S4ag Market

Market

A farmers market is a direct conversation between you and the person eating your food. No intermediary, no brand, no distributor taking margin. That means every decision — which market, how you display, what you charge, what you say — directly determines whether you cover costs and build a loyal following. This skill helps you get those decisions right, from choosing your first market to optimising a pitch you've been running for years.

How this skill works: Each sub-tool pauses at a Checkpoint to confirm the assumptions it is about to build on before producing output. A recommendation built on a wrong assumption wastes time and money — confirm the checkpoint before acting. Each sub-tool ends with Next steps — the skills worth running once you have acted on this one.

Expert Lineage

The thinkers whose frameworks underpin this skill — and what they specifically discovered that changes how you farm.

Jean-Martin Fortier — Market Gardener Economics Fortier built a $150,000+ annual revenue market garden on under two acres in Quebec, selling primarily through farmers markets and CSA. His specific finding: most small farms leave money on the table by under-tracking. Knowing your revenue per bed-metre, sellout rates by product, and cost of attendance turns a market from a gamble into a managed income stream. His tracking system is the quantitative backbone of this skill.

Eliot Coleman — Quality as Competitive Strategy Coleman's argument is that quality and variety — not price — are the only sustainable advantage a small farm has over supermarket chains. Customers at a farmers market are not looking for the cheapest tomato; they are looking for the one that tastes like a tomato. His insight: the farmer who can grow twelve varieties of lettuce at peak flavour has a product no supermarket can source. Grow for quality and variety; let the story do the rest.

WSDA Direct Marketing Handbook — Operations Research Washington State's handbook is the most comprehensive free reference for farmers market operational practice. Its specific contribution: systematic research on what drives purchase decisions at a market stall — height (tall displays outperform flat tables), signage (price visible in 2 seconds or you lose the sale), and first impression in the first three metres of approach. These findings come from observing real customer behaviour, not theory.

Elizabeth Henderson — CSA and Farmer-Customer Relationships Henderson's work on community-supported agriculture (particularly Sharing the Harvest) established that the relationship between farmer and eater is itself a product. Customers who know your name, your farm, and your growing practice are not just repeat buyers — they are advocates who recruit other customers. Building relationship at the market stall is a marketing strategy, not a nicety.

E.F. Schumacher — Small is Beautiful in Market Economics Schumacher's framework: a small producer's competitive advantage is not scale but character. The farmers market is the one retail setting where the absence of scale becomes an asset — traceability, authenticity, and face-to-face relationship are things industrial supply chains structurally cannot offer. The farmer who understands this stops competing on price (unwinnable) and competes on provenance (unbeatable).

Elaine Ingham — Soil Health as Story Ingham's soil food web framework is the backstory behind the best pitch at a farmers market. A farmer who can explain that their food was grown in biologically active soil — where bacteria, fungi, and earthworms do the fertility work — has a genuinely differentiated product. Flavour, shelf life, and nutritional density all correlate with soil biology health. At a market stall, soil health investment is not just ecology: it is your talking point.

Which tool fits

Routing Decision

• New to markets, not sure which one to attend → market-selection
• Already attending but stall feels flat or slow → display-and-presentation
• Losing money or not covering costs at market → pricing first, then performance-tracking
• Selling out too fast or bringing too much and taking it home → product-mix
• Customers walk past or conversations don't convert → customer-conversation
• Day feels chaotic — forgot things, ran out of change, late setup → market-day-operations
• Want to know whether market is worth continuing → performance-tracking

Market Selection

Evaluates and selects the right farmers market for your produce, location, and stage of business.

Not all farmers markets are equal. A poorly attended market in the wrong demographic costs you a full day of labour and produces nothing. A well-matched market with the right customer base becomes a reliable income anchor. Evaluate before committing.

Evaluation framework:

1. Footfall and customer profile Visit the market before applying. Count foot traffic at peak hour (usually the first two hours). Look at what customers are buying and at what price points. A high-footfall market with budget-conscious shoppers is not a good fit for premium heritage vegetables. A smaller market with affluent, food-aware customers may outperform a busy one.

Proxy indicators of customer quality:

• Are customers carrying bags, or just browsing?
• Are premium-priced stalls busy?
• Is there a food culture (coffee, bread, cheese) or just commodity produce?
• Are there already growers selling your category? Presence confirms demand; absence may mean untested opportunity or failed attempts.

