Download Christmas Tree Council of Nova Scotia Executive Summary

Christmas Tree Council of Nova Scotia
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Executive Summary
Mission:
Grow the market share and profit margins for Nova Scotia /Atlantic Canadian
Christmas tree and greenery products. “Thrive and Prosper”.
Goal:
Improve product line, industry practices, reputation and marketing strategies so as
to see this rural based industry expand and progress; with an immediate objective
to see sales increase from $52 million to $58 million by 2017.
Strategies:
Develop superior, innovative or improved: products, technologies, business
strategies, cultural and processing practices. Institute the ability to monitor and
audit progress and assure quality and performance.
Background: Nova Scotia has a Christmas tree export history that dates back to 1922. There is
a natural climatic advantage to growing Christmas trees and foliage in Atlantic
Canada. There are 1100 to 1200 Nova Scotia families that depend upon this
industry for all or part of their annual income. The industry exports 1.5 million
trees from Nova Scotia annually. Greenery production contributes significant
additional activity and income. The Nova Scotia industry provides 4000 jobs on a
full or part time basis, an accumulated total of 800 man years of employment .
Implementation:
Industry and Government have implemented an extremely aggressive
program to address research, education, business development, regulation
and accountability.
Progress:
Partnerships have been formed with our grower associations, government
agencies, universities and international plant health bodies. IPM, germplasm and
needle retention platforms have been initiated through SMART Tree. The
Christmas Tree Research Centre has been established. The innovative SMART
Christmas Tree Research Cooperative Ltd. was created to help fund and then
commercialize technologies and products deriving from this activity. Training,
marketing, processing, grading, branding, auditing and regulatory initiatives are
being developed or introduced.
Challenges:
Difficult marketing conditions has led to a degree of grower disillusionment.
Climate change is impacting growth and pest presence or activity. Balsam does
not enjoy a top reputation for quality and needle retention. International trade
protocols can place non-tariff barriers. Current economic situation is difficult,
energy cost increases are out of line with economic growth. Labour. Government
regulations are not always in line with business reality. There is a current North
American surplus of trees attempting to enter the market. Buyer product
knowledge is insufficient.
Support:
Industry will need research and extension training. This Strategy is based solely
upon term funding. The core management required to achieve strategy success
must be secured with a modest, but stable financial commitment.
Conclusion:
An extremely vibrant and progressive program has been instituted. It has been
developed with volunteer effort and funded with term grants. Stability is being
sought. Simply put,“We can limp along and survive, or we can excel and thrive.”
Christmas Tree Council of Nova Scotia
P.O. Box 148
New Germany, Nova Scotia
B0R 1E0
Phone: (902) 644-2271, Fax: (902) 644-2715, email: [email protected]
A Business Strategy to improve and promote the Nova Scotia / Atlantic
Canadian
Christmas Tree and Greenery Industry
January, 2012
Contents
Mission
Goals
Strategies
Rationale and Background
Implementation
Progress to Date
Challenges
Support Framework Required
Summary
Pg 1
Pg 1
Pg 2
Pg 2, 3
Pg 4, 5
Pg 6, 7, 8
Pg 8, 9, 10
Pg 10, 11
Pg 12
Mission
The Mission Statement is very straightforward, very direct. We intend to increase market
share and market opportunities for Nova Scotia and Atlantic Canadian producers of Christmas
tree and greenery products. We will improve profit margins, and assure green technologies are
employed to grow and market our products.
Goals
!
!
!
Increase the export sale value of the Christmas Tree and Greenery industry of Nova
Scotia from $52 million to $58 million by 2017.
Develop new markets internationally; improve the quality and reputation of Atlantic
Canadian greenery in established markets.
Position our industry to take advantage of anticipated market shortages for greenery
anticipated in several years time.
-1-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Strategies
!
!
!
!
Develop superior trees, address needle abscission issues, and provide growers with
seedlings that have a dramatically improved genetic makeup which will rapidly improve
quality and lower cost of production.
Develop marketing, labeling, quality enhancement, branding and performance standards
that will improve consumer acceptance and increase demand.
Aggressively seek greener technologies and solutions for cultural challenges; from pest
management to nutrition to cleaning mechanisms that assure international acceptance for
Nova Scotia Christmas trees and greenery.
