US organic food sales surge 7.7% (while conventional foods manage just 1% growth)

Post a commentBy Elaine Watson, 21-Apr-2011

Related topics: Financial & Industry

US sales of organic food and drink surged 7.7 percent to $28.6bn in 2010, significantly ahead of the sluggish (<1 percent) growth in the mainstream food market, with some segments up more than 30 percent, according to the Organic Trade Association (OTA).

Organic food sales now account for four percent of total food sales in the US, added OTA chief executive Christine Bushway.

"Consumers continue to vote with their dollars in favor of the organic choice. These results illustrate the positive contribution organic agriculture and trade make to our economy, and particularly to rural livelihoods. The good news is that even as the economic recovery crawls forward, the organic industry is thriving, and hiring."

Recruitment levels reflect growing confidence

Four out of 10 organic companies surveyed by the OTA said they had taken on more full-time staff in 2010, while almost half (46 percent) expected to hire more staff in 2011 than in 2010.

The top performers were fruits and vegetables (39.7 percent of total organic food value, and nearly 12 percent of all US fruit and vegetable sales), which notched up an 11.8 percent rise in sales to nearly $10.6bn in 2010. Organic dairy posted nine percent growth to $3.9bn, and now accounts for almost six percent of the total US market for dairy products, revealed the OTA.

Organic dietary supplements up 7.4 percent

Meanwhile, sales of organic dietary supplements were also up a healthy 7.4 percent to $681m, said Bushway.

"Organic sales growth continued to outpace total sales of comparable conventional food and non‐food items, which continued a flat to downward trend in 2010. Organic food share has grown to four percent of total food sales."

April 21, 2011

As Consumers Cut Spending, 'Green' Products Lose Allure

When Clorox introduced Green Works, its environment-friendly cleaning line, in 2008, it secured an endorsement from the Sierra Club, a nationwide introduction at Wal-Mart, and it vowed that the products would "move natural cleaning into the mainstream."

Sales that year topped $100 million, and several other major consumer products companies came out with their own "green" cleaning supplies.

But America's eco-consciousness, it turns out, is fickle. As recession gripped the country, the consumer's love affair with green products, from recycled toilet paper to organic foods to hybrid cars, faded like a bad infatuation. While farmers' markets and Prius sales are humming along now, household product makers like Clorox just can't seem to persuade mainstream customers to buy green again.

Sales of Green Works have fallen to about $60 million a year, and those of other similar products from major brands like Arm & Hammer, Windex, Palmolive, Hefty and Scrubbing Bubbles are sputtering. "Every consumer says, 'I want to help the environment, I'm looking for eco-friendly products,' " said David Donnan, a partner in the consumer products practice at the consulting firm A. T. Kearney. "But if it's one or two pennies higher in price, they're not going to buy it. There is a discrepancy between what people say and what they do."

For instance, a 32-oz bottle of Clorox Green Works All-Purpose cleaner is $3.29 at Stop & Shop. A 32-ounce bottle of Fantastik cleaner, by contrast, costs $2.89.

Indeed, outside a Whole Foods Market in the Chicago suburb of Evanston, June Shellene, 60, said she did not buy green products as often as she did a few years ago.

"People are so freaked out by what is happening in the world," she said, before loading her groceries into a Toyota Prius. Of green products, she said, "That's something you buy and think about when things are going swimmingly."

Sales in most consumer-products categories dropped off during the recession. But according to an analysis by Sanford C. Bernstein & Company, certain green products have fared worse.

"You see disproportionately negative impact from products like Green Works, out of the big blue-chip companies that have tried to layer a green offering on top of their conventional offering, and a relatively better performance from the niche players who remain independent," said Stephen Powers, an analyst at Bernstein. Using data from the Nielsen company, Bernstein looked at sales for nearly 4,300 items in 22 categories, like cleaning spray, liquid soap, bathroom cleaners and detergents. It studied monthly sales from March 2006 to March 2011, the most recent data available. (Nielsen's data includes mass market, grocery stores and drugstores but excludes Wal-Mart.)

Bernstein found that the market shares of green products generally were down from their peak -- especially those offered by the big consumer-products companies. But the market share of the independent brands, like Method and Seventh Generation, is starting to increase relative to the shares of traditional brands' green products in categories where they compete.

"In terms of the big players like Clorox, there's no doubt that they've de-emphasized the brands relative to their early aspirations, and that's reflective of what they are seeing from the consumer," Mr. Powers said.

Green products are more expensive because the ingredients tend to cost more than their more conventional counterparts, and transportation costs are higher too because they are sold in smaller volumes than the big brands.

Green household products took off in the 1980s, with brands like Seventh Generation and Simple Green, which have gained a loyal following. As retailers like Whole Foods expanded in the 1990s, interest in the environment increased and competitors joined the fray.

Predicting that the market would continue to increase, mainstream manufacturers like S.C. Johnson, Clorox and Church & Dwight introduced eco-friendly versions of their products around 2008.

But after an initial lift, sales largely dropped off, and the introduction of products slowed during the recession.

The number of household cleaners with green claims introduced in 2008 was 144, up from 29 in 2007. By 2009 that had dropped to 105, according to Mintel, a research firm. Green dishwashing liquid followed a similar pattern, with 14 introductions in 2007, 85 in 2008, then 58 in 2009.

Some of the manufacturers pulled back on advertising, too.

Clorox spent more than $25 million advertising Green Works in both 2008 and 2009, but just $1.4 million in 2010, according to Kantar Media, which tracks advertising spending.

Similarly, S.C. Johnson introduced Nature's Source in 2009. That year, it spent $15.4 million advertising the products, more eco-friendly versions of its brands like Windex and Scrubbing Bubbles.

In 2010, spending to advertise the line fell to zero, according to Kantar.

Sales have gone south, too. In the 12 months through March, sales of Nature's Source Scrubbing Bubbles all-purpose cleaner have dropped 71 percent, to $589,614, according to the SymphonyIRI Group, which tracks sales at mass-market United States stores, excluding Wal-Mart. Nature's Source Windex dropped 35 percent, to $1.8 million. Nature's Source Scrubbing Bubbles tub and tile cleaner dropped 61 percent, and Nature's Source toilet bowl cleaner dropped 78 percent.

And that was as prices on all of those items were reduced.

Officials at S.C. Johnson did not return calls seeking comment. At Church & Dwight, its Arm & Hammer Essentials multisurface cleaner, glass cleaner and laundry detergent are no longer being produced for the United States market, less than three years after they were introduced.

"Arm & Hammer Essentials cleaners may have been ahead of their time," said the chief marketing officer, Bruce Fleming, in an e-mail. Its concentrated cleaners, for instance, were sold with an empty spray bottle, and consumers had to add their own water to make the cleaning sprays.