2. Competition assessment Identify what your category already has:

• How many vegetable stalls? How diverse is their range?
• What are their prices?
• Is there a gap in variety (heritage, unusual crops, early season)?
• Is there a story gap — stalls with no differentiation from supermarket produce?

A market with four undifferentiated vegetable stalls is hard to enter. A market where you are the only grower offering unusual varieties or genuine organic practice is a better starting point.

3. Logistics and cost Calculate the full cost of attendance:

• Market pitch fee (weekly or annual)
• Travel: fuel and time at your realistic hourly rate
• Labour: setup, selling, and breakdown time
• Packaging, signage, equipment costs amortised over the season

Break-even revenue = (pitch fee + travel cost + labour cost) per market day. If you cannot realistically sell past this number, the market will not be profitable.

4. Access and infrastructure

• Vehicle access — can you unload close to the pitch?
• Power access (if you need refrigeration)
• Covered or uncovered? Weather significantly affects attendance at uncovered markets.
• Day and time — Saturday mornings attract the widest demographic; weekday lunch markets suit urban office workers.

Market type comparison:

Application process: Most established farmers markets have waiting lists and producer verification. Be prepared to:

• Demonstrate you are growing what you claim to sell
• Provide photos of your operation
• Confirm product categories (some markets limit duplicate categories)
• Attend a trial date before acceptance

Checkpoint — confirm before finalising:

• What is your primary product category, and does the target market have a gap there?
• What is your realistic break-even revenue for a market day (pitch fee + travel + labour)?
• Can you commit to regular attendance — most markets prioritise regulars over occasional sellers?

A market chosen without visiting first, or without calculating break-even, will waste weeks of market days before the economics become clear.

Output:

MARKET EVALUATION
Market name: [name]
Location: [location]
Day and time: [day/time]

FOOTFALL ASSESSMENT
Estimated peak hour footfall: [number]
Customer profile: [description]
Food culture indicators: [yes/no — coffee/artisan food/premium buyers]

COMPETITION IN YOUR CATEGORY
Existing stalls: [number and description]
Your differentiation: [what you offer that they don't]
Gap identified: [yes/no — describe]

COST OF ATTENDANCE
Pitch fee: [$/£ per week]
Travel: [$/£]
Labour (hours x rate): [$/£]
Total cost per market day: [$/£]
Break-even sales target: [$/£]

VERDICT
Recommended: [yes/no/trial]
Reason: [one to two sentences]
Next step: [apply / visit again / look elsewhere]

Next steps:

• Run display-and-presentation (within this skill) to prepare the stall before your first market.
• /s4ag-finance — calculate whether the market channel pencils out within your overall farm income plan.
• Run product-mix (within this skill) to determine what and how much to bring.

Display and Presentation

Designs a stall layout and display that stops foot traffic and converts browsers into buyers.

Customers decide whether to stop at a stall in three seconds, from three metres away. Display is not decoration — it is the primary sales mechanism. A poorly presented stall loses customers before they are close enough to read a label or hear a word.

The four principles of effective market display:

1. Height Flat tables read as background. A display with vertical elements — shelves, crates stacked on boxes, hanging signs — reads as a destination. The eye is drawn upward; elevated produce is seen from further away. Every stall should have at least one element that breaks the horizontal plane of the table surface.

Height strategies:

• Stack crates (wine crates, timber boxes) at different heights under produce
• Use tiered shelving
• Hang a banner or chalkboard sign above the stall
• Stand bunched greens in buckets at table height so they rise above the table surface

2. Signage Price must be visible in two seconds without asking. Customers who cannot see a price will not ask — they move on. Every product needs a price label. Every price label should be:

• Handwritten in chalk or marker (market aesthetic — avoids corporate appearance)
• Large enough to read from 1.5 metres
• Clear on unit (per bunch, per kilo, each)

Additional signage that sells:

• Farm name on a large banner (builds recognition over weeks and months)
• Variety names on unusual products (triggers curiosity — "what is a Hildora potato?")
• Brief growing notes ("grown without chemicals", "heritage variety") as a card, not a lecture

3. Colour and abundance A stall that looks almost empty signals unpopularity. A stall with overflowing abundance signals desirability. Replenish from boxes under the table as product sells — never let the table look depleted. Arrange produce so contrasting colours sit together (purple and orange, red and green). Green-on-green is visually flat.

