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

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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Producers Producers Producers
(fishers)) (fishers)) (fishers))
Local fishers

Importers &
Brokers

Fresh Blue
Fish

Local Local
Distributors Distributors

Local
Local Retail Local Retail Local Retail Local Retail Restaurants
(grocery stores, (grocery stores, (grocery stores, (grocery stores,
restaurants etc) restaurants etc) restaurants etc) restaurants etc)

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

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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 Seafood broker & distributor 1979
Market (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 2008
sustainability consultant
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

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(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, Competitive Ultra- Local Variety Strictness Market share
trust-based Pricing fresh of with (San Francisco
relationship product sustainability Restaurants
available supplied)
Fresh YES YES YES YES LOW HIGH Potential to
Blue Fish serve 1-3+% as
demand grows
Monterey YES YES YES YES LOW MEDIUM 3.8%
Fish
Market
FISH YES NO YES YES LOW HIGH 0.38%
Wholesale

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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