"We haven't given up on launching innovative, earth-friendly products, we've just taken a step back to think about how and when consumers will be ready," he said.

Heidi Dorosin, vice president for marketing for the cleaning division of Clorox, said Green Works' sales had been battered by the recession and inconsistent pricing. The company has lowered its prices and made them more consistent, she said.

Sales held up at smaller, and more expensive, brands like Method and Seventh Generation, Mr. Powers suggested, because those customers tended to be more affluent and more wedded to environmental causes. Both companies say they had double-digit growth in 2010 after a flat year in 2009.

Back in Evanston, shoppers reflected the changing dynamics of the green marketplace. A handful said they continued to buy green products religiously while many others said the cost was prohibitive. Sarah Pooler, 55, said she did not normally buy green products but would pick them up if they were on sale.

"Bottom line, if it's green and it's a good deal, I'll buy it," said Ms. Pooler, outside a Jewel-Osco store.

USDA NOP release on fraudulent Chinese organic certification

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Here's the news release from USDA NOP:

 

USDA Issues Public Notice of Fraudulent National Organic Program Certificate
 
AMS No. 026-11

 
Soo Kim (202) 720-7476

 WASHINGTON, Feb. 11, 2011 - The Department of Agriculture (USDA) today announced the circulation of a fraudulent National Organic Program (NOP) organic certificate produced by an uncertified operation.

Reported to the NOP by an accredited certifying agent, the certificate falsely represents agricultural products as certified organic under the NOP regulations. This violates the Organic Foods Production Act of 1990.

"The NOP has not found evidence that any product was sold, labeled, or represented as organic using the fraudulent certificate," said Miles McEvoy, NOP deputy administrator. Although these violations may occur, McEvoy said the vigilance of the organic community will help abate them. "We are warning certifying agents and organic handlers to be on the lookout and to notify the NOP if anyone tries to sell organic products using fraudulent certificates."
The certificate contains the following identifying information:
 
• Operation name and location: FUSHAN HENGCHANG TRADE CO., LTD, Zhongshan District, "Dlian" (sic), Liaoning, China
• Certificate number: 6109CN0810zlec(US)
• Products listed as certified:
o Organic soybean;
o Organic white melon;
o Organic buckwheat; and
o Organic millet.
• USDA Accredited Certifying Agent and location: Ecocert SA, L'Isle Jourdain, France (Note: Ecocert SA brought the fraudulent certificate to the attention of the NOP and is NOT responsible for its production).
• Certificate issue location and date: Northeim, Germany, 2010-3-12
 
Any use of the certificate or other fraudulent documents, to market, label, or sell non-organic agricultural products as organic can result in a civil penalty of up to $11,000 per violation. Persons with information regarding the production or use of this or other fraudulent NOP certificates are asked to immediately contact Mark Bradley, director, NOP Compliance & Enforcement Division, at (202) 720-3252 or at NOPCompliance@ams.usda.gov.

 

USDA releases evidence of fraud in Chinese organic imports

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From the Cornucopia Institute...

USDA Uncovers Plot to Import Fake Chinese Organic Food

February 11th, 2011

Chinese Import Moratorium Needed to Protect Consumers/Farmers

Cornucopia, WI--After years of ringing the alarm bell about fraudulent Chinese organic production, the nation's preeminent organic farming watchdog, The Cornucopia Institute, applauded the federal government's current approach to enforcement and its transparency. On February 11, The Department of Agriculture (USDA) publicly released evidence of attempted fraud by a Chinese organic agricultural marketer.

The agency's National Organic Program (NOP) made public a fraudulent organic certificate produced by an uncertified supplier in China. The Chinese firm used the counterfeit certificate to represent non-organic crops, including soybeans, millet and buckwheat, as certified organic.

Ecocert, a French USDA accredited certifying agent whose name was illegally used on the fraudulent document, brought this issue to the attention of NOP officials at USDA, which regulates and oversees the American organic market.

"By working closely with certifying agents, and sharing concerns like this with the wider organic community, the USDA's National Organic Program is working as it was designed by Congress to protect ethical industry participants and the public," says Mark A, Kastel, Codirector of The Cornucopia Institute. "Unfortunately, this incident also serves as a stark reminder that imports from China are fraught with peril."

In its 2009 report on the organic soy industry, entitled Behind the Bean, The Cornucopia Institute raised concerns about organic soybeans imported from China. The recent finding by the USDA, spotlighting fraud by a Chinese supplier, confirms the suspicions Cornucopia documents that imported organic products cannot always be trusted and that domestically sourced organic soybeans are more desirable.

In the 2009 report, the Wisconsin-based farm policy research group estimated that as much as half of organic soybeans used in the US came from overseas, primarily China.

"This incident illustrates why so many responsible processors and marketers in the organic industry shun organic imports," states Charlotte Vallaeys, the Cornucopia report's lead author.

After multiple incidents of food contamination, including melamine in pet food, many US corporations are now, justifiably, leery of putting their brand name on products containing Chinese ingredients, conventional and organic.

Cornucopia had, since the middle part of the last decade, been voicing concerns about imported products from China. It had blasted the USDA, during the Bush administration, for providing oversight of domestic organic certification programs while, for years, ignoring imports from China.

Cornucopia's report noted that imported soybeans are often shipped to the U.S. by corporations knowing nothing about the origin of the commodities over and above a single sheet of paper. The report stated: "It is all too easy to falsify these records, whether intentionally or unintentionally." Today's release by the USDA of a falsified organic certificate from China confirms these concerns.

Also in the report, Cornucopia raised a red flag over the lack of judicious organic oversight in China by the USDA. Cornucopia explained, based on documents it secured under the Freedom of Information Act, what happened when the USDA did finally sent auditors to China for the first time in 2007, a full five years after the federal organic standards took effect.

"This was the first time USDA staff members visited certifiers in China, Chinese processors, and Chinese farms to ensure that their procedures were in compliance with USDA organic standards," stated Kastel. "It was an inexcusable delay, especially given the history of widespread Chinese fraud in international commerce and fraudulent marketing of organic food in their domestic market, which had been well documented in the Chinese media."

In the entire country of China the USDA auditors only inspected two farms and two processors, finding serious violations at the time. No follow-up inspections were conducted to determine whether the noncompliances identified were aberrations or symptomatic of systemic problems.

Organic soybeans imported from China have become a prevalent source of animal feed used on industrial-scale organic livestock operations, especially in Western states. The reliance on imported organics has economically injured North American farmers, who are often unable to compete with the cheaper prices offered by Chinese firms.