Colour arrangement by season:

• Spring: bunched herbs (green), radishes (red/white), young beetroot (red/purple)
• Summer: courgettes (yellow/green), tomatoes (red/orange), beans (various)
• Autumn: squash, roots, brassicas — earthy tones benefit from one bright accent
• Winter: roots, kale, stored onions — add freshness with microgreens or stored garlic braids

4. Story The stall that converts browsers to loyal customers is the one where the farmer tells a story customers can retell. Small cards, a framed photo of the farm, a sentence on the chalkboard about how something was grown — these work not because customers read them all, but because the cumulative impression is "this person knows what they're doing and cares."

Layout principles:

• Place your best-looking, highest-margin product at the front-left (natural eye tracking direction)
• Group related products (salad leaves together, roots together)
• Keep pricing visible from approach angle, not just from directly in front
• Leave enough space between items that customers can reach without knocking things over
• Keep cash handling away from the display — a separate cash drawer, not a pile of change next to the produce

Soil health connection: If you are farming with biological practice — cover crops, compost, reduced chemistry — this is display content. A small laminated card that says "grown in compost-fed, no-spray soil" costs nothing and tells the story that supermarkets cannot tell. Customers who ask about this are pre-qualified high-value returners.

Checkpoint — confirm before finalising:

• Is this a first-time setup (starting from scratch) or improving an existing stall?
• What vehicle and table infrastructure do you currently have? Constraints shape the solution.
• What is your product range — bulk/commodity or diverse and specialist? Display strategy differs.

Recommending tiered shelving to someone with a small car and a folding table, or a minimal display to someone with 30 product lines, produces unusable advice.

Output:

STALL DISPLAY PLAN

INFRASTRUCTURE
Table dimensions: [m]
Additional height elements: [crates / shelving / hanging / none — specify]
Banner/signage: [yes/no — describe]

PRODUCT LAYOUT
Front-left (hero product): [product]
Left section: [products]
Centre: [products]
Right section: [products]
Height elements: [where and what]

SIGNAGE PLAN
Farm name display: [yes/no — method]
Price labels: [method and format]
Story cards: [yes/no — content summary]

COLOUR NOTES
[seasonal colour grouping recommendations]

REPLENISHMENT PLAN
Stock reserve under table: [yes/no]
Restocking trigger: [when table drops to X% — refill from reserve]

Next steps:

• Run customer-conversation (within this skill) — display gets them to stop; conversation makes them return.
• Run product-mix (within this skill) — the display plan depends on knowing what you are bringing.
• /s4ag-direct-marketing — if your display is strong and your market is working, expand to a farm shop or box scheme.

Pricing

Sets prices that cover costs, reflect value, and work in the farmers market context.

Most first-time market sellers underprice. The impulse is understandable — you want customers to choose you, and a low price feels like an invitation. But a price below your cost of production is not a market strategy; it is a subsidy to your customers funded by your own time and capital. Correct pricing is not aggressive — it is necessary.

Step 1: Calculate your floor price

Floor price = full cost of production + cost of attendance allocation.

Cost of production includes:

• Seeds, propagation, soil inputs (per crop)
• Labour hours at your target hourly rate
• Equipment depreciation per unit
• Packaging (bags, bands, boxes)

Cost of attendance allocation:

• Total market day cost (pitch + travel + labour) ÷ total units you expect to sell
• This is typically a small per-unit addition, but it must be included

Do not price below the floor. Below-floor pricing is loss-making regardless of how many units you sell.

Step 2: Survey the market

Walk the market before your first pitch (or at your first pitch, before setup). Record what comparable products sell for. This is your price range. You do not need to undercut — you need to understand whether your product is:

• Comparable: similar variety, similar presentation → price at or above the midpoint
• Differentiated: unusual variety, organic, better presentation, better story → price at the top of the range or above
• Below standard: wilted, inconsistent, common → price lower until your product quality improves

Step 3: Price psychology

• Round numbers are easier: £2, £3, £5 are better than £1.90, £2.75, £4.50. The exception is bunches and bags where a perceived bargain price (3 for £5) drives volume.
• Price per unit, not per weight, when possible. Customers at markets do not want to calculate; they want to choose.
• Multi-buy pricing drives volume: "2 bunches for £5" (vs £3 each) converts browsers who came for one item.
• Display highest-priced items prominently — the presence of an expensive item makes adjacent items feel reasonable.

