Organisations come into being as an expression of a perceived need by people who determine that their pooled efforts can more effectively acheive a goal than their individual efforts.
Each organisation does however, have a core purpose that is not necessarily related to the core purpose of another organisation. They can work together at times but at other times, by definition, must pursue their own core purpose.
Jacobus has given examples of that principle in operation, and he is right in using the OPEC and supermarket illustrations to show that the idea of all (or the majority) of rural related bodies combining to promote British 'farm' products is not practical.
He is also right in saying that TV is broadly sympathetic to British Agriculture and farmers, and that it is farmers themselves who appear to think that 'the world is out to get them'.
Many of us on this forum believe we have a government ignorant of rural matters and spiteful towards rural folk, but we had best not assume that everyone is out to villify and traduce us. (Even if some are) Better to develop contacts with those sympathetic towards us and let our natural charm and the logic of our arguments work within them. In that way they do our work by recruiting others to our cause. Jeff Rooker is probably an example of someone who did as much for agriculture as could be done within the antipathetic hot house of the labour party at the time.
As to connecting with the customer. I think we would all agree that the best contact with the customer is Face to Face. However, modern distribution and retail systems mean that that is not possible for most farmers. As a consequence their product is classed as a commodity and, as has been said before, commodities are bought on price.
For farmers to maximise their share of the supply chain, they must produce the product and then add value in one or more forms. However, to add value invariable requires capital. Capital has costs which demand a return and so capital, in the form of machines, need to produce volume. Farmers must therefore, raise that capital themselve or consider at what stage in the supply chain a form of Co-operative can add value to their product. In my view this is the only way (short of world-wide food shortages) whereby producers are going to get more out of the supply chain than they currently do.
Marketing schemes, logos, membership of QA bodies do not address the central problem for farmers which is, "How can I get an increased share of the money swishing around in the supply chain?"
To emphasise the point and to use the example of OPEC once again. OPEC countries, particularly those in the Middle East, now own and run refineries, own and run their own tankers (Shell is in the process of selling its fleet to Brunei [Alchohol is now rationed to non Muslim crews at two cans a day- down from ten] and have major stakes in retailing) and, in the case of Britain, own many of the retailing sites.
In summary. To connect to the customer you must get to get close to him/her. Marketing schemes do not bring you closer they are a substitute for real contact and can often emphasise the gap between you rather than emphasise how close you are. As an example of this; Gordon Brown talking about the recession says "I share your pain." does that make you feel that he is closer to you or further away?