Sustainable Seafood Distribution & Consultant

Fresh Blue Fish Sustainable Seafood Distribution & Consultant

Competitive Market Analysis: Jos Hill

SUS620: Macro & Ecological Economics April 2010

Fresh Blue Fish: Sustainable Seafood Distributor & consultant

Jos Hill 2

TABLE OF CONTENTS Introduction………………………………...………………………………………………………3

Fresh Blue Fish……………………………………………………………………………3

Definitions of key terms…………….……………………………………………………..3

Industry analysis…………………….……………………………………..………………………4

Industry structure…………………………….……………………………………………4

Industry trends: seafood supply……...……………………………………………………5

Industry trends: demand for seafood….………………………...…………………………5

Industry trends: restaurant preferences……………………………………………………6

Industry trends: sustainable seafood………………………………………………………6

Industry trends: sustainable seafood in the Bay Area…….…………………………….…8

Competition Analysis………………………………………………...………………………….…9

Rivals…………………………………………………………..…………….……………9

Market differentiation……………………………………………………………...…….10

Substitutes………………………………………………………………………….……11

Barriers to entry………………………………………………………………………….11

Threat of new entrants……………………………………………...……………………12

Customers and pricing………………………………………………..………………….12

Suppliers………………………………………………………………...…….…………13

Conclusion……………………………………………………………………………..…………13

Resources………………………………………………………………………………....………14

References……………………………………………………………………….….……14

Interviewees…………………………………………………………………..…………19


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INTRODUCTION Overfishing has become a serious issue placing both the future supply of seafood and the health

of our planet at risk (Pauly, 2009; Pauly et al, 2005; Mora et al., 2009). As our consumption of

fish has doubled in the past thirty years (Delgado et al., 2003) scientists estimate that populations

of large commercial fish, such as bluefin tuna and cod have been reduced by a staggering 90

percent (Pauly, 2009). The effects of overfishing on the seafood industry are starting to show as

fish become sparser and the cost of fishing rises (Pauly, 2009; Pauly et al, 2005). A study

conducted by the World Bank and the United Nations’ Food and Agriculture Organization

estimated the current economic opportunity loss of overfishing to total $50 billion annually (WB

and FAO, 2009). Reducing overharvesting now can enable fish stocks to recover and enable a

higher and sustained level of fishing potential and economic output in the future.

Fresh Blue Fish This paper assesses the market potential of “Fresh Blue Fish” (FBF): a sustainable and local

seafood distribution and consulting business serving the Bay Area, California.

FBF will generate the same kind of connection to local fishermen as the local farming market

movement has to local farmers and support the local community. Trust-based relationships will

be established with local fishers who will be encouraged to use sustainable fishing methods. FBF

customers are restaurants who want to serve sustainable seafood. The consultancy arm of the

business will assist restaurants in developing suitable marketing campaigns to establish a

sustainable seafood menu and educate diners about sustainable seafood.

Definitions of key terms

1. The Monterey Bay Aquarium sustainable seafood rating system (MBA, 2010):

• Best Choices: Seafood in this category is abundant, well managed and caught or farmed in

environmentally friendly ways.

• Good Alternatives: These items are an option, but there are concerns with how they are

caught or farmed-or with the health of their habitat due to other human impacts.

• Avoid: Take a pass on these items for now. They are caught or farmed in ways that harm

other marine life or the environment.

2. Local means seafood caught and delivered between Morro Bay and Point Arena.


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3. Ecologically sustainable seafood means seafood that is caught or farmed in ways that maintain or

increase production potential in the long term without jeopardizing the structure or function of

affected ecosystems (FishWise, 2010).

4. Ultra-fresh seafood means higher freshness than an average retailer providing fresh seafood.

5. High quality seafood means seafood that is caught using sustainable fishing methods such as

hook and line. Because of the way fish are killed, fishing methods that are kinder to the

environment also provide seafood that tastes better than do less sustainable methods, which can

cause fish to die in a state of stress.

INDUSTRY ANALYSIS

Industry structure

The basic structure of the industry includes the commercial fishers who sell to importers and

brokers. In turn the importers sell to local distributors who provide the seafood to the retail

industry such as grocery stores and restaurants (see figure 1a). Small-scale distributors who focus

on locally caught fish are slowly increasing in number in the US (personal communications:

Seafood Distributor, March 26; Seafood Restaurateur and Distributor, April 13 and Seafood

Sustainability Consultant, April 19, 2010) and often acquire seafood directly from the fishermen

with whom they have built a relationship (see figure 1b). Cutting out the brokers reduces costs,

however, the local system does not have the economies of scale that larger distributors enjoy.