Step 4: Adjust in real time

Read the market during the day:

• Selling out before midday: price too low, or bring more.
• Slow sales, taking most home: price may be high (check display and conversation first), or product/market mismatch.
• Strong sales until mid-morning then slow: display depletion — replenish.

Price reduction at end of market: Reduce prices in the last hour rather than taking produce home to compost. Half-price bags of mixed salad or "end of market" deals clear surplus without training customers to wait for discounts (only reduce at the very end — not before).

Margin by product type:

Soil health note: Produce grown on biologically active soil has genuine quality advantages — better flavour, longer shelf life, higher nutritional density. These are not marketing claims; they are documented differences. If you are farming with soil health in mind, your price premium is justified. State it plainly: "grown in compost-fed soil without sprays" on a card at your stall.

Checkpoint — confirm before finalising:

• Do you know your actual cost of production per unit for the products in question?
• What is the current market price range for comparable products at your target market?
• Are you selling commodity (price-sensitive) or differentiated (story-driven) product?

Pricing advice without knowing production cost produces a recommendation that may still be loss-making.

Output:

PRICING ANALYSIS

PRODUCT: [product name]
Unit: [per bunch / per bag / each / per kg]

COST CALCULATION
Production cost per unit: [$/£]
Market day cost allocation per unit: [$/£]
Total cost per unit (floor): [$/£]

MARKET RANGE
Low (surveyed): [$/£]
High (surveyed): [$/£]
Your differentiation: [description]

RECOMMENDED PRICE: [$/£ per unit]
Gross margin at this price: [%]
Multi-buy offer (if applicable): [X for $Y]

PRICE REVIEW TRIGGER
Review if: selling out before [time], or taking more than [%] home

Next steps:

• Run performance-tracking (within this skill) to measure whether pricing is working across the season.
• /s4ag-finance — build the market channel into a whole-farm gross margin analysis.
• Run product-mix (within this skill) to ensure your pricing strategy applies across the full range.

Product Mix

Decides what to take to market, in what quantities, and how to adjust across the season.

The wrong product mix costs you in two ways: surplus you take home (wasted production and cost) and sellout you did not anticipate (disappointed customers and lost revenue). Both are preventable with a simple tracking and planning system.

Step 1: What to take

Not everything you grow should go to market. Select products by:

• Shelf life and travel: fragile products (courgette flowers, soft herbs, tender salads) need same-day harvest and careful packing. Root vegetables and squash are more forgiving.
• Market fit: match product range to customer profile. Urban food-aware customers buy diverse, unusual varieties. Rural markets may favour more familiar produce.
• Margin: high-margin products deserve the best display space. Know your margin by product (→ pricing sub-tool).
• Differentiation: at least one to three products should be things customers cannot readily buy elsewhere — unusual varieties, rare crops, something in unusual condition (very fresh, very large, very colourful).

Lead products and supporting range:

• Lead products (1–3): your signature items; what customers come to your stall specifically for; high margin, high quality, distinctive.
• Volume products (3–6): reliable, high-selling staples that drive revenue. Salad leaves, carrots, onions.
• Conversation products (1–3): unusual varieties or items that trigger questions and story. A heritage squash, a purple carrot, a bunch of unusual herbs.

Step 2: How much to take

Use the 80% rule until you have data: bring enough to sell 80% of what you bring, with 20% surplus. Selling out completely feels satisfying but means you left revenue on the table and disappointed customers who arrived late.

Once you have three or more markets of data (→ performance-tracking), base quantities on actual sellout rates by product.

Quantity calculation without data:

Step 3: Seasonal adjustment

The market calendar requires active management. Product availability changes weekly; customer preferences shift with seasons.

Season-by-season guide:

Managing surplus:

• Never take home more than 20% without investigating why.
• First diagnosis: was it display, price, product quality, weather, or market attendance?
• Surplus perishables: pack as "mixed bag" deals at end of market.
• Surplus roots or storage crops: hold for next week if condition is good.

Managing shortfall:

• Selling out more than two weeks in a row: increase quantity or raise price.
• Note the time of sellout — early sellout is a different problem from afternoon sellout.