In the current incident the NOP has not found evidence that any product was sold, labeled, or represented as organic using the fraudulent certificate. However, the full extent of the scandal is not known at this time.

"Although these violations may occur, the vigilance of the organic community will help abate them," said Miles McEvoy, NOP deputy administrator. "We are warning certifying agents and organic handlers to be on the lookout and to notify the NOP if anyone tries to sell organic products using fraudulent certificates."

The Cornucopia Institute has praised the current administration at the USDA, and McEvoy in particular, for its aggressive posture in relation to enforcing federal law and protecting the integrity of the organic industry.

"We call upon responsible industry players, farmers, feed mills, processors and retailers, to place an immediate moratorium on commodities imported from China," stated the Cornucopia's Kastel. "Even if the authenticity of Chinese organics can be proven, shipping food around the world, and undercutting sustainable prices for domestic farmers, is not 'organic' in the eyes of many consumers."

As a resource for consumers and wholesale buyers who wish to avoid organic products containing Chinese soybeans, The Cornucopia Institute developed a scorecard of organic soy food brands. The source of the soybeans is one of the main rating criteria used for the scorecard, with companies that exclusively source domestically-grown organic soybeans, from family-scale farms, rated more highly than those that rely on imported soybeans. The scorecard is available on the Cornucopia website.

"We identified the companies that have maintained positive relationships with domestic organic farmers and have thereby managed to maintain a steady and adequate supply of North American-grown organic soybeans. Staying true to the spirit of organics, these companies remained devoted to their farmers even when China offered organic soybeans at slightly lower prices," states Vallaeys. "Given the recent finding by the USDA, the companies that kept buying North American soybeans, even when Chinese supplies were cheaper, can be proud of the organic integrity of their products."

How's organic doing in a slow economy?

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This article from Food Navigator says the percentage of consumers buying organic is holding at 38-39 percent, despine reports that organic market growth rates have dropped to 6 percent or so.

 

Here's the article...

Organic consumer base 'holds steady', claims market researcher

By Caroline Scott-Thomas, 17-Jan-2011

 

The percentage of US consumers buying organic products has remained steady at 38-39 percent for three years running, according to research from TABS Group.

The market research organization conducted a survey of 1,000 people aged 18-75 in its online panel in early January 2011, replicating an earlier poll conducted in November 2008. Its results show the percentage of consumers buying organic products stood at 38.4 percent in 2008, 38.0 percent in 2009, and 38.6 percent in 2010, and claims that other research indicating a growing US organic sector could be incorrect.

"We still see many fallacious reports that the number of consumers purchasing organic products is growing; our research does not support that conclusion," said TABS Group president and founder Kurt Jetta.

A recent study from RNCOS, for example, found that the organic food industry grew by 5.1 percent in 2009, despite the struggling economy; and Organic Monitor has reported sales growth of just under five percent for the organic sector during the recession, following double-digit growth for several years previously.

This year's survey was the first time that TABS Group had included red meat and chicken, and it found that 6.4 percent of respondents reported buying organic red meat, while 13.4 percent said they bought organic chicken.

"When we see a consistent penetration over three years combined with the fact that adding more categories does not increase that penetration, we conclude that there is a well-entrenched consumer base for organics," Jetta said. "There is little hope of increasing that base any time soon. Any growth in organics from one outlet must, therefore, necessarily come at the expense of another channel."

 

Organic goes mainstream

The market research firm reported that there has been a shift away from purchasing organic products from natural foods retailers toward mainstream grocers, with natural foods retailers falling from being the preferred organic outlets by 26.8 percent in 2009 to 24.4 percent in January 2011, a nine percent drop. Meanwhile, traditional grocers saw an increase from 41.0 percent to 44.1 percent, the researcher found.

"If I were a natural foods store owner, I would expect that mainstream grocers will continue to expand organic offerings and support, and I would be quite concerned at this competitive threat," Jetta said. "Natural foods retailers - particularly the small independents - need to consider whether they are taking these consumers for granted. Organic foods consumers are the lifeblood of the natural foods channel."

In terms of organic categories, fresh fruit remains the most popular with 27 percent of consumers choosing organic, followed by fresh vegetables (26 percent), eggs (17 percent), milk (16 percent), chicken (13 percent), red meat (six percent), frozen vegetables (six percent), frozen fruit (four percent), and ice cream (four percent).

Fortune Article on Trader Joe's mentions slotting fees

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Note:  In the 18th paragraph, this August 2010 article says Trader Joe's does not charge slotting fees.

 

Inside the secret world of Trader Joe's

 

By Beth Kowitt, reporterAugust 23, 2010: 1:16 PM ET

 

FORTUNE -- Apple's retail stores aren't the only place where lines form these days. It's 7:30 on a July morning, and already a crowd has gathered for the opening of Trader Joe's newest outpost, in Manhattan's Chelsea neighborhood. The waiting shoppers chat about their favorite Trader Joe's foods, and a woman in line launches into a monologue comparing the retailer's West Coast and East Coast locations. Another customer suggests that the chain will be good for Chelsea, even though the area is already brimming with places to buy groceries, including Whole Foods and several upscale food boutiques.

 

But Trader Joe's is no ordinary grocery chain. It's an offbeat, fun discovery zone that elevates food shopping from a chore to a cultural experience. It stocks its shelves with a winning combination of low-cost, yuppie-friendly staples (cage-free eggs and organic blue agave sweetener) and exotic, affordable luxuries -- Belgian butter waffle cookies or Thai lime-and-chili cashews -- that you simply can't find anyplace else.

 

Employees dress in goofy trademark Hawaiian shirts, hand stickers out to your squirming kids, and cheerfully refund your money if you're unhappy with a purchase -- no questions asked. At the Chelsea store opening, workers greeted customers with high-fives and free cookies. Try getting that kind of love at the Piggly Wiggly.

 

It's little wonder that Trader Joe's is one of the hottest retailers in the U.S. It now boasts 344 stores in 25 states and Washington, D.C., and strip-mall operators and consumers alike aggressively lobby the chain, based in Monrovia, Calif., to come to their towns. A Trader Joe's brings with it good jobs, and its presence in your community is like an affirmation that you and your neighbors are worldly and smart.

 

The privately held company's sales last year were roughly $8 billion, the same size as Whole Foods' (WFMI, Fortune 500) and bigger than those of Bed Bath & Beyond, No. 314 on the Fortune 500 list. Unlike those massive shopping emporiums, Trader Joe's has a deliberately scaled-down strategy: It is opening just five more locations this year. The company selects relatively small stores with a carefully curated selection of items. (Typical grocery stores can carry 50,000 stock-keeping units, or SKUs; Trader Joe's sells about 4,000 SKUs, and about 80% of the stock bears the Trader Joe's brand.) The result: Its stores sell an estimated $1,750 in merchandise per square foot, more than double Whole Foods'. The company has no debt and funds all growth from its own coffers.

