Viewpoint BY GARY STATON


THE FLORAL BUSINESS AUTHORITY MAY/JUNE 2026 | VOLUME 43 | NUMBER 2


AMANDA JEDLINSKY EDITOR IN CHIEF AJEDLINSKY@SAFNOW.ORG


MAURA KENNY DIRECTOR OF DEVELOPMENT MKENNY@SAFNOW.ORG


KATIE HENDRICK VINCENT SENIOR CONTRIBUTING EDITOR KVINCENT@SAFNOW.ORG


DESIGN AND PRODUCTION CONTENT WORX


PUBLISHING ADVISER KATE F. PENN, SAF CHIEF EXECUTIVE OFFICER


EDITORIAL OFFICES SOCIETY OF AMERICAN FLORISTS 1001 NORTH FAIRFAX, SUITE 201, ALEXANDRIA, VA 22314-3406 (703) 836-8700 WWW.SAFNOW.ORG


ADVERTISING SALES MAURA KENNY MKENNY@SAFNOW.ORG


FLORAL MANAGEMENT (ISSN 1067-4772) (USPS-936-400) IS PUBLISHED BIMONTHLY BY THE SOCIETY OF AMERICAN FLORISTS (SAF), THE ASSOCIATION THAT PROVIDES MARKETING, BUSINESS AND GOVERNMENT SERVICES FOR THE ENTIRE FLORICULTURE INDUSTRY. STATEMENTS OF FACT OR OPINION IN FLORAL MANAGEMENT ARE THOSE OF THE AUTHORS AND MAY NOT REFLECT THE OFFICIAL POLICY OF THE SOCIETY OF AMERICAN FLORISTS. PERIODICALS POSTAGE IS PAID AT ALEXANDRIA, VIRGINIA 22314-3406 AND ADDITIONAL MAILING OFFICES. ALL MATERIAL IN THIS MAGAZINE IS COPYRIGHTED 2011 BY SOCIETY OF AMERICAN FLORISTS. ALL RIGHTS RESERVED. $25 OF SAF MEMBERSHIP DUES REPRESENTS A MEMBER’S SUBSCRIPTION TO THIS PUBLICATION. SUBSCRIPTIONS FOR NON-MEMBERS ARE AVAILABLE FOR $59 PER YEAR. SINGLE COPIES: $4. MATERIALS MAY NOT BE REPRODUCED WITHOUT WRITTEN PERMISSION.


POSTMASTER


SEND CHANGE OF ADDRESS TO FLORAL MANAGEMENT, 1001 NORTH FAIRFAX, SUITE 201, ALEXANDRIA, VA 22314-3406. PUBLICATIONS MAIL AGREEMENT #40589029. CANADIAN RETURN MAIL ADDRESS: STATION A P. O. BOX 54, WINDSOR, ON N9A 6J5. E-MAIL: CPCRETURNS@WDSMAIL.COM.


INSTRUCTION TO CONTRIBUTORS FLORAL MANAGEMENT WELCOMES ARTICLES AND PRESS RELEASES TO BE SUBMITTED FOR POSSIBLE PUBLICATION. SEND TO: FMEDITOR@ SAFNOW.ORG. ANY UNSOLICITED MATERIALS SENT, INCLUDING PHOTOGRAPHS, WILL NOT BE RETURNED UNLESS REQUESTED. FLORAL MANAGEMENT IS NOT RESPONSIBLE FOR THE LOSS OF PHOTOGRAPHS OR ANY OTHER MATERIALS SENT.


FLORAL MANAGEMENT IS A MEMBER BENEFIT OF THE SOCIETY OF AMERICAN FLORISTS. WWW.SAFNOW.ORG


LETTERS TO THE EDITOR WE WELCOME YOUR FEEDBACK ON THE MAGAZINE. PLEASE SEND YOUR OPINIONS AND SUGGESTIONS TO: FMEDITOR@SAFNOW.ORG


OUR MISSION: FLORAL MANAGEMENT STRIVES TO GIVE READERS PRACTICAL, EASILY ACCESSIBLE INFORMATION ON OPERATING AN EFFECTIVE AND PROFITABLE FLORAL BUSINESS. ARTICLES ADDRESS A WIDE RANGE OF BUSINESS MANAGEMENT TOPICS, INCLUDING MARKETING AND ADVERTISING STRATEGIES, TECHNOLOGY, PERSONNEL AND FINANCIAL MANAGEMENT AS WELL AS FRESH PRODUCT, SUPPLY AND ECONOMIC TRENDS.


ON MANAGING CHANGE > The floral industry has always lived at the intersection of agriculture, logistics and emotion. Our product begins as a crop grown in fields around the world, travels through an increasingly complex global supply chain and ultimately be- comes a meaningful expression of human connection. Because of that journey, our industry is especially sensitive to external pressures — tariffs, transportation dis- ruptions, fuel price volatility and geopo- litical uncertainty. At the moment, we are seeing all of these factors at once. For many in the floral business, this


environment can feel unsettling. Rising logistics costs and shifting trade dynam- ics can quickly affect the price and availability of product. A change in fuel costs in one part of the world can ripple through air cargo rates, trucking costs and ultimately the price a consumer pays for an arrangement. When margins are already tight, even small disruptions can create real challenges. Yet if there is one quality that defines


the floral industry, it is resilience. Those of us who have worked in


flowers for decades know that volatility is not new. Weather events, crop diseases, labor shortages, pandemics, transpor- tation strikes and economic downturns have all tested this industry before. We have learned to pivot quickly, com- municate more clearly and work more collaboratively across the supply chain. That adaptability is more important


today than ever. Resilience in today’s floral industry


begins with flexibility. Everyone in the supply chain needs to recognize that conditions can change quickly. Pricing structures, supply availability, and freight costs may move faster than in previous years. Organizations that remain flexible — adjusting purchasing strategies, diver- sifying supply sources, and maintaining open communication with partners — will be better positioned to manage these changes without disrupting their customers. Equally important is cross-segment


communication. Too often, different parts of the floral industry operate in isolation from one another. Growers may not fully understand the pressures


2 FLORAL MANAGEMENT | May/June 2026 | WWW.SAFNOW.ORG


wholesalers face, and retailers may not always see the complexi- ties involved in sourcing and logistics. When challenges arise, transparency and communication become essential. Sharing information early allows everyone in the chain to prepare and respond rather than react after problems occur. This moment also calls for lead-


ership. Industry leaders have an opportunity to guide their organizations — and the broader floral community — through uncertainty with clear thinking and steady decision-making. Leadership means acknowledging challenges hon- estly while maintaining confidence in the long-term strength of our industry. It means encouraging collaboration rather than competition when the supply chain is under stress. Perhaps most importantly, we should


remember the enduring power of the product we all work with every day. Flowers are not a commodity in


the traditional sense. They are deeply connected to life’s most meaningful moments — celebrations, milestones, expressions of love and times of grief. That emotional value has allowed the floral industry to remain relevant across generations and economic cycles. The months ahead may require cre-


ativity, flexibility and patience from all of us. But they also present an opportunity to strengthen relationships across the floral supply chain and reaffirm the value we bring to consumers every day. If we approach this moment with


resilience, open communication, and confidence in our product, the floral industry will not only navigate the chal- lenges ahead — it will emerge stronger from them.


Gary Staton is the director of procurement at Bill Doran Company and has worked in the floral industry for 38 years. He is also a member of SAF’s Wholesale Council.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52