Speak to consumers about the environmentally correct choice that is real, farm grown
trees. Assure consumers know our cultivation system is fully sustainable,
environmentally correct and an integral aspect of the rural economy and family structure
of rural Nova Scotia.
Rationale and Background
Christmas trees have been exported from Nova Scotia since 1922 or 1923. Nova Scotia
has a maritime climate whose mix of temperatures, moisture, day length and seasons allow for
balsam fir regeneration that is prolific and sustainable. These factors saw Nova Scotia peak at
export levels of 3.8 million trees in 1957, a number that declined to 1.8 million by 1967 in the
face of new competition from sheared trees produced in other areas. Nova Scotia did rebound,
and introduced cultivation techniques, from shearing to vegetation management, to improve our
quality. We moved from fully natural trees cut from the wild to cultivated trees from managed
stands or plantations.
The next significant, particularly direct challenge came from the development of the
North Carolina Fraser fir Christmas tree. Balsam and Fraser were once one species, but isolation
and time led to two distinct species. The Fraser fir industry evolved from a very narrow genetic
base that just happened to have extremely strong attributes for the Christmas trade, in particular
rich color and strong needle retention after harvest. Atlantic Canadian Balsam fir, on the other
hand, is ancient, and has one of the widest spreads of genetic diversity of any fir species
worldwide. Interestingly, our Balsam here does contain much of the Fraser genome, and for
some factors is actually superior. Our challenge is to isolate these genes and assure growers are
investing in high genetic yield trees.
Fraser made significant inroads in the North American market, commanding wholesale
price points that were typically $10 to $12 higher than Balsam, largely based upon reputation
for needle retention. One attribute that continues to assist our marketing efforts is the unique
fragrance of balsam fir, for many consumers still the aroma that triggers memories of earlier
Christmases. It is the aroma of Christmas. Nova Scotia exports had shrunk to 1.1 million trees in
1998, but international marketing has rebuilt the numbers to 1.4 to 1.6 million trees on an annual
basis.
-2-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Rationale and Background
There are 1100 to 1200 families involved in Christmas tree production in Nova Scotia.
Few are full time. Yet, collectively, their production is essential for brokers to secure the trees
required for markets as diverse as Brazil, Venezuela, Panama, other South and Central American
countries, various Carribean destinations, the United States and Canada. Market initiatives are
beginning in Europe and Asia.
It is estimated Nova Scotians manage 12,000 to 14,000 hectares of Christmas tree land,
and provide another 4000 (perhaps as high as 6000) full time and part time jobs. The calculated
Nova Scotia annual employment created by Christmas tree production is 800 man years. The
brush and wreath /garland greenery side of the business is growing to the point we need to
develop sustainable brush orchard sites to improve and expand this side of the business.
The industry can improve product and provide our producers with trees that offer
competitive advantage. We have an extremely attractive climate in which to grow trees. We do
suffer some freight disadvantages, but intermodal transport and improved containerized shipping
is helping to reduce this disadvantage. Lighter trees that pack better (and hold needles longer)
are also helping to achieve lower delivery costs per tree. We are world leading in Integrated Pest
Management for Christmas trees, and have a species and a climate that further assist in the
sustainable production of trees.
As we outline the framework proposed to achieve our Mission and Goals, it is our
ultimate objective to go to market with the best quality, cleanest, longest lasting and most
sustainable Christmas tree and greenery products in the world - all with the lowest cost of
production. We further intend to support this work with labeling, grading, branding, advertising,
marketing and product handling protocols that are world class, world leading.
We:
!
have a strong rural economic presence with 1100 to 1200 families growing trees.
!
have international and national marketing experience
!
possess natural advantages we can apply to business advantage
!
have the proven ability to develop balsam fir with strong needle retention, a genetic base
that has strong architectural properties for Christmas tree development, and the unique
aroma of Christmas that already is a recognized attribute required by many consumers.
!
are developing artificial root technologies to further add needle retentive capacity to our
harvested trees. SMART actually stands for “Senescence Modulating Artificial Root
Technologies”.
!
will develop the business support mechanisms to improve marketing, consumer
satisfaction and confidence, and initiate branding and quality assurance programs to
further assist marketing initiatives.