 

You'd think Trader Joe's would be eager to trumpet its success, but management is obsessively secretive. There are no signs with the company's name or logo at headquarters in Monrovia, about 25 miles east of downtown Los Angeles. Few customers realize the chain is owned by Germany's ultra-private Albrecht family, the people behind the Aldi Nord supermarket empire. (A different branch of the family controls Aldi Süd, parent of the U.S. Aldi grocery chain.) Famous in Germany for not talking to the press, the Albrechts have passed their tightlipped ways on to their U.S. business: Trader Joe's and its CEO, Dan Bane, declined repeated requests to speak to Fortune, and the company has never participated in a major story about its business operations.

 

Some of that may be because Trader Joe's business tactics are often very much at odds with its image as the funky shop around the corner that sources its wares from local farms and food artisans. Sometimes it does, but big, well-known companies also make many of Trader Joe's products. Those Trader Joe's pita chips? Made by Stacy's, a division of PepsiCo's (PEP, Fortune 500) Frito-Lay. On the East Coast much of its yogurt is supplied by Danone's Stonyfield Farm. And finicky foodies probably don't like to think about how Trader Joe's scale enables the chain to sell a pound of organic lemons for $2.

 

To get inside the mysterious world of Trader Joe's, Fortune spent two months speaking with former executives, competitors, industry analysts, and suppliers, most of whom asked not to be named. What emerged is a picture of a business at a crossroads: As the company expands into new markets and adds stores -- analysts say the grocer could easily triple its size in the coming years -- it must find a way to maintain its small-store vibe with customers. "They see themselves as a national chain of neighborhood specialty grocery stores," says Mark Mallinger, a Pepperdine University professor who has done research for the company. "It means you want to create an image of mom and pop as you grow." That's no easy task. Just ask Starbucks (SBUX, Fortune 500) CEO Howard Schultz, whose expansion has been a huge success but has come at the expense of credibility with some coffee aficionados. The alternative is to remain a small brand with unflagging devotees, like outdoor clothier Patagonia. If it can get the balance right, Trader Joe's may be one of the few retailers to marry cult appeal with scale. Just don't expect anyone from the company to talk about it.

 

Who's a fan of Trader Joe's? Young Hollywood types like Jessica Alba are regularly photographed brandishing Trader Joe's shopping bags -- but Supreme Court Justice Sonia Sotomayor reportedly is a fan too. "What's not to like?" says Costco (COST, Fortune 500) co-founder and CEO Jim Sinegal. "They're very good retailers, and we admire them a lot." Visit a Trader Joe's early in the day, and there are senior citizens on fixed incomes shopping for bargains; on weekends and evenings a well-heeled crowd takes over. Kevin Kelley, whose consulting firm Shook Kelley has researched Trader Joe's for its competitors, jokes that the typical shopper is the "Volvo-driving professor who could be CEO of a Fortune 100 company if he could get over his capitalist angst."

 

The rise of Trader Joe's reflects Americans' changing attitudes about food. While Trader Joe's is not a health food chain, it stocks a dizzying array of organics. It sells billions of dollars in food and beverages that years ago would have been considered gourmet but are now mainstays of the U.S. diet, such as craft beers and white-cheese popcorn. The genius of Trader Joe's is staying a step ahead of Americans' increasingly adventurous palates with interesting new items that shoppers will collectively buy in big volumes.

 

The retailer's foodie roots and quirky in-store culture date to the original Joe. Joe Coulombe (pronounced COO-lomb), now 80, opened the first Trader Joe's 43 years ago in Pasadena to serve a sophisticated -- but strapped -- consumer. He named the store Trader Joe's to evoke images of the South Seas. He stocked it with convenience-store items and good booze, and at one time his shop boasted the world's largest assortment of California wine. (Decades later Trader Joe's would again become famous for wine, specifically its $1.99 Charles Shaw label, better known as "Two-Buck Chuck.") Coulombe then added health food -- a seemingly odd combination that totally worked in 1970s California. By the late 1970s he was operating more than 20 locations.

 

The company's success did not go unnoticed. German grocery mogul Theo Albrecht, who died in July at age 88, coveted Trader Joe's -- not as part of a major U.S. expansion but as a smart financial investment. Even in the early days, Trader Joe's appeal was its narrow but zany selection and loyal customers, recalls Dieter Brandes, who did due diligence on the company for Albrecht. "It was fantastic. It was different," he says. In 1979, Coulombe sold his company to Albrecht. Coulombe tells Fortune he "can't remember" the selling price.

 

The Albrechts, who own Trader Joe's through a family trust, have generally stayed out of the business. They visit the U.S. operation about once a year, and word around the office spreads that "the Germans" are coming. Coulombe stayed on without a management contract for a decade; in 1987 he hired John Shields, a fraternity brother from his undergraduate days at Stanford, who was CEO until 2001. Under Shields' reign, Trader Joe's expanded outside California to Arizona in 1993 and to the Pacific Northwest in 1995. Although executives worried that Northeastern shoppers wouldn't "get" Trader Joe's, the company in 1996 leapfrogged the country and opened two stores in places crawling with college professors and other bargain-hunting elites: Brookline and Cambridge, both outside Boston.

 

Push your way into the bustling Trader Joe's in Manhattan's Union Square neighborhood, and it's hard to believe that executives ever worried that East Coasters wouldn't groove on the experience. Make no mistake: A typical family couldn't do all its shopping at the store. There's no baby food, toothpicks, or other necessities. But for this crowd of urbanites and college kids, Trader Joe's is nirvana.

 

A closer look at its selection of items underscores the brilliance of Coulombe's limited-selection, high-turnover model. Take peanut butter. Trader Joe's sells 10 varieties. That might sound like a lot, but most supermarkets sell about 40 SKUs. For simplicity's sake, say both a typical supermarket and a Trader Joe's sell 40 jars a week. Trader Joe's would sell an average of four of each type, while the supermarket might sell only one. With the greater turnover on a smaller number of items, Trader Joe's can buy large quantities and secure deep discounts. And it makes the whole business -- from stocking shelves to checking out customers -- much simpler.

