiest or flagship stores. Why not give these obviously talented individuals some leeway, turn them loose and, you know, see what happens?
Just an idea, of course.
Armand Lobato works for the Idaho Potato Commission. His 40 years of experience in the produce business span a range of foodservice and retail positions.