Checkpoint — confirm before finalising:

• Do you have market performance data (sellout rates by product) or is this a first/early market?
• What is your available harvest for the next market — what is ready and in good condition?
• What is your stall size and vehicle capacity — physical constraints on quantity?

Quantity advice without knowing production capacity and stall constraints will be unrealistic.

Output:

PRODUCT MIX PLAN — [Market date]

LEAD PRODUCTS (display priority, high margin)
1. [product]: [quantity] units at [price]
2. [product]: [quantity] units at [price]

VOLUME PRODUCTS (revenue staples)
1. [product]: [quantity] units at [price]
2. [product]: [quantity] units at [price]
3. [product]: [quantity] units at [price]

CONVERSATION PRODUCTS (story and interest)
1. [product]: [quantity] units at [price]

TOTAL ESTIMATED REVENUE (if sold at 80%): [$/£]
SURPLUS PLAN: [what to do with unsold product]

ADJUSTMENTS FROM LAST MARKET
[product that sold out]: increase quantity by [X]
[product taken home]: reduce quantity or remove

Next steps:

• Run performance-tracking (within this skill) after the market to record actual sellout rates.
• Run pricing (within this skill) if margins on any product are unclear.
• /s4ag-seasons — align your market product plan with a year-round growing calendar so you never arrive at market without anything to sell.

Customer Conversation

Builds the skills to turn a first-time browser into a regular customer through genuine, non-pushy conversation.

The farmers market stall is one of the few retail settings where the producer and the consumer are face to face. That is an extraordinary advantage — but only if the conversation is good. A farmer who can talk simply and honestly about how they farm has a tool that no supermarket, no brand, and no packaging can replicate.

The three goals of market conversation:

1. Remove hesitation — customers often hesitate at a stall because they want something but are not sure what or whether to ask. A simple open question removes the barrier.
2. Build confidence in the product — not through claims but through specific, genuine information about how it was grown or what it tastes like.
3. Create a reason to return — every positive interaction should leave the customer with a reason to come back next week.

Opening the conversation:

Do not open with "Can I help you?" (closed, easy to decline). Open with something that requires an engagement:

• "These came in this morning — the courgettes are at their best right now."
• "Have you had this variety before? It's a heritage tomato called [name] — tastes completely different from supermarket ones."
• "We're harvesting these to order this week — the first [product] of the season."

The goal is not a sales pitch. It is an invitation to conversation. Let the product do the work; your job is to remove the first awkward moment.

Talking about how you farm:

Customers at a farmers market are often trying to ask "is this better than what I can buy in a supermarket?" They may not know how to ask it. Make it easy:

Simple, honest answers to common implicit questions:

The soil health story — for those who want to know more:

A minority of customers at every market are genuinely interested in how food is grown. These are your highest-value customers — they will return every week and recruit others. For them, have a version of the soil story ready:

"Everything we grow starts with the soil. We put a lot of work into building the biology — compost, cover crops, letting the soil rest. The result is that the plants grow without needing chemical inputs, and the food tastes better because it's actually nutritious."

This is not a lecture — it is a two-sentence version that invites a follow-up question if they want more. If they do not, you have still conveyed genuine practice.

Building return customers:

The goal of every positive market conversation is a customer who returns next week. Techniques that work:

• Remember what they bought last week and mention it: "How were the tomatoes?" builds relationship rapidly.
• Tell them what is coming: "We'll have the first winter squash in two weeks" gives them a reason to come back.
• Name things for the customer: telling someone that a product is "Painted Mountain corn, a heritage variety from Montana" makes it memorable.
• Never oversell: if something is past its best, say so and suggest something else. Trust built this way is worth more than one sale.

Handling difficult questions:

• "Are you actually the farmer?" — Yes, always be specific about what you grow.
• "Do you spray?" — Be precise and honest. "We use [nothing / only certified organic sprays / minimal conventional sprays with [x] days preharvest interval]." Do not claim organic if uncertified.
• "Why is this expensive?" — Explain cost of production once, clearly, without defensiveness. If the customer pushes back, let them go; arguing about price alienates the customers around you.

Checkpoint — confirm before finalising:

• Is this advice for a first market or an established stall with returning customers?
• What is your growing practice — organic certified, uncertified sustainable, or conventional? The conversation needs to be accurate.
• Do you have a story about the farm (location, history, approach) that you are comfortable telling?