 

Swapping selection for value turns out not to be much of a tradeoff. Customers may think they want variety, but in reality too many options can lead to shopping paralysis. "People are worried they'll regret the choice they made," says Barry Schwartz, a Swarthmore professor and author of The Paradox of Choice. "People don't want to feel they made a mistake." Studies have found that buyers enjoy purchases more if they know the pool of options isn't quite so large. Trader Joe's organic creamy unsalted peanut butter will be more satisfying if there are only nine other peanut butters a shopper might have purchased instead of 39. Having a wide selection may help get customers in the store, but it won't increase the chances they'll buy. (It also explains why so often people are on their cellphones at the supermarket asking their significant other which detergent to get.) "It takes them out of the purchasing process and puts them into a decision-making process," explains Stew Leonard Jr., CEO of grocer Stew Leonard's, which also subscribes to the "less is more" mantra.

 

Customers accept that Trader Joe's has only two kinds of pudding or one kind of polenta because they trust that those few items will be very good. "If they're going to get behind only one jar of Greek olives, then they're sure as heck going to make sure it's the most fabulous jar of Greek olives they can find for the price," explains one former employee. To ferret out those wow items, Trader Joe's has four top buyers, called product developers, do some serious globetrotting. A former senior executive told me that Trader Joe's biggest R&D expense is travel for those product-finding missions. Trade shows that feature the flavor of the moment "are for rookies," a former buyer said. Trader Joe's doesn't pick up on trends -- it sets them.

 

The other dozen or so buyers, or category leaders, spend more time in the office, fielding hundreds of cold calls a week from vendors tripping over themselves to make Trader Joe's a customer. Trader Joe's is a supplier's dream account: It pays on time and doesn't mess with extra charges for advertising, couponing, or slotting fees that traditional supermarkets charge suppliers to get their products onto the shelves. "It's all transparent -- no BS," says a former executive. In exchange, suppliers have to agree to operate under Trader Joe's cloak of secrecy. Fortune obtained a copy of a standard vendor agreement, which states, "Vendor shall not publicize its business relationship with TJ's in any manner."

 

Why the lockdown? Former executives say that Trader Joe's wants neither its shoppers nor its competitors to know who's making its products. And many suppliers aren't that keen on consumers knowing that they produce a lower-cost version for Trader Joe's either. Take Tasty Bite, which makes much of Trader Joe's Indian food. The Tasty Bite Punjab Eggplant ran $3.39 at a Whole Foods in Manhattan. The seemingly identical Punjab Eggplant that the Stamford, Conn., company makes for Trader Joe's is more than $1 cheaper.

 

Over the years Trader Joe's has improved the way it distributes Joe's-branded goodies to its stores. Management has sought to minimize the number of hands that touch a product; whenever possible, Trader Joe's purchases directly from the manufacturers, which then ship their wares straight to Trader Joe's distribution centers. A U.S.-made cheese, for example, is sent to distribution centers nationwide, where it's sometimes cut and wrapped, taking another cost out of the equation. At a traditional supermarket, that same cheese would probably go through a distributor first, tacking on another cost. Trucks leave the distribution centers daily for the stores. Trader Joe's small stores don't have much of a back room, so ordering from the distribution centers has to be precise.

 

This distribution process helps determine where the company opens its stores. Texas and Florida have cities that boast consumers Trader Joe's covets, but insiders say the current distribution infrastructure makes it difficult for the company to efficiently get products to those states. To pick their next locales, employees look at demographics such as education level. In the past they've even looked at who's subscribing to high-end food and cooking magazines as a way of divining where the epicures are.

 

On a Tuesday evening just before dinnertime, retail expert Burt P. Flickinger III joins the steady hum of foot traffic at the Trader Joe's in Larchmont, N.Y. Because Trader Joe's won't give Fortune any information on its stores, Flickinger, of consulting firm Strategic Resource Group, has agreed to walk through a few suburban locales and offer feedback. In Larchmont, Flickinger does a little bit of his own shopping. (It's what happens when you walk into a Trader Joe's -- you get sucked into buying stuff you didn't plan to.) An employee, noticing that he has his arms full, brings him a basket. At the register the perky cashier offers up that the mango sorbet Flickinger has selected is on her top 10 list of favorite Trader Joe's items.

 

You can't buy engagement from employees, but the pay at Trader Joe's helps. Store managers, "captains" in Trader Joe's parlance -- the nautical titles are a holdover from Coulombe (newly promoted captains are commanders; assistant store managers are first mates) -- can make in the low six figures, and full-time crew members can start in the $40,000 to $60,000 range. But on top of the pay, Trader Joe's annually contributes 15.4% of employees' gross income to tax-deferred retirement accounts.

 

All of that can lead to a better customer experience. A ringing bell instead of an intercom signals that more help is needed at the registers. Registers don't have conveyor belts or scales, and perishables are sold by unit instead of weight, speeding up checkout. Crew members aren't told the margins on products, so placement decisions are made based not on profits but on what's best for the shopper. Every employee works all aspects of the store, and if you ask where the roasted chestnuts are he'll walk you over instead of just saying "aisle five." Want to know what they taste like? He can probably tell you, and he might even open the bag on the spot for you to try.

Can Trader Joe's maintain that kind of charm as it expands? Former employees worry that the company is losing its entrepreneurial zeal and that CEO Dan Bane has made the place more corporate, adding more senior vice presidents, and creating new titles such as product developer. At headquarters Bane encourages employees to wear Hawaiian shirts and name tags. But putting systems in place isn't necessarily a bad thing. "You have to grow up at some point," says a former employee. "You have to start following rules. You have to start putting in checks and balances." The stakes are higher now that Trader Joe's has hundreds of stores. A buying error could cost the company millions.

 

Bane, 62, who has a background in accounting, graduated in 1969 from the University of Southern California, where he played baseball -- or, as he's said, "spent a lot of the time on the bench." During a talk at USC, Bane said that he's modeled his leadership style on his famed coach, Rod Dedeaux. Bane joined the company in 1998 as president of West Coast operations and became CEO only three years later.

 

A few former employees describe him as gruff, but he also has a softer side. In a video tribute to a sixth-grade teacher named Mrs. Bidwell, he talked about how she helped him adjust to life in El Dorado, Ark., after the Navy relocated Bane's father there from Southern California.

 

Some former employees say Trader Joe's has already lost its quirky cool. "In the early days we never tried to be the neighborhood store," says a former employee. They didn't have to: Trader Joe's was the neighborhood store. And yet walk into the Chelsea location on a busy weekday night and you'll see something you almost never see in Manhattan: strangers chatting with one another. Veteran customers tell newbies what products they absolutely have to try, and serious cooks share tips on how to spike sauces and semi-prepared foods to make them even tastier. If Trader Joe's can maintain that kind of mojo, it could end up the biggest neighborhood store ever. 

I missed this article two weeks ago.  Too bad because it's directly related to the principal paper we'll present in Denver in three weeks...