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Figure 1a: Seafood industry structure. Figure 1b: FBF business structure.

From personal communications: Seafood Sustainability Consultant, April 19, 2010.

Industry trends: seafood supply

The seafood industry is typically very dynamic, fragmented and operates at an international level

(personal communications: Seafood Sustainability Consultant, April 19, 2010; Roheim and

Anderson, 1992). The US is the largest importer of fresh and chilled fish fillets with 28.86

percent of the global market (Parker, 2006). The US market is served by some 2500 importers /

brokers with the 50 largest making one third of the segment revenue (Hoovers, 2010a). According

to the 2002 Census, there are 289 fish and seafood distributors in California, which employ 3,820

people and generate $1,622,579 000 in sales annually. The sustainable seafood movement is only

a decade old (McGovern, 2005) so there are no figures on what portion of these sales are from a

certified sustainable source. However, from discussions with industry professionals it appears to

be only a tiny fraction because sustainable seafood is still an emerging market (personal

communication: Seafood Sustainability Consultant, April 5; Seafood Restaurateur and

Distributor, April 13, Seafood Sustainability Consultant, April 19 and Seafood Distributor, April

21, 2010).

Demand is driven by trends in seafood consumption. Small companies are able to compete

effectively by specializing in niche markets that include a focus on high quality service, local

markets and in providing ultra-fresh and high quality seafood (Hoovers, 2010a and b; personal

Fresh Blue

Fish

Local fishers

Local

Restaurants

Producers

(fishers))

Importers &

Brokers

Local

Distributors

Local Retail

(grocery stores,

restaurants etc)

Producers

(fishers))

Producers

(fishers))

Local

Distributors

Local Retail

(grocery stores,

restaurants etc)

Local Retail

(grocery stores,

restaurants etc)

Local Retail

(grocery stores,

restaurants etc)


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communications: Seafood Sustainability Consultant, April 19, Seafood Restaurateur, March 26

and Seafood Distributor, April 21, 2010; Wessells et al., 1999). FBF will specifically target this

niche market.

Industry trends: demand for seafood

The general public has become more concerned about the nutritional quality of their food over the

last three decades (NRC 2010). The US Department of Health and Human Services recommends

seafood as part of a healthy diet because it contains omega-3 fatty acids, which can contribute to

healthy hearts and proper development in children. Heavy industry subsidies have also reduced

the price of seafood (Jacquet and Pauly, 2007). In response to the healthcare campaign and

reduced price of seafood there has been a significant per capita increase in consumption over the

last few decades (figure 2) (NOAA, 2005; Jenkins et al., 2009; EPA, 2010).

The US currently imports 84 percent of its seafood, which is up from 63 percent only a decade

ago (NOAA, 2008). Scientists estimate that with population growth, global demand for fish is

likely to grow by approximately 35 million metric tons by 2030 (Mora et al., 2009). To give some

perspective, this increase is 43 percent of the maximum reported catch in the late 1980s (Pinstrup-

Andersen et al., 1997; Delgado et al., 2003).


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Figure 2: US fish consumption per capita (NOAA, 2005).

Industry trends: restaurant preferences

A study conducted prior to the beginning of the sustainable seafood movement demonstrated that

the consumer’s number one seafood quality preference was freshness (Wessells et al., 1999) and

according to industry workers this has not changed. Trust-based relationships are extremely

important in the seafood industry. Restaurateurs prefer to deal with distributors they can trust to

provide them with high quality and fresh seafood. Support of the local community and

sustainable fisheries are currently secondary preferences after service and quality (personal

communication: Seafood Restaurateur, March 26; Seafood Restaurateur, March 29; Seafood

Sustainability Consultant, April 5; Seafood Restaurateur and Distributor, April 13, Seafood

Sustainability Consultant, April 19 and Seafood Distributor, April 21, 2010).

Industry trends: sustainable seafood

The sustainable seafood movement began in the late 1990s (McGovern, 2005; Safina, 1998) with

the development of certification and ranking initiatives designed to assist customers and retailers

to select sustainable seafood products (Roheim, 2009). With the recent success of the film “The

End of the Line” in 2009, consumers around the globe are becoming more aware of the fishery

crisis and while demand for sustainable seafood is currently low, it is increasing. Forward-

thinking businesses will move into this market space (personal communication: Seafood


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Sustainability Consultant, April 5; Seafood Restaurateur and Distributor, April 13 and Seafood

Sustainability Consultant, April 19, 2010).