Customer conversation advice must match actual practice — recommending "natural farming" language to a conventional grower causes credibility problems.

Output:

CUSTOMER CONVERSATION GUIDE — [Farm name]

OPENING LINES (choose 1-2 that suit your style)
1. [opener — product-specific]
2. [opener — seasonal]
3. [opener — question-based]

YOUR FARM STORY (2 sentences)
[Concise, honest description of how you farm]

SOIL HEALTH SENTENCE (for interested customers)
[One to two sentences on biological farming practice, accurate to your system]

COMMON QUESTIONS AND ANSWERS
"Is this organic?" → [your accurate answer]
"Is it fresh?" → [your answer]
"What do I do with [unusual product]?" → [simple preparation tip]

RETURN CUSTOMER HOOK FOR THIS WEEK
"Next week we will have [product] — [one-sentence reason to return]"

Next steps:

• Run display-and-presentation (within this skill) — strong conversation needs a display worthy of stopping at.
• /s4ag-direct-marketing — customers who connect with your farm story are ready for a CSA or box scheme.
• /s4ag-certification — if customers keep asking about organic, evaluate whether certification is worth pursuing.

Market Day Operations

Covers the practical logistics of running a smooth, low-stress market day.

A well-prepared market day starts the night before. Chaotic setup, forgotten equipment, running out of change, slow pack-down — these are not bad luck; they are planning failures. A reliable checklist and a practiced routine turn market day from stressful to manageable.

Market day timeline:

Night before:

• Harvest (or confirm harvest is done) — most produce should be harvested the day before to allow cooling overnight
• Pack the van/trailer: produce, display equipment, cash float, packaging, signage
• Prepare cash float: a mix of small denominations covering expected transactions (£1 and £2 coins, £5 notes minimum)
• Check: weather forecast, market start time, parking/loading bay access

Morning of:

• Final harvest of same-day products (cut herbs, salad leaves if needed) — do this last and transport cold
• Load and depart with buffer time — never rush setup
• Setup target: display complete and stall ready to sell 15 minutes before market open

Setup sequence:

1. Establish table positions and cover (tablecloth or fabric)
2. Build height elements (crates, shelving)
3. Place produce — lead products first, then fill in
4. Add signage and price labels (every product, visible)
5. Position cash box (out of customer reach)
6. Final visual check from approach distance (3 metres) — does it stop you?

During market:

• Stay present at the front of your stall — retreating behind tables signals disengagement
• Replenish from reserve stock as table space opens up — never let it look sparse
• Track sellouts in real time (simple notebook or phone note: product, time it sold out)
• Record any customer requests for products you didn't have — this is product development data
• Handle cash carefully: count back change, keep float separate from revenue

Weather preparation:

End of market:

• Begin mark-down deals in the final 30–45 minutes (not earlier — reduces perceived value)
• Pack down efficiently: produce first (refrigerate on return), then display equipment
• Record total revenue before leaving or immediately on return
• Note what sold out (time) and what was taken home (quantity)

Packing checklist (customise to your operation):

Essential every market:

• Produce (all products on the plan)
• Tables and table covering
• Height elements (crates, shelving)
• Signs: farm name banner, price labels
• Cash float (count before packing)
• Bags/packaging for customers
• Paper and pen / phone for tracking
• Produce labels for unusual items
• Market pass/licence/badge if required

Seasonal additions:

• Cold packs (summer)
• Plastic covers (rain)
• Weights for signs (wind)

Checkpoint — confirm before finalising:

• Is this for a first market (complete setup from scratch) or an established routine (refining)?
• What vehicle are you using — size and configuration affects packing order and what you can bring?
• What are the specific market rules — setup time, teardown time, what is and is not permitted?

Logistics advice without knowing vehicle, market rules, and product range produces a template that does not fit the situation.