 

The New York Times, June 13, 2010, page B1
U.S. Drops Inspector of Food in China

Organic food from China, like tea and frozen broccoli, has increasingly found its way onto American store shelves, typically emblazoned with the green "U.S.D.A. organic" seal also found on food grown in this country.

The federal certification, the backbone of the organics industry, is aimed at assuring consumers that farmers and food manufacturers have passed tough, independent inspections -- even half a world away.

Now serious questions about certification in China have been raised by the United States Agriculture Department. The agency, which uses private groups to conduct most organic inspections worldwide, has banned a leading American inspector from operating in China because of a conflict of interest that strikes at the heart of the organics' guarantee. The federal agency also plans to send an audit team to China this year to broadly review the certification process.

Federal officials say the banned inspector, the Organic Crop Improvement Association, used employees of a Chinese government agency to inspect state-controlled farms and food processing facilities. The group, based in Nebraska and known by the initials O.C.I.A., has for years been one of the leading inspectors of Chinese organics for the United States market. Anticipating the department's action, the group shut most of its operations last year.

The ban, to be formally announced on Monday, is likely to propel consumer worries about organic food from a country that many associate with food safety scandals and lax regulation, involving things like contaminated milk and toys coated in lead paint.

Whole Foods Market, the nation's leading organic retailer, has used Chinese organics, including those from association-inspected producers, in many of its store brand products, including frozen vegetables, sunflower seeds, pine nuts and bottled teas.

But the number of those products has been shrinking, in part because of consumer worries about their credentials as organics. Two years ago, the company said, it sold about 30 private label items with organic ingredients from China; by the end of this year, it will stock only two: shelled and unshelled frozen edamame soybeans.

"Over the years, we've gotten a lot of critical feedback from customers on products that we source from China," said Errol Schweizer, Whole Foods' senior global grocery coordinator.

Whole Foods said it had conducted its own audits of its Chinese suppliers and had tested their products for contaminants and was confident that edamame soybeans remained of high quality and a good value. The retailer said it had also found some similar products from places besides China at better prices.

The United States imports $3 billion a year in farm products from China. Trade data does not single out organic farm products, which are believed to account for a small but growing portion of the total. The upward trend can be seen in the number of Chinese organic producers certified under Agriculture Department rules, which rose more than 200 percent, to 669 last year, from 216 in 2008. China is one of the biggest exporters of agricultural products to the United States.

The inspection process, known as certification, is meant to guarantee that an independent eye has scrutinized farming and food processing to make sure they meet federal rules ranging from a ban on most pesticides to requirements that organic and nonorganic foods be kept apart in processing plants.

But in an audit of O.C.I.A.'s operations in China, department investigators found at least 10 state-managed farms or factories that posed a potential conflict of interest, said Miles V. McEvoy, deputy administrator of the agency's National Organic Program.

He did not know how large the operations were or what they produced, and it was not clear if the auditors had visited those operations to see if violations of organic standards had been overlooked. "We're serious about enforcing the organic standards across the board, and we'll be doing more work in China and other countries to assure the integrity of organic products," Mr. McEvoy said.

Amanda Brewster, interim executive director of the association, declined to discuss its activities or the enforcement action.

But Jeff See, who was executive director of the O.C.I.A., said in an interview in March that the group began shutting its China operations late last year because of the regulatory pressure and financial difficulties. On May 28, the association signed a settlement agreement with the department, barring it from operating in China for at least a year.

O.C.I.A. is a nonprofit organization founded by American farmers in the 1980s. It remains one of the most active certifiers licensed by the department's organic program. Today, according to department data, it inspects more than 1,800 operations in 11 countries, mostly in the United States, Canada and Latin America.

That does not include the 223 operations that the association certified in China last year, a third of all department-approved producers there, according to department data.

In China, the O.C.I.A. joined forces with the Organic Food Development Corporation, an agency affiliated with the Chinese Ministry of Environmental Protection. The association kept a small staff -- one or three people in Nanjing -- while inspectors from the Chinese agency went out to farms and factories. Their findings were translated into English and sent to O.C.I.A. headquarters in Nebraska, where staff members reviewed the material and made the final decisions on certification.

The department objected to the arrangement after a 2007 audit, saying the partnership violated a rule barring certifiers from reviewing operations in which they held a commercial interest.

The department moved to revoke the association's accreditation and the group filed an appeal. The department's disciplinary process is conducted in secret, and negotiations often drag on. In O.C.I.A.'s case, it took nearly three years to resolve.

Mr. See, the former association director, said that if the group had cut its ties to the Chinese agency and kept working in China independently, it would have had to comply with a requirement that foreign companies maintain large reserves in a Chinese bank, money the group did not have.

(Since the interview, Mr. See has left the association. He said last week that a confidentiality agreement prevented him from further discussing his former employer's activities.)

Zhou Zejiang, a senior adviser to the American group's Chinese partner, said his agency was affiliated with the Chinese government but was largely independent. Even so, he said, the department's objections could have been resolved by requiring O.C.I.A. to use other inspectors in visits to farms or processors directly managed by the state.

Many producers that had been screened by the association were transferred to two certifiers based in Europe, Ecocert and the Institute for Marketecology.

Ding Wei, the director of the Institute for Marketecology's office in Nanjing, said it had no ties to the Chinese government but sometimes encountered interference from local government officials during inspection visits.

"Each time they accompany us visiting the farm, they will raise lots of questions and they will watch closely when you are writing your report and try to find loopholes," Mr. Ding said. But he added, "We are absolutely keeping our work independent."

EU fails to act on organic wine

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From BeverageDaily.com:  I though there was organic wine already in Europe, but it instead must have been "made with organic grapes."  --TJ

 

Failure to establish EU organic wine rules angers lobbyists

By Guy Montague-Jones, 21-Jun-2010

Organic lobbyists have expressed disappointment and concern over the failure of the Commission to agree on standards for the production of organic wine.

Last week, Dacian Cellos, EU commissioner for agriculture & rural development, withdrew proposals for new regulations on organic wine. Current rules only cover the grapes used in wine and the Commission planned to extend these to cover the process of wine making itself.

Despite several months of discussion, attempts to find a credible compromise failed as negotiators could not agree on a limit for sulphites. The International Federation of Organic Agriculture Movements (IFOAM) had proposed a limit that would be reduced at a later date.

Compromise debate

But this was not acceptable to the Commission which feared that such a two-step compromise would dilute organic standards. Cellos said: "I am not willing to compromise on organic standards because it sends the wrong signal to consumers on the importance we attach to quality policy."