To meet demand for sustainable seafood, businesses are encouraged to use environmentally

sustainable products that are distinguished with an eco-label with the expectation of capturing a

specific market share of concerned consumers (Jacquet and Pauly, 2007). A local example of a

rating system is the Monterey Bay Aquarium’s Seafood Watch Program that ranks seafood into

three categories (MBA, 2010). Another example is the Marine Stewardship Council’s (MSC)

certification program, which requires fisheries to conduct stock assessments and ongoing

monitoring in order to acquire the MSC eco-label (MSC, 2010). While large grocery stores, such

as Walmart and Whole Foods, have pledged to supply MSC-certified seafood (Walmart, 2008;

Whole Foods, 2010), the restaurant sector has been slower to follow this trend (personal

communication: Seafood Sustainability Consultant, April 5 and Seafood Restaurateur and

Distributor, April 13, 2010).

Unfortunately, there is poor consensus among conservation groups as to what constitutes

sustainable seafood (Roheim, 2009), which makes identifying suitable products a challenging

issue for the seafood industry and consumers to navigate. The lack of agreement provides an

opportunity for businesses to advertise products that are less damaging to the environment than

average as sustainable. This means that businesses that aim to supply sustainable products need to

engage in careful marketing to differentiate their product (personal communication: Seafood

Sustainability Consultant, April 5; Seafood Restaurateur and Distributor, April 13 and Seafood

Sustainability Consultant, April 19, 2010). To make matters more complex, seafood retailers face

significant challenges in acquiring sustainable products because mislabeling is a common practice

in the industry (Kangun et al., 1991; Martinez-Ortiz, 2005; Jacquet and Pauly 2007; personal


Distributor, April 13, 2010). Unfortunately certification initiatives like MSC are not a panacea

because small fishing businesses cannot afford the certification cost. It is important to encourage

small operations because the trend for overfishing correlates with the growth of large fishing

corporations (Jacquet and Pauly, 2007).

One solution to these challenges is to encourage people to eat local seafood from fishers who they

trust are using the right methods. The “localvore”, “know your farmer” and “slow food” (Petrini

2003) trends have been increasing in the Bay Area as environmentally and nutritionally savvy

consumers demand high quality and sustainable food (Martin, 2007). However, to date this


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movement has largely focused on vegetables and meat (USDA, 2010). The Santa Barbara

Commercial Fishermen group recently launched a campaign “know your fisherman” to expand

this trend to include seafood (personal communication: Fishery Scientist, March 26, 2010) and

fishery scientists have advised conservation organizations to adopt a “slow fish” campaign to

emphasize the need to slow the rate of fishing (Chuenpagdee and Pauly, 2005).

Industry trends: sustainable seafood in the Bay Area

There are 50 seafood distributors within a 50-mile radius of central San Francisco. A small

number of these businesses have a number of products listed as sustainable on their inventory;

however, only two businesses are pursuing this market seriously. The reasons the sustainable

market is so low include low demand for sustainable products coupled with the lack of economic

incentives to make the switch. Sourcing sustainable products is time consuming and costly in part

because sustainable fisheries are more scarce but also because of the product labeling fraud in the

industry (personal communication: Seafood Sustainability Consultant, April 5 and Seafood

Restaurateur and Distributor, April 13 and Seafood Distributor, April 21, 2010). In general,

restaurateurs who want to supply properly sustainable seafood currently require the assistance of

a specialist consultant to help them secure sustainable products because distribution businesses

are currently not able to perform this service to the required standard (personal communication:

Seafood Sustainability Consultant, April 5; Seafood Sustainability Consultant, April 7 and

Seafood Restaurateur and Distributor, April 13, 2010).

Table 1 illustrates the Bay Area-based mission-driven businesses that specifically focus on

sustainable seafood and the services they provide. All these businesses except the Monterey Fish

Market have been founded in the past six years, however the latter only began to focus seriously

on sustainability issues since 2005 (personal communications: Seafood Distributor, April 21,

2010). This indicates a trend for this new market to grow.


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Table 1: Bay Area-based sustainable seafood businesses.

Business type Year founded

Monterey Fish

Market

Seafood broker & distributor 1979

(developed a sustainability

focus in 2005)

FishWise Consultancy to help retailers, distributors and

producers sell sustainable seafood (national)

2002

CleanFish Seafood broker & distributor 2004

FISH Sustainable seafood restaurant, local

distributor and sustainability consultant

2004

Tataki Sushi

Sustainable seafood restaurant and

sustainability consultant

2008

I Love Blue Sea Sustainable seafood retailer 2010

In conclusion, there is an emerging market for sustainable seafood (Bittman, 2010) and customer

demand is on the increase (personal communication: Seafood Sustainability Consultant, 5 April;

Seafood Sustainability Consultant, April 7, Seafood Restaurateur and Distributor, April 13 and

Seafood Distributor, April 21, 2010). However, restaurants need a distributor they trust because

transparency is a serious issue and there is fraud at every level of the supply chain (Bittman,

2010; personal communication: Seafood Sustainability Consultant, April 5, 2010). California is

fortunate to have some of the better-managed fisheries in the US (personal communication:

Fishery Manager, February 3; Seafood Sustainability Consultant, April 5; Seafood Restaurateur

and Distributor, April 13, 2010). This lack of trustworthy distributors coupled with the potential

for a sustainable supply of seafood in California presents an opportunity to establish FBF in the

Bay Area.

