Direct marketing is a popular marketing practice among smaller producers in the United States. We conducted detailed case studies of three organic farming operations of different sizes and compared their marketing costs and profitability in alternative marketing channels. We classified marketing-related activities into three categories: packing and storage, transportation, and selling and administration. By measuring the costs for labor, purchased goods and services, and capital assets associated with these marketing activities, we determined that there are significant variations in marketing costs across marketing channels. For each of our three case-study farms, marketing costs per dollar of revenue were lowest in the wholesale channel and highest in the farmers' market channel. Significant labor costs for the selling activity and transportation expenses offset the higher prices and minimal packaging costs associated with farmers' markets. Profitability can also be significantly affected by marketing factors, such as packing and grading standards, and product that is used for sampling and consumer premiums. Our research demonstrates that the higher prices that producers earn from direct marketing rather than wholesaling are not pure profit; the price premiums are compensation for the costs they incur when direct marketing their produce. Direct marketing channels, such as farmers' markets and Community Supported Agriculture (CSAs), can enable smaller farmers to build financially viable operations, by gaining access to markets, growing their farming operations and reducing their marketing risk. However, to achieve this success, farmers must manage their marketing costs as well as their production costs.

Consumers are increasingly interested in the “values” associated with the food they eat and are often willing to pay more for food for which there is a “story” that links farm to fork. The “values” associated with these foods may be that they are locally produced, by small or mid-scale farms, or use production practices that enhance the environment. Wholesale channels that provide marketing options for small and mid-scale producers and support these values are referred to as “values-based supply chains” (VBSCs). Goals of VBSCs are to: (1) provide greater economic stability for producers and others along the supply chain; and (2) provide high quality, regional food to consumers. After a brief overview of VBSCs, we then describe three cases—a specialty food manufacturer, a natural food cooperative and a regional “food hub”—representing different entry points along the food supply chain. We analyze them regarding the common benefits of VBSCs: transparency, fair prices to farmers and ease of purchasing from small and mid-scale producers. We conclude with common themes that emerge for VBSCs of the future and what it will take to strengthen them within regional food systems.