-3-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Implementation
There are five major areas associated with the development of an Implementation
Framework. Some are already in progress.
!
!
!
!
!
Research
Education
Business Development
Regulation
Accountability
Research
Isolating the genes, or chromosomes, that express as strong characteristics for the
Christmas tree trade will be essential; absolutely necessary. Currently too much money is lost as
growers invest in a product line whose genome contains trees that simply will never be high
value, nor desirable. Improved germplasm and reproductive technologies are key components of
our research agenda.
Some trees readily shed, others do not. The physiological processes that impact this are
not understood, but our Christmas tree Research Centre (“CRC”) work on post-harvest
physiology is ground breaking and pointing to solutions. Durable, clean trees will be an
essential component of regaining market share from the artificial industry. Strategies to
correctly harvest, clean, process, store, and even ship trees are all being examined.
Improved IPM strategies are always critical, important, forever changing. Managing
cultural challenges is an area where one can never assume the “battle is won”.
Cleaning technologies which will assure we can meet international plant health protocols
will be an ongoing challenge.
It is anticipated that the intensive study of balsam fir physiology and constituent
metabolites will lead to market opportunities in such diverse fields as health, cosmetology or
neutraceuticals (compounds that act as food supplements that confer health and disease
prevention benefits - there is already in interest in some balsam fir compounds).
-4-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Implementation
Education
We are :
!
facing invasive pests, consequently recognition and identification assistance is
required
!
need to improve nutritional management options
!
need to develop and implement internationally measured plant health strategies
!
improve shearing techniques
!
assure grade standards are dynamic and responsive to changing consumer demands
need to improve harvesting equipment technology, from processing to cleaning to
loading.
!
provide business training, be it marketing, cost management or personnel development.
All these areas will require extension training, development assistance, training courses and
perhaps bodies or institutions to coordinate maintenance or delivery.
Business Development
There will be market analysis, market initiative, labeling, branding and management
protocols or standards that will have to be initiated to maximize gain for the superior
products we develop through the research program. We should develop advertising and
promotion campaigns or initiatives.
Regulation
We will develop a brand. We must defend it. We will need to develop, modify or
improve the oversight mechanisms we utilize for quality control. We will also need to
assure that Federal, Provincial or Municipal laws, regulations or guidelines serve to
achieve desired objectives and augment, not penalize, agricultural operations like
Christmas tree and greenery production.
Accountability
There should be semi-annual stakeholder meetings to assess performance against overall
goal and specific goals within the Implementation strategies.
We will need to develop auditing procedures for some of the marketing strategies we
employ to increase market value for our products. Assure performance every step of the
way.
Develop strategic Implementation Committees that assess risk, review progress, adjust
strategies, set targets and establish measurable goals. We must constantly monitor to
assure the business models are functioning and fulfilling aims and goals.
-5-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Progress To Date
The industry is making significant progress.
Research
!
!
!
!
!
!
!
the Christmas tree Research Centre has been developed, and although not fully developed
yet, is already making significant progress
the Centre (or “CRC”) has platforms on IPM, germplasm development, abscission and
needle retention. It will develop SMART Trees that offer market advantage.
the industry is upgrading it’s seed orchards, and measuring all attributes of Christmas
tree growth.
we have inaugurated pheromone management research projects for one of our most
problematic pests, balsam needle gall midge. We are already looking to seek pheromone
(natural sex attractant chemicals) for shoot boring sawfly.
beneficial soil based organisms are being investigated for nutrient supply and natural
beneficial root associations to prevent diseases.
the industry is very proactive with the Minor Use of reduced risk pesticide compounds to
improve IPM.
the industry is sponsoring habitat studies to improve companion plant development for
Christmas tree cultivation, some for nutrition purposes; other plants for beneficial insect
habitat.
Education
!
!
!
!
!
the CRC is active in dissemination, fact sheet development and participation in grower
training.
the industry did loose two extension specialists in 2011, but is working with Nova Scotia
Natural Resources to place an Industry Coordinator to facilitate grower training and
technology delivery.
new chapters for the Atlantic Canadian Christmas Tree Growers manual are in the pipe
line, more will be updated or added.
the industry will be sponsoring new training courses on subjects like weed identification
and management, and insect and fungal pest identification and management. These
courses will address beneficial plants or insects, and how to promote the presence of
such.