Thomas Dosch, vice president of the organic lobby IFOAM, had a different interpretation. He argued that a two step reduction process "would have still guaranteed rules in line with organic principles."

The UK-based Soil Association backed the IFOAM position. Head of standards Chris Atkinson told BeverageDaily.com: "We know that IFOAM has tried to make constructive proposals and we are disappointed that the Commissioner does not appear to have been able to accept these."

Future agreement

Although the Commission said it hoped progress at an industry and research level would mean the proposals could be reconsidered later, Atkinson said it was disappointing that no indication was given as to how consensus could be reached.

"The passage of time alone is not likely to bring agreement any nearer and we are concerned that the Commission will not facilitate or assist any further attempts to gain agreement."

This leaves wine as something of an anomaly in terms of organic regulation as all other processed foods and drinks must comply with standards at all stages of their production. Atkinson said this situation could cause confusion among wine drinkers and undermine confidence in organic standards.

Poor Economy Slows Organic Growth

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Bloom is off organic grains:

Prices are down, but growers

optimistic

 

By PETER JOHNSON • Great Falls Business Writer

• March 14, 2010

 

It's a great time to be a consumer of organic foods,

but not the best time to be producing it, according

to Roy Benjamin, who grows organic grains and

legumes east of Shelby.

 

"The availability of retail organics is broader than

ever," he said. "We've got more shelf space in a

greater variety of groceries and more diversity in

products."

 

But the price of organic wheat, which reached an

abnormally high level of $20 or more a bushel from

mid-2007 to mid-2008, was down to $6 to $8 a

bushel by early this year, Benjamin said.

 

"Buyers aren't ordering much grain even at those

prices," he said.

 

An oversupply of organic grain because of strong

crops last year, coupled with reduced demand

during the recession caused a big drop in prices,

said Benjamin, a member of the state's Organic

Commodity Advisory Council.

 

"There are large surpluses of organic grain around

the state that farmers are holding on to, and

absolutely no demand for lower quality organic

grain," he said.

 

Organic producers, processors and grocers concur

that demand for organic food, while continuing to

grow, could fall below the double-digit annual

 growth rates of the last decade.

 

Industry analyst Mintel sounded an alarm last year,

saying: "The economy is starting to cast a shadow

over green living's glow."

 

Company research showed the number of Americans

who regularly buy organic, natural and "green"

products remained unchanged at 36 percent in

2008, after large increases in previous years.

 

"People's priorities have changed because of

economic hardship," said Mintel research analyst

Marcia Mogelonsky. "A substantial number of

shoppers are now struggling to provide the basics

for their families, so green living is no longer on

the top of the minds of many Americans."

 

Barbara Haumann, spokeswoman for the

Massachusetts-based Organic Trade Association,

sees the slowdown as temporary.

 

Organic food sales grew 18 to 20 percent a year

during the last decade, while overall food sales i

ncreased just 3 to 4 percent annually, she said.

 

 

Sales of organic food increased 15.8 percent in

2008, to $22.9 billion, even though the recession h

ad started and fuel prices soared, Haumann said.

 

"Surveys show consumers still buy organic

products, but many seek deals because of the

economic slump by buying lower-priced store

labels, using coupons and buying organic

ingredients for a home-cooked meal more often

instead of eating out," Haumann said.

 

Benjamin said the soft market impacted his farming

decisions. He still is planting organic wheat, barley

Advertisement  and peas, but edging toward more specialty grains

and other products that are more likely to sell.

 

He believes the agricultural press and government

agencies oversold the potential of organics to

producers, drawing more people into the field than

the temporarily flat demand can support.

 

However, he and his wife, Kaylee, still "enjoy the

lifestyle of organic farming and expect it to

rebound," he said.

 

Ole Norgaard, who grows organic grains and

legumes near Lewistown, also is optimistic.

 

Norgaard is board chairman of the Montana Organic

Association, which has 240 members who are

primarily producers, but it also includes

processors, grocers and consumers.

 

"For a number of years, until the last 12 months,

there was no way organic producers could keep up

with growth in demand," he said. "Then prices rose

extremely high for both conventional and organic

grain producers for a year and a half. Now demand

has flattened out, leaving prices lower."

 

"Grain yields last year in the Golden Triangle,

northeastern Montana and North Dakota were very

good, leaving a lot of grain in farmers' and

processors' bins," he said.

 

Norgaard is confident the organic farm market will

bounce back.

 

"I think the organic market will follow the cycle it

has in Europe, climbing consistently like a step

ladder, with occasional plateaus," he said.

 

Doug Crabtree, who manages the state Agriculture

Department's organic certification program, said

he's "confused at the apparent disconnect," between

continued consumer interest in organic foods and

the lower prevailing prices.

 

 

He and his wife, Anna, began operating an organic

farm north of Havre on weekends last year.

 

"Timing wasn't our strong suit," he said, noting that

the price for organically grown hard red spring

wheat ranged from $15 a bushel to $30 a bushel in

 2008 -- more than double the price for

conventionally grown wheat -- but has fallen to $8

to $10 a bushel now, if farmers can find a buyer.

 

The state Agriculture Department's marketing

department has surveyed the price difference

between organically and conventionally grown

wheat for about eight years.

 

The charts show organic spring and winter wheat

fetched a price nearly double that of conventional

wheat during much of that time span. The premium

price for organic wheat shot up to 2 1/2 to 3 times

as much as the price for conventional wheat during

the boom time in 2007 and 2008. Since then,

organic wheat prices have returned to a level of just

a few dollars above conventional wheat.

 

Nancy Matheson, a marketing specialist with the

state Agriculture Department, said the larger spike

in organic prices during the two-year bubble could

have been caused by a mild drought and lower

yielding organic crops.

 

"If a baker needs high-protein organic wheat, he's

willing to pay what he has to for it," she said.

 

But in the past year, strong production of organic

wheat has coincided with reduced demand,

Matheson said.

 

"A lot of people remain committed to buying

organic, but may be becoming more selective in

their choices as they try to stretch their budgets

further," she said.

Advertisement 

Montana Milling President Greg Thayer of Great

Falls agreed that the combination of a surplus of

organic grain held in mills and bakeries, and flat

sales of organic breads in grocery stores have made

it difficult for his organic farming suppliers.

 

"They're probably sitting on some grain in their

elevators," he said. "But I don't want to discourage

farmers from planting organic crops because this

soft market is a temporary blip in the growth of the

organic market."

 

Thayer and his father, Gene, have flour mills and

processing lines in Conrad, and recently have built

the first of several anticipated phases of a mill north

of Great Falls.

 

 

"We're bullish on specialized and organic grains in

Montana," Greg Thayer said. "We think the public

will keep asking for more food products grown

without pesticides and synthetic fertilizers."

