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INNOVATIONS IN AGRIBUSINESS MANAGEMENT

Karnam Lokanadhan, K. Mani, K. Mahendran
  • Country of Origin:

  • Imprint:

    NIPA

  • eISBN:

    9789389992847

  • Binding:

    EBook

  • Number Of Pages:

    368

  • Language:

    English

Individual Price: 1,450.00 INR 1,305.00 INR + Tax

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“The green revolution has increased the food production many folds but the levels of living of farmers have not increased and the percentage of population dependent on agricultural is still about 65 per cent. Agri-business management is an opportunity and challenge. Future agri-business brings in value addition, logistics and supply chain management activities which paved way for the processing, packaging, transport, a cold storage distribution and retailing to meet the changes in tastes and preferences of different categories of population. Exposure on agri-business management at the UG level to Agriculture and Allied Science graduates will meet human resource needs of the future. The book explains in simple language and in lucid way on agri-business opportunities, challenges, scope and entrepreneurship and its promotional programmes by Central and State Governments. Management, meaning, definition and elements of management are also explained in a simple way. The functional area of business management is also dealt with. Then agri-business promoting subjects like management information system, applications of information and communication technologies, agricultural inputs, agro-processing, food processing, there promotional programmes by Central and State Governments. Agricultural imports and exports, retailing and supply chain management, business plan preparation, project analysis and starting an agri-business are explained with case studies wherever possible. The pedagogy involves key terms and concepts to remember, summary, highlights, questions, references, text books, web addresses and further reading materials were furnished.”

0 Start Pages

Preface The agribusiness management course has been initiated in Tamil Nadu Agricultural University a decade back for the first time in whole country. Now it has become an identified common course for UG programmes by ICAR Dean’s Committee Report on syllabus revision. The agricultural graduates have vast avenues in agribusiness management due to sea change in post production activities. This book has been written in a simple and lucid manner to be understood by UG students even from rural background. The pedagogy involves key terms, chapter summary, chapter highlights, questions, references, websites and further reading materials. The first chapter exposes to the growth in the concept of agribusiness management and its future opportunities and challenges. An introduction is made in the first chapter on entrepreneurship, qualities and characteristics expected from an entrepreneur. In the second chapter, the entrepreneurship initiative programmes by central and state governments, classification of enterprises, their contribution to the national economy and various schemes and promotional programmes by Ministry of Small Scale Industries, Agro based and Rural Industries have been elaborated. From chapter 3 to chapter 12, exposure to management, planning, organizing, controlling directing, staffing, production, materials, marketing, personnel and financial management aspects is dealt with. In chapter 13, Management Information System and application of Information and Communication Technologies in agribusiness are explained. In Chapter 14, Government programmes and regulations to promote agribusiness are narrated. In chapter 15, the importance of agricultural inputs and agro processing are discussed. India’s exports and imports of agricultural commodities and their contribution for agribusiness growth are exposed in chapter 16. The retailing and supply chain management are discussed with case studies in chapter 17. At the end of the book, chapter 18 deals with starting an agribusiness enterprise and business plan preparation for marketing the produce and obtaining institutional credit. This book will serve as a text book for agribusiness management course as well as a reference book for entrepreneurial development course.Also, the book will serve the students to prepare for MBA admissions in national institutes. The authors are responsible for errors and omissions. Suggestions for improvement are solicited for further improvement of the book.

 
1 AGRI-BUSINESS

John H. Davis of Harvard University first used the term agribusiness in 1955. In 1980s it was given three connotations: (1) synonymous with term agriculture, (2) synonymous with agricultural economics and (3) a modified concept of agriculture, excluding farming, or the off-farm aspects of agriculture. Agribusiness is defined as all business enterprises or sells to farmers/traders/consumers. The transaction may involve either an input or a produce or service and encompasses items such as: Productive resources (feed, seed, fertilizer, equipment, energy, pesticides, machinery, etc.) Agricultural commodities –(raw and processed commodities of food and fiber) Facilitative services (credit, insurance, marketing, storage, processing, transportation, packing, distribution, consultancy, soil testing etc.).

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2 SMALL BUSINESS

The Committee on Economic Development has defined small business as one which satisfies two or more of the following criteria. Management is independent (usually the managers are owners). Capital is supplied and ownership is held by an individual or small group. The area of operation is mainly local. Workers and owners are in one home community. Markets need not be local. Relative size within the industry – the business is small when compared to the biggest in its field. The size of the top bracket varies greatly so that what might seem large in field would be definitely small in another.

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3 MANAGEMENT

Management can be viewed as a group effort towards a common goal in which team behaviour plays the important role. According to this view, the material resources and external environment are common to all management; what makes for effectiveness and success of one group relative others is management - that is, the human element - behaving in group and leading the business to its determined goal. Management may in short be called a science of decision-making or a science of choice. A farmer has to make judicious decisions on the use of scarce resources, having alternative uses to obtain the maximum profit and family satisfaction on a continuous basis from the farm as a whole. In other words, management seeks to help the producer in deciding problems like what to produce, how much to produce and when to buy and sell and organization and managerial problems relating to these decisions. Management – Definition According to Lawrence A. Appley, management is an art of getting things done through the efforts of other people.

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4 PLANNING

Planning is the beginning of all the other processes of management, namely, organizing, staffing, directing, communicating and controlling. Planning is deciding in advance