“Twilight Meetings” will be coordinated wherein growers can survey fields with
specialists as cultivation aspects are examined and explained.
-6-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Progress To Date
Business Development
!
!
!
!
!
!
!
the Atlantic Canadian industry has set up the innovative SMART Christmas Tree
Research Cooperative. The Cooperative is designed to generate matching funds for the
government based research monies utilized from agencies like ACOA, NSERC and
AgriFutures. But it also the first vehicle of commercialization for SMART tree products
or technologies. Preferred Research Shares are sold to generate matching funds for
research.
a new Marketing Intelligence Committee has been formed. This Committee is actively
seeking the means to develop a Market Analysis project as the first step in a Marketing
Initiative Program.
the Marketing Committee will work with the CRC, the Christmas Tree Council, the New
Brunswick Cooperative , Infor Inc. (New Brunswick extension) and the SMART Tree
Research Cooperative Limited to develop a mechanism to provide and regulate quality
standards for branded SMART trees.
A Grade Committee will be formed, providing oversight by a team of experienced
marketers of Christmas trees worldwide. Their task will be to assure the grade offers
competitive advantage, is dynamic and responsive to consumer demands. We will also
offer training in competitive grades so as our producers will always know where “their
trees fit”.
The industry has applied to be eligible for the Federal Agriculture Advanced Payments
Program to assist our producers to achieve access to funding mechanisms to expand their
businesses.
The Nova Scotia industry has become an eligible agricultural commodity. Christmas tree
growers can now more easily benefit from agricultural programming, expertise and the
services available from the Nova Scotia Department of Agriculture.
Christmas tree producers can now also be members of the Federation of Agriculture, an
organization which offers great benefit to members.
Regulation
!
!
!
industry has begun participation in the North American Plant Protection Christmas Tree
Movement Workshops
industry is setting up a new National Committee for Christmas Trees and Greenery
Products with the Canadian Food Inspection Agency CFIA). Previously we were just
one component of the Forestry Committee.
industry had endorsed the “Quality Management Program” with CFIA. The program sets
up individual Quality Management Plans that define, govern and audit pest monitoring
and control programs designed to heighten international market access.
-7-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Progress To Date
Regulation
!
!
!
!
the industry is developing Code of Practices for Export, Retail and Processing /
Handling. The Retail Code of Practice for domestic sales in Nova Scotia is set up and
functioning through contractual obligations to meet the Code now. Retailers are already
reporting market advantage from the program. Other provinces have asked to examine it.
The retail Code advices consumers in a proactive format how to purchase trees that have
been properly managed and protected.
industry participates on the Canada United States bilateral Regulatory Cooperation
Council.
Nova Scotia actually sponsors a seat on the National Christmas Tree Association of the
United States.
Nova Scotia maintains a strong presence in the Canadian Christmas Tree Growers
Association.
Accountability
The industry intends to develop auditing procedures for such items as:
!
!
adherence to standards or codes.
progress to meet goals within this business strategy.
Challenges
There is a degree of grower disillusionment. They have struggled through the inroads of
the artificial tree, increased real tree competition and environmental pressures to “not cut a
tree”. All of this happened while we did not move to significantly improve neither our
product offering nor our promotion of trees and greenery. This is changing, but outreach
activities are essential.
World debate still revolves around the argument of climate change versus normal global
temperature fluctuation. The working reality for growers is that is doesn’t matter - things are
changing! We have unprecedented levels of invasive pests, we have local pests exhibiting new
behaviours with feeding or life cycle changes. Growers have been left to struggle without
management strategies, registered solutions or information. Yet we have heard the word
“mature commodity” bandied about to justify a curtailment in research and extension support.
There are real world needs that must be met. As illustrated in our progress statement, we are
taking measures to address these challenges.
-8-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Challenges
Exporters can relate horror stories related to shipped trees that have shed. We have long
known that some trees can shed within hours of being cut, while others can stay fresh and last
weeks post-harvest. We have never known why. We are working on that!
