your competitors for the consumer's food dollar needed to be 

 done if they were to prosper. I have substituted fish for your 

 unnamed competitors item. I believe you will agree that the 

 following comments by Dr. Brunk apply equally well to the 

 fish industry. 



"Today marketing offers at least as much opportunity for 

 profit as does production but you will never see that opportunity 

 or reap the reward it offers until you recognize marketing for 

 what it is. 



"First, what are the present sources of profit in fish packing? 

 They can come from but three places. They can come from 

 markup on commodity; they can come from any advantages 

 you can establish in production efficiency and they can come 

 from marketing services you render. 



"You are working on the first two and neglecting the latter. 

 The buying or catching of fish is a simple process. The selling 

 of a raw commodity is a simple process as is the packing of 

 fish. Few secrets and special skills are involved. The main 

 requirement is capital investment. That is why the profits 

 you earn on your efforts aproximate the going rates of interest 

 on low risk capital. In other words, the profits you earn are 

 payments for services performed. This will be true so long 

 as you concentrate your efforts on producing and selling a 

 commodity. This will remain true so long as you regard mar- 

 keting services merely as an instrument for selling the pieces of 

 fish. Only when you begin to regard fish as the vehicle for 

 selling services will you begin to reap the standing reward of 

 true profit which the market offers. Make no mistake about 

 it, you are in the business of discovering, producing and selling 

 marketing services. At least you should be in the business 

 of discovering, producing and selling marketing services for 

 herein lies much of your opportunity for profit. 



"An industry that has long regarded marketing as a cost 

 will find it difficult to accept such a proposition. Any produc- 

 tion-oriented business regards marketing as a cost ... as 

 nothing more than the cost of performing those services neces- 

 sary to meet competition and move product to the consumer. 

 That is the way you look at pricing. That is the way you look 

 at advertising. That is the way you look at packaging, at 

 merchandising, at salesmanship, at the whole array of market- 

 ing services. 



"Right here we have the key difference between a production 

 and a market-oriented industry. Marketing to a market- 

 oriented business is nothing more than a continuation of the 

 production process . . . a continuation of the process of adding 

 value to the product from which profits can be derived. In 

 a marketing-oriented industry every individual marketing 

 activity is a source of self-generating profit. 



"We must understand that there is a vast difference between 

 marketing costs and marketing services. Marketing services 

 add value to a product and thereby generate a source of profit. 

 This is not necessarily true of marketing cost. Every marketing 

 service has a profit and loss statement. Its income is the 

 value added to the product and its expenses are the cost of 

 performing the service. This is not true of marketing cost . . . 

 it has only expenses. In the fish and seafood business, there 

 are many so-called marketing services that you perform which 



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