Output:

MARKET DAY CHECKLIST — [Market name] — [Date]

NIGHT BEFORE
[ ] Harvest complete and produce cooled
[ ] Van/trailer packed: [list items]
[ ] Cash float prepared: [amount and denomination split]
[ ] Weather check: [forecast and prep needed]

MORNING OF
[ ] Same-day harvest: [products]
[ ] Depart by: [time]
[ ] Arrive by: [time]
[ ] Stall ready by: [time — 15 min before open]

SETUP ORDER
1. [step]
2. [step]
3. [step]
4. [step]
5. Final display check from 3m

DURING MARKET
[ ] Replenish display when any section drops below half
[ ] Track sellouts: [method]
[ ] Mark-down at: [X mins before close]

PACK-DOWN
[ ] Record revenue before leaving
[ ] Note sellouts and surplus
[ ] Refrigerate perishables on return

Next steps:

• Run performance-tracking (within this skill) immediately after each market using the data collected.
• Run product-mix (within this skill) for the following week based on what happened today.
• /s4ag-seasons — build the market calendar into the year-round farm operations plan.

Performance Tracking

Measures what is working at market and uses data to improve product selection, quantity, and timing.

Most market farmers know in general which markets are good and which products sell. Very few know it precisely enough to make systematic improvements. A simple tracking system — maintained for one full season — transforms market management from intuition to evidence.

What to track at every market:

Minimum viable data (one line per product per market):

Derived metrics (calculate weekly or monthly):

• Sellout rate = units sold ÷ units brought. Target 75–90%. Above 90% consistently = bring more or raise price. Below 60% consistently = reduce quantity, change product, or review pricing.
• Revenue per market = total across all products. Track week on week and year on year.
• Revenue per product = which products are generating the most revenue? Double down on these.
• Cost of attendance ratio = total market day cost ÷ total revenue. This should be below 35% to be worth attending. Above 50% and the market is eroding your margins.

Seasonal review (end of each season):

Run through the whole season's data and identify:

1. Top five products by total revenue
2. Products with consistent surplus (reduce or remove)
3. Products with consistent early sellout (increase quantity or price)
4. Markets ranked by net revenue (total revenue minus cost of attendance)
5. Months with strong/weak performance and why

Using tracking data to improve product mix:

The data answers questions you cannot answer by memory:

• "Does the heritage tomato actually sell better than the ordinary one?" → compare revenue per unit
• "Is the Thursday market worth it?" → compare net revenue (revenue minus cost) vs. Saturday
• "Should I bring more courgettes or more beans in August?" → sellout rates tell you

Simple tracking format (spreadsheet or paper):

DATE | MARKET | PRODUCT | BROUGHT | SOLD | PRICE | REVENUE | SURPLUS | NOTES
[date] | [name] | [product] | [n] | [n] | [£] | [£] | [n] | [weather/other]

One row per product per market. Review weekly. Aggregate monthly.

When tracking reveals a problem:

• Revenue below break-even for three consecutive markets: reassess market selection, not just product mix. The market itself may not be viable.
• One product consistently going home: drop it from the range or change display position and pricing before removing.
• Revenue flat or declining across a season: review display, conversation, and pricing before assuming the market is the problem.

Checkpoint — confirm before finalising:

• Are you tracking any data at all currently, or starting from nothing?
• Are you attending one market or multiple — tracking is more powerful when comparing markets?
• What time period are you reviewing — one market, one month, or a full season?

A performance review of one market day produces limited signal. Three or more comparable data points reveal patterns.

Output:

MARKET PERFORMANCE SUMMARY — [Period]

MARKETS ATTENDED: [number]
TOTAL REVENUE: [$/£]
TOTAL COST OF ATTENDANCE: [$/£]
NET RETURN: [$/£]
COST OF ATTENDANCE RATIO: [%]

TOP 3 PRODUCTS BY REVENUE
1. [product]: [total revenue] — sellout rate [%]
2. [product]: [total revenue] — sellout rate [%]
3. [product]: [total revenue] — sellout rate [%]

UNDERPERFORMING PRODUCTS
[product]: [sellout rate %] — action: [reduce quantity / remove / reprice / reposition]

MARKET COMPARISON (if multiple markets)
[market 1]: net return [$/£] — verdict [continue/review/exit]
[market 2]: net return [$/£] — verdict [continue/review/exit]

CHANGES FOR NEXT PERIOD
1. [specific change — product, quantity, or pricing]
2. [specific change]
3. [specific change]

Next steps:

• /s4ag-finance — integrate market performance data into a whole-farm gross margin analysis.
• Run pricing (within this skill) if tracking reveals consistently poor margins on specific products.
• /s4ag-direct-marketing — if market performance is strong, a CSA or farm shop extends that customer relationship beyond the weekly pitch.