Pressure to sell trees is always greater when there is a surplus. Some of our issues are
related to very large loss of markets in places like Puerto Rico, where we argue that non-tariff
barriers had been raised. At one point US Customs Border Agency preempted sales with the
false argument that we had a speciated variety of Tussock Moth. This curtailed the marketing
of hundreds of thousands of trees. We slowly are reestablishing our presence in Puerto Rico, a
market where we know consumers prefer balsam fir. It requires constant vigilance to assure all
available markets are accessible. It is our hope the a new national Canadian Christmas Tree
Committee operating under the guidance of the Canadian Food Inspection Agency will assist.
Council, through separate grower contributions, has also funded industry participation at
the North American Plant Protection Organization Christmas Tree Movement Workshops.
These workshops include Central and Southern American hemisphere participation.
Rapid currency fluctuation and rising energy costs have caused many business models to
falter. We are export oriented, and as such our vulnerability to the increased value of the
Canadian dollar and increased transportation costs has been problematic. We must improve
packaging, tree weight and price margins. Rapid monetary value fluctuation is particularly
problematic as business attempts to adjust. Differential cost experiences place us at significant
disadvantage. Our competitors have significantly lower vehicle purchase prices, and their
pricing for agricultural inputs like fertilizer offers real advantage to them, disadvantage to us.
Alternative control measures, especially if built into our product or management inputs, will
help. Our Research Platform on Integrated Pest Management is examining natural, genetic
based pest resistance. We are examining alternative nutritional supplements.
Growers struggle with government regulatory measures that can sometimes invoke
compliance expense without fully achieving desired results, or which can over extend and cause
unintended consequences. It is always important for trade associations, such as the Christmas
Tree Council, to work with government to assure desired outcomes of legislation and
regulations achieve necessary management without impinging legitimate growth or
improvement. To this end Council and the Federation of Agriculture constantly interface with
many different government departments and agencies.
Commodity, natural resource production, typically has a high need for labour during
seasons of peak work activity. Growers in the Christmas tree sector often struggle to source
acquired labor for summer time shearing or fall harvest work. Other jurisdictions in North
America have multiple level agreements (Federal, Provincial, Industry) for the development of
accessible labour pool coordination. It is time to examine such a strategy for Nova Scotia.
-9-
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Challenges
Our greatest challenge may be the North American surplus of real tree production, the
aggressive marketing of artificial trees, or even families choosing to have no tree. North
American real tree production numbers are falling. Shortages are actually being predicted.
Our product is recyclable, natural, of benefit to the North American economy and the North
American ecosystem. The artificial choice is none of these. We are already seeing gains, a
result of us proactively telling our story. Providing consumers with lighter, cleaner, longer
lasting real trees is critical. Hence SMART Tree! CRC personnel and industry representatives
have already delivered numerous internationally based interviews on the SMART Tree
improvement and needle retention work being conducted in Atlantic Canada.
Many clients order delivery far too early and then do not how to properly protect live
trees. There is a need to address the knowledge base required to properly receive and handle
commercial volumes of Christmas trees and greenery.
Yes we have challenges, but as witnessed throughout this Strategy document, we are
developing measures to address these impediments to success and advance this business.
Support Framework Required
The industry, in partnership with the provincial governments of Nova Scotia, New
Brunswick and Newfoundland; Federal agencies such as Atlantic Canada Opportunities Agency,
National Sciences and Engineering Research Council, Agri-Futures and the Federal Department
of Agriculture; and with University and government line department participation - has already
put some of the building blocks in place. But keep in mind that much needed research and
dissemination vehicles are currently funded with term allotments. We need to stabilize and fund
the core resources that will be required to enable this business strategy to succeed.
!
!
!
The Christmas tree Research Centre (CRC) represents a core center of activity to apply
scientific research to address essential challenges facing the Christmas tree and greenery
industry. Improved needle retention, germplasm development, and abscission (needle
shed) regulating compounds are all intrinsic to the future success of Atlantic Canada’s
rural wealth industry that is Christmas trees and greenery.
The liaison established between the CRC - an extension of the Nova Scotia Agricultural
College - and other institutions such as the University of New Brunswick (which
provides leadership for the IPM Research Platform of SMART Tree) and the Canadian
Forestry Service and Forest Protection Limited extends our capability to achieve
technical improvements that lead to business advantage.
