By Steven Schalla, Stewart-Peterson
“Marketing is more about the strategic decisions you execute, and less about what you know.”
If you’ve been keeping score at home, you’ll recall this line from one of my previous columns about becoming a strategic marketer. This is our simple golden rule of strategic marketing.
If you look closely at this statement, you’ll notice that there are two key points: What you need more of and what you need less of to be an effective marketer. The right combination can make your decision-making process more objective and less emotional. That’s where most dairy producers want to be when it comes to marketing. The constant stress of decision-making amid uncertainties is not fun.
So, let’s first address what you need less of. Within our decision-making process, market analysis makes up about 25% of any final decision. The ability to understand markets does play a role. Unfortunately, many commodity marketers put an undue amount of emphasis in acquiring information about the markets. Most of their time is spent in pursuit of this knowledge with the intent to outguess the market, and that leaves less time for the important strategizing.
To be clear, knowledge does matter, but the pursuit of new information must be properly focused. Knowledge is valuable when it comes to how marketing tools work—deciding which tool to use when. For example, if our analysis suggests that there is more risk for lower prices, a forward contract with the milk plant might be our tool of choice. On the other hand, if our analysis suggests that there is potential for higher prices, a put option might be the solution.
Knowledge about marketing tools gives you more flexibility. The more knowledge you have of the tools in your toolbox and how they work, the better likelihood that you’ll quickly and efficiently get the job done. So, knowledge is important, as long as your time is spent acquiring the most useful kind.
The second component of our golden rule, the strategic part, is what a marketer needs more of, because it accounts for about 75% of our decision-making. We call it Market Scenario Planningsm and it sets the stage for the decision-making process.
Market Scenario Planning is the process of analyzing all the potential market and price scenarios and determining in advance what decisions you’ll execute should those scenarios present themselves. With scenario planning, we are able to compare different potential price outcomes when various marketing strategies are applied. Our goal is to answer two questions:
- What are the potential results of each specific decision?
- How well does each decision support our goal to achieve your highest possible weighted average price?
Here’s a quick example to give this concept some context. Please keep in mind that these are sample strategies for educational purposes. They are oversimplified and not recommendations.
An example of Market Scenario Planning
Let’s say today’s milk futures price is about $15/cwt. Using the Market Scenario Planning process, what are the different effects of these possible decisions?
- Forward selling 50% of your total production at $15.00/cwt. (either though your milk plant or using the CME).
- Purchasing $14 put options at a premium cost of 50¢/cwt. to gain downside coverage on 50% of your total production.
Remember, we can’t always accurately predict what the market will do. So, in this example, I’ve indicated three possible price scenarios and the final weighted average price for each price level. I used potential price moves to $12/cwt., $15/cwt., and $18/cwt. So, if today’s futures price is about $15/cwt., what happens with these two strategies if milk falls $3, stays about the
same, or rallies $3? The numbers in the table below make our decision-making more clear.
|NOTE: These are sample simplified strategies for educational purposes and not recommendations.
As you can see, the weighted average prices vary considerably and result in significant financial implications. If the final price for this time frame is $12, your weighted average price is much better with the forward contract. However if prices make a move to $18, you are closer to achieving the optimal final price with the Put Options strategy.
Either of these sample strategies could be the “best” way to go when you factor in other considerations. First, the current milk fundamental and technical indicators, and whether they suggest higher or lower prices, will impact which strategy decision we choose.
In addition, an individual’s risk tolerance also must be considered. This could include the farm’s debt situation, comfort with margin calls for a hedging account, or making sure others in the operation are comfortable with potential results.
Using Market Scenario Planning allows us to evaluate how a specific strategy will perform based on potential final prices. We then can compare different strategies at potential prices to help us find the “best” route to take.
Running this analysis allows us to make objective, unemotional decisions with confidence because we’ve prepared for whatever the market may do. We can be much less concerned with what the market might do (and spend less time trying to figure it out).
Instead, we spend time strategizing what we will execute in any given situation, and we know what the results will be with each applied strategy. Planning ahead for every possible scenario is what strategic marketing is all about, and it’s actually much more fun than trying to guess what uncertain markets will do.
Steven Schalla is a Market Advisor for Stewart-Peterson, Inc. He can be reached at (800) 334-9779 or firstname.lastname@example.org.
The data contained herein is believed to be drawn from reliable sources but cannot be guaranteed. Neither the information presented, nor any opinions expressed constitute a solicitation of the purchase or sale of any commodity. Those individuals acting on this information are responsible for their own actions. Commodity trading may not be suitable for all recipients of this report. Futures trading involves risk of loss and should be carefully considered before investing. Past performance may not be indicative of future results. Any reproduction, republication or other use of the information and thoughts expressed herein, without the express written permission of Stewart-Peterson Inc., is strictly prohibited. Copyright 2010 Stewart-Peterson Inc. All rights reserved.