Fresh-produce growers make decisions that can shape their businesses for decades. Establishing an orchard requires significant capital, while perennial crops may take several years to reach commercially viable production. Yet these long-term decisions are not always based on a clear understanding of what consumers will want when the fruit eventually reaches the market.
Tom Barnes, President and CEO of Category Partners, believes the fresh-produce industry needs to place the consumer much closer to the centre of its decision-making. “The more that we can understand the consumer and really start to think about them instead of what grows well and what gives us good yield, that’s where we’re really going to succeed in the future,” he says.
Source: Lucentlands Podcast Episode 146, hosted by Dewald Kirsten and Louise Brodie, featuring Tom Barnes, President and CEO of Category Partners. Recorded at the Hortgro Technical Symposium 2026 and published 11 August 2026.
Start with demand, not production
Growing performance will always matter. A cultivar must suit the production region, deliver acceptable yields and meet the technical requirements of growers and packers. However, these characteristics alone do not guarantee commercial success.
Barnes argues that the industry too often begins with what it can grow and only later asks how the resulting product will be sold. He describes this as “tail wagging the dog”. Instead, he believes the industry should begin by “going to the consumer, understand what the consumer’s looking for and then let’s start working on growing what they actually are wanting”.
This does not mean abandoning production expertise. It means combining horticultural knowledge with consumer research, retail data and market intelligence before committing to long-term production decisions. The question is no longer simply whether a cultivar performs well in the orchard. The industry must also ask whether consumers will recognise its value, enjoy eating it and choose to purchase it again.
A good product does not automatically create a market
The United States apple category illustrates the scale of the challenge. Consumers may be confronted with 14 or 15 cultivars in a single retail store, all competing for attention and shelf space.
In such a crowded category, having an attractive apple with good flavour and storage potential is not enough. A new cultivar must be supported by a clear market position, consistent quality, effective category management and consumer-focused promotion.
The rise of Cosmic Crisp® in the United States demonstrates what can be achieved when production, marketing and industry collaboration are aligned. Substantial investment helped build awareness and encouraged consumers to try the apple. As production volumes increased, however, the cultivar began moving from a highly differentiated premium product towards a more widely available staple.
This shift demonstrates the delicate relationship between supply and value. Higher volumes can improve availability and expand a product’s consumer base, but they can also place pressure on premium positioning and grower returns.
Cultivars and brands such as SugarBee® and Pink Lady® offer further examples of how differentiation, brand recognition and controlled availability can support demand. Their success shows that fresh produce can be marketed as more than a generic commodity—but only when the consumer clearly understands why the product is different.
Marketing must reach beyond the retail buyer
Fresh-produce businesses have traditionally focused much of their marketing effort on buyers and retailers. These relationships remain essential, but Barnes believes the industry must also communicate directly with the people who ultimately eat the product.
A retail listing may put a cultivar on the shelf, but it does not guarantee that consumers will choose it. Consumer awareness and demand can strengthen a product’s position within the category and give retailers a reason to continue stocking it.
This requires the industry to explain the product’s value in language that matters to consumers. Cultivar names, technical performance and production history may be important within the industry, but shoppers are more likely to respond to flavour, texture, convenience, health, consistency and the overall eating experience.
The first eating experience matters
Consumers are increasingly open to unfamiliar products, distinctive flavours and new eating experiences. Social media and online influencers are also introducing younger shoppers to fruit they may not previously have encountered.
However, trial is only the first step. A consumer who pays a premium for something new and receives a disappointing product may not buy it again. Fresh produce therefore has a limited opportunity to make the right impression. Flavour, texture, maturity, freshness and handling must all support the promise made by the brand or retailer.
This is particularly important for higher-priced or imported fruit. If logistical costs raise the retail price, the eating experience must justify that premium. Curiosity may generate the first purchase, but only quality and consistency can generate repeat demand.
Economic pressure is reshaping purchasing behaviour
Consumer preferences do not exist separately from economic conditions. When household budgets are under pressure, shoppers may become less willing to pay premiums for products such as organic produce, even if they still value the principles behind them.
Consumers often balance their baskets by purchasing affordable staples while occasionally spending more on a product that offers a distinctive or rewarding experience. This makes it even more important for premium fresh produce to offer a clear and noticeable difference.
Health remains another important driver. The continued growth of blueberries in the United States shows how strong consumer awareness of health benefits can support long-term category development. The product’s convenience and versatility reinforce that appeal.
Food waste is changing how people shop
Concern about food waste is also influencing purchasing behaviour. Barnes has observed a significant change in how consumers respond to throwing away fresh produce.
“When I was growing up, and when we had young children, we would throw produce away and it hurt, but it didn’t make us angry,” he explains. “But now they don’t want to throw anything away.”
This shift is contributing to demand for smaller pack sizes. Consumers are also visiting stores more frequently and buying less on each trip so that products can be used before they deteriorate.
For growers, packers and retailers, this creates a need to reconsider traditional packaging and volume strategies. Value is not always represented by a larger pack at a lower unit price. For some consumers, the better-value option is the pack they can finish without wasting food.
Collaboration can strengthen the entire category
Although fresh-produce industries operate within different countries, production regions and retail structures, Barnes sees considerable value in sharing knowledge. “You can see that the industry comes together and can really learn from each other,” he says.
Consumer understanding should form an important part of this collaboration. Data from growers, marketers, retailers and category specialists can provide a more complete view of how products perform—from the orchard through to the final purchase and eating experience.
When this information is shared effectively, the industry is better positioned to make informed planting decisions, manage supply, build sustainable categories and respond to changing consumer expectations.
Growing what people want to buy again
The future of fresh produce will not be determined by production performance alone. Successful products must connect what can be grown commercially with what consumers want to buy, eat and purchase again.
This requires a shift from a production-first approach towards a consumer-led model. Yield, appearance and storability remain essential, but they must be considered alongside flavour, consistency, convenience, affordability and market demand.
For Barnes, the path forward is clear: understand the consumer first, then use that knowledge to guide what the industry grows.
Key takeaways
- Consumer demand should inform long-term planting and production decisions.
- Strong orchard performance does not automatically guarantee commercial success.
- Branding, consistent quality and category management help cultivars earn and retain shelf space.
- The first eating experience strongly influences whether consumers purchase a product again.
- Economic pressure and concerns about food waste are reshaping fresh-produce purchasing behaviour.
- Collaboration and shared consumer insight can support better decisions across the fresh-produce value chain.
About Tom Barnes
Tom Barnes is the President and CEO of Category Partners, a United States-based business specialising in category management, consumer insights, data analysis and strategic support for the fresh-produce industry. He works across the supply chain to help growers, grower-shippers, marketers and retailers better understand market performance and consumer behaviour.
Sources and related links
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