It is the functioning of the SMART Tree Research initiative, intrinsically tied to the
development of the CRC, that is the coordinating hub for all this activity. As the scope
of improvement work advances it will be important to secure the central core, this being
the management and laboratory maintenance of the CRC.
- 10 -
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Support Framework Required
!
!
The industry has received term funding for two years to establish extension and industry
management facilitation for Christmas tree growers. There will be extensive extension
support required to assist in the identification of invasive pests, or even how to manage
the behaviour change we are witnessing in some of our common pests. This support must
be delivered to a network of 1100 to 1200 growers, the majority being part time industry
participants.
The very emergence of new technologies; new business development models with
associated protocols to be met; and improved marketing knowledge - will all add to
extension training needs, not reduce such.
We need:
1)
2)
A stable, secure central core structure to maintain and manage the CRC.
The projects and research platforms are, and should be, term funded.
The advantage of association with the universities and the direction provided by
a management team associated with the universities has meant that much work is
conducted by candidates for various degrees. However, as we already approach
up to three post-doctoral positions and five or more degree candidates who bring
additional funding allotments to the program, keep in mind that none of this
would be happening without the vibrant core that is the CRC. The model is
working. It must be maintained.
Extension facilitation will be essential. In addition to improving the ability of
growers to adapt and improve their personal business models, there is yet another
key role to be performed. It is the active linkage between the issues arising in the
field and the scientific team that will eventually mobilize to address and resolve
the problems. Then, there will be the need to return the products and technologies
of this research back to growers.
The proposed budget to achieve this is:
Christmas tree Research Centre Core Budget being sought
Salary for Executive Director
$ 120,000.00 / year
Salary for Centre / Project Manager
$ 60,000.00 / year
Operational Funding for Laboratories
$ 30,000.00 / year
Matching funds for grants and service
$ 90,000.00 / year
Total: $ 300,000.00 / year
Additional Coordinator Budget (currently $80,000.00/year funds termed to March 31, 2014)
Extension / Coordination Salary
$ 70,000.00 / year
Travel / Coordination Expenses
$ 30,000.00 / year
Total: $ 100,000.00 / year
Combined Total: $ 400,000.00
- 11 -
A Business Strategy to improve and promote the Nova Scotia / Atlantic Canadian
Christmas Tree and Greenery Industry
Summary
It is our Mission to improve and expand the economic viability of the Nova Scotia /
Atlantic Canadian rural based Christmas tree and greenery industry. A key goal is to expand the
annual Nova Scotia export worth from $52 million to $ 58 million over the next five years. To
achieve this goal we have spent six years developing significant business infrastructure to
manage this improvement. A key step has been the Atlantic Canadian SMART Tree Research
program and the associated Christmas tree Research Centre (CRC) located at AgriTech Park in
Bible Hill, an affiliated program with the Nova Scotia Agricultural College. The industry,
through the CRC, has developed research liaisons with other universities, most notably the
University Of New Brunswick Forestry faculty. There are further alliances with the other
agencies, such as the Canadian Forestry Service.
Much of this has been initiated with volunteer effort, but the scale and scope of work that
is now established will require that a central core for this business development model be
maintained. Nova Scotia is assuming a world leadership position in Christmas tree improvement
and development. Consumers are already reacting favourably to news about our Smart tree
program and improved trees. The world’s Christmas tree research and extension community
(The International Union of Forest Research Institutions) has formally asked to visit Atlantic
Canada and the CRC. We are developing business marketing, management and extension
models to facilitate the adaptation required for growers to achieve significantly improved
returns.
We have the SMART Christmas Tree Research Cooperative Ltd. set up. It is an
innovative model of grower involvement and investment in industry based research and
development. It will be the product and technology development arm for the SMART tree
initiative. Members will see real economic advantage as we progress.
The essential component for the success of this Business Strategy is the Christmas tree
Research Centre and it’s associated extension model. It will be imperative that a stable funding
structure be established to assure the management core of the Centre is supported. Projects may
be addressed with term funds, but the coordination, delivery and management of the program
must be protected and entrenched. As a grower has stated, “We can limp along and survive, or
we can excel and thrive.”
- 12-