 

A shortage of wheat globally in 2007 led to the big

increase in prices, but that was followed by two

enormous production years in 2008 and 2009,

about when the recession struck, he said.

 

"A lot of people will choose to spend an extra 30

percent for organic food, but wheat prices got too

high during the boom period," he said. "Then came

the recession, which ate into the discretionary

spending of a lot of families."

 

Thayer said prices for grain will increase as

bakeries and mills work through their surpluses. By

then, shoppers might have more to spend.

 

Andre Giles, owner and manger of Montana Flour &

Grains of Fort Benton, voiced a similar view.

 

With an effective nationwide unemployment rate of

15 percent, counting those who stopped looking for

work, "Americans are looking for ways to cut their

budget, including some going back to conventional

bread," he said.

 

"We're buying, but mostly just high-quality organic

wheat," Giles said. "Guys who have low-protein

organic wheat are struggling to find a home for it

right now."

 

Giles doesn't expect organic wheat prices to reach

$10 or more a bushel until fall or later, whenever

the economy picks up and the market for

conventional wheat rallies.

 

"Some of us millers are really committed to organics

and some consumers really like it," he said. "But the

marketplace won't reward hard work and extra effort

of organic farmers unless consumer demand keeps

growing."

Economy Slows Organic Growth

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Here's a long(ish) article (from the Great Falls Tribute - MT(!)) that says what a lot of other articles have been saying:  The poor economy has hurt market growth for organics.

 

Bloom is off organic grains:
Prices are down, but growers
optimistic

By PETER JOHNSON • Great Falls Business Writer
• March 14, 2010

It's a great time to be a consumer of organic foods, but not the best time to be producing it, according to Roy Benjamin, who grows organic grains and legumes east of Shelby. "The availability of retail organics is broader than ever," he said. "We've got more shelf space in a greater variety of groceries and more diversity in products." But the price of organic wheat, which reached an abnormally high level of $20 or more a bushel from mid-2007 to mid-2008, was down to $6 to $8 a bushel by early this year, Benjamin said.  "Buyers aren't ordering much grain even at those prices," he said.

An oversupply of organic grain because of strong crops last year, coupled with reduced demand during the recession caused a big drop in prices, said Benjamin, a member of the state's Organic Commodity Advisory Council.  "There are large surpluses of organic grain around the state that farmers are holding on to, and absolutely no demand for lower quality organic grain," he said.

Organic producers, processors and grocers concur that demand for organic food, while continuing to grow, could fall below the double-digit annual growth rates of the last decade.

Industry analyst Mintel sounded an alarm last year, saying: "The economy is starting to cast a shadow over green living's glow."

Company research showed the number of Americans who regularly buy organic, natural and "green" products remained unchanged at 36 percent in 2008, after large increases in previous years.

"People's priorities have changed because of economic hardship," said Mintel research analyst Marcia Mogelonsky. "A substantial number of shoppers are now struggling to provide the basics for their families, so green living is no longer on the top of the minds of many Americans."

Barbara Haumann, spokeswoman for the Massachusetts-based Organic Trade Association, sees the slowdown as temporary.  Organic food sales grew 18 to 20 percent a year during the last decade, while overall food sales increased just 3 to 4 percent annually, she said.

Sales of organic food increased 15.8 percent in 2008, to $22.9 billion, even though the recession had started and fuel prices soared, Haumann said. "Surveys show consumers still buy organic products, but many seek deals because of the economic slump by buying lower-priced store labels, using coupons and buying organic ingredients for a home-cooked meal more often instead of eating out," Haumann said.

Benjamin said the soft market impacted his farming decisions. He still is planting organic wheat, barley and peas, but edging toward more specialty grains and other products that are more likely to sell.  He believes the agricultural press and government agencies oversold the potential of organics to producers, drawing more people into the field than the temporarily flat demand can support.

However, he and his wife, Kaylee, still "enjoy the lifestyle of organic farming and expect it to rebound," he said.

Ole Norgaard, who grows organic grains and legumes near Lewistown, also is optimistic.  Norgaard is board chairman of the Montana Organic Association, which has 240 members who are primarily producers, but it also includes processors, grocers and consumers.  "For a number of years, until the last 12 months, there was no way organic producers could keep up with growth in demand," he said. "Then prices rose extremely high for both conventional and organic grain producers for a year and a half. Now demand has flattened out, leaving prices lower."  "Grain yields last year in the Golden Triangle, northeastern Montana and North Dakota were very good, leaving a lot of grain in farmers' and processors' bins," he said.

Norgaard is confident the organic farm market will bounce back.  "I think the organic market will follow the cycle it has in Europe, climbing consistently like a step ladder, with occasional plateaus," he said.

Doug Crabtree, who manages the state Agriculture Department's organic certification program, said he's "confused at the apparent disconnect," between continued consumer interest in organic foods and the lower prevailing prices. He and his wife, Anna, began operating an organic farm north of Havre on weekends last year. "Timing wasn't our strong suit," he said, noting that the price for organically grown hard red spring wheat ranged from $15 a bushel to $30 a bushel in 2008 -- more than double the price for conventionally grown wheat -- but has fallen to $8 to $10 a bushel now, if farmers can find a buyer.

The state Agriculture Department's marketing department has surveyed the price difference between organically and conventionally grown wheat for about eight years.  The charts show organic spring and winter wheat fetched a price nearly double that of conventional wheat during much of that time span. The premium price for organic wheat shot up to 2 1/2 to 3 times as much as the price for conventional wheat during the boom time in 2007 and 2008. Since then, organic wheat prices have returned to a level of just a few dollars above conventional wheat.

 

Nancy Matheson, a marketing specialist with the state Agriculture Department, said the larger spike in organic prices during the two-year bubble could have been caused by a mild drought and lower yielding organic crops.  "If a baker needs high-protein organic wheat, he's willing to pay what he has to for it," she said.  But in the past year, strong production of organic wheat has coincided with reduced demand, Matheson said.  "A lot of people remain committed to buying organic, but may be becoming more selective in their choices as they try to stretch their budgets further," she said.

 

Montana Milling President Greg Thayer of Great Falls agreed that the combination of a surplus of organic grain held in mills and bakeries, and flat sales of organic breads in grocery stores have made it difficult for his organic farming suppliers.  "They're probably sitting on some grain in their elevators," he said. "But I don't want to discourage farmers from planting organic crops because this soft market is a temporary blip in the growth of the organic market."  Thayer and his father, Gene, have flour mills and processing lines in Conrad, and recently have built the first of several anticipated phases of a mill north of Great Falls.