COMPETITION ANALYSIS

Rivals

Rivals are businesses who advertize sustainable seafood products and consultants who can advise

restaurants on which products are sustainable and labeled correctly. There are only two

businesses offering consultancy services in the Bay Area. The first is the proprietor of the FISH


Jos Hill 11

(2010) restaurant who runs a values-driven business) and the second is FishWise (2010) which

focuses on advising retailers, distributors and producers on a national scale. These businesses are

mission-driven and welcome new entrants into the industry to help increase the demand for

sustainable seafood products (personal communication: Seafood Sustainability Consultant, April

5 and Seafood Restaurateur and Distributor, April 13, 2010). There are also a number of non-

profits, which provide high-level advice on sustainable fisheries and marketing, such as the

Environmental Defense Fund (EDF, 2010) and the Monterey Bay Aquarium (MBA, 2010).

However, these organizations are not resourced to commit the time to help restaurateurs

consistently source suitable products.

Rival distributors are also small-scale businesses, which serve a niche market. Table 2 illustrates

the business attributes of identified rivals in the Bay Area. With 3946 restaurants within San

Francisco, the current market share taken by these two businesses is very low (SFCED, 2010). As

the sustainability movement grows, the demand for sustainable seafood from restaurants is likely

to increase significantly.

Table 2: Services provided by potential rival distributors in the Bay Area compared to FBF.

Personalized,

trust-based

relationship

Competitive

Pricing

Ultra-

fresh

Local Variety

of

product

available

Strictness

with

sustainability

Market share

(San Francisco

Restaurants

supplied)

Fresh

Blue Fish

YES YES YES YES LOW HIGH Potential to

serve 1-3+% as

demand grows

Monterey

Fish

Market

YES YES YES YES LOW MEDIUM 3.8%

FISH

Wholesale

YES NO YES YES LOW HIGH 0.38%

Market differentiation

The seafood distribution industry has some characteristics of perfect competition because there

are multiple small to medium-sized businesses largely conducting the same activity. However,


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there is a niche for monopolistic competition where businesses may focus on providing ultra-

fresh and high quality products or with a focus on sustainability. The tactic employed by

CleanFish, a national sustainable seafood importer and broker, includes providing marketing

material to restaurants to build customer demand from the bottom up. CleanFish provides

interested restaurants with a list of distributors who sell their sustainable products (personal

communications, Seafood Sustainability Consultant, April 19, 2010). FishWise works with

retailers, distributors and producers on a national scale to provide the technical knowledge and

assistance needed for businesses to make the transition to a sustainable seafood industry.

Forward thinking businesses will acknowledge the supply crisis and will ensure they carve out a

niche that enables their business to continue into the long term by supporting sustainable

fisheries. Because restaurateurs have indicated a strong preference for ultra-fresh seafood and

trust-based relationships with distributors; supporting the local fishing industry is a good option

to support the local economy and small-scale sustainable fisheries, avoid mislabeling by

purchasing directly from the fishers and provide ultra-fresh product to local markets.

Another growing advantage to sustainable seafood suppliers is the ability to acquire promotional

support from non-profit groups. Fish Choice (2010) runs a free database of sustainable seafood

that helps customers source these products and Monterey Bay Aquarium’s Seafood Watch

program (MBA, 2010) promotes business partners who support sustainable fisheries.

Substitutes

The main substitutes are distributors that do not supply sustainable seafood. Forces pushing

restaurateurs to purchase non-sustainable seafood may include price, convenience and selection.

Some of the most popular seafood choices include salmon and shrimp (Wessells et al., 1999); yet

shrimp is rarely sustainable and much of the salmon we eat is farmed which is, arguably, not a

sustainable choice as is often claimed (Jacquet and Pauly, 2007; Jenkins et al., 2009; Roheim,

2009). Restaurateurs often feel they will miss out on revenue and risk cash flow issues if they do

not supply these types of seafood and a further disincentive is the challenge to access a supply of

sustainable seafood products (personal communication: Seafood Sustainability Consultant, April

5 and Seafood Restaurateur and Distributor, April 13, 2010).

Barriers to entry

The industry is not capital-intensive so capital barriers to entry are small. The key to succeeding

in this niche market will include access to sustainable supply from local fishers and access to


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distribution channels. Building relationships with fishers to determine and secure supply is the

first essential step to market entry. The second step is to source local restaurateurs who want to

sell local products and who want to move towards supporting sustainable fisheries. Part of the

challenge will be increasing demand at the consumer level. Another challenge will be increasing

the source of sustainable seafood as the demand increases.

On entering this niche FBF will require a carefully defined description of what is accepted as

sustainable seafood. to. It will be important to ensure consistency in business communications

and be prepared to defend this position because of the lack of industry consensus on this topic.

Threat of new entrants

Demand for sustainable seafood is increasing. This trend has been pushed by recent media on the

subject, such as the film adaptation of Clover’s (2004) book “The End of the Line: How

overfishing is changing the world and what we eat”. At present, much of this demand is largely

being met by businesses that propagate questionable claims about the sustainability of their

seafood (Pauly, 2005; Roheim, 2009; personal communication: Seafood Sustainability

Consultant, April 5 and Seafood Restaurateur and Distributor, April 13, 2010). Those in the

sustainable industry welcome new entrants and are enthusiastic to see them succeed (personal


Distributor, April 13, 2010). In conclusion, there is the potential for a much larger market within

this niche. At this stage the potential growth in the industry presents less of a threat and more of

an opportunity that will support public awareness about sustainable seafood.

Customers and pricing

In a general sense, the demand for seafood in the US is elastic (Roheim and Anderson, 1992)

because there are many other sources of protein available. The price of seafood products has

decreased in recent years due to the industry being heavily subsidized (Jacket and Pauly, 2007;

WB and FAO, 2009). The ability to keep prices competitive is potentially important to be able to

compete with non-sustainable products, especially as the majority of restaurants currently do not

focus on sustainability. Many distributors commonly participate in price wars with each other to

win business (personal communication: Seafood Restaurateur and Distributor, April 13, 2010).

However, if the supply of sustainable seafood can be combined with ultra-freshness, and

therefore a superior product, there is significant potential for niche pricing above market-rates.

Careful marketing can be used to drive up demand (personal communication: Seafood

Sustainability Consultant, April 5 and Seafood Restaurateur and Distributor, April 13, 2010).


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A study of consumer preferences in 1999 revealed that taste was more important than whether the

species was sustainably sourced (Wessells et al., 1999). More recent studies by the Monterey Bay

Aquarium show that 76 percent of visitors to the aquarium changed their purchasing habits to

more sustainable options after they had received education on the subject. Consumers also

expressed frustration that restaurateurs could rarely tell them where their seafood came from or

the fishing methods that were used. This makes it difficult for customers to follow the Monterey

Bay Aquarium’s guidelines because they provide advice based on the species and catch-type

rather than link a restaurant’s supply to a specific source that is known to be sustainable

(Kemmerly and Macfarlane, 2008). Customers who care about the sustainability of their seafood

may be happy to pay a higher price to avoid the frustration they have experienced with the

ranking systems to date.

Suppliers

Supply of sustainable seafood is limited because we need to reduce fishing rates to let stock

recover. Target suppliers are small-scale local fishermen who use sustainable methods. The key

to ensuring a supply of ultra-fresh, sustainably caught product is to develop personal relationships

with these fishing businesses (personal communication: Seafood Restaurateur and Distributor,

April 13, 2010). Local fishers may be encouraged to stick to fully sustainable practices, if they

are paid a slightly higher than market rate for their product. FISH pays approximately one third

higher for seafood from local fishermen in return for an understanding that fishing methods will

be sustainable (personal communications, Seafood Restaurateur and Distributor, April 13, 2010).

CONCLUSION The sustainable seafood movement is in its infancy but is set to grow as overfishing takes its toll

and consumers become more aware. Businesses that fill this important niche early by forging

strong relationships with sustainable seafood suppliers, will likely survive into the long term. The

confusion created by the lack of industry agreement with regard to sustainability guidelines and

the labeling fraud within the industry make it challenging for seafood consumers to identify a

reliable source of sustainable product. Fortunately, restaurateurs value ultra-fresh seafood and

quality service from distributors. This situation creates a sound opportunity for Fresh Blue Fish

to forge strong relationships with suppliers to provide ultra-fresh, sustainably caught local

seafood to restaurants in the Bay Area; and to offer marketing and consultancy services that help

interested restaurateurs to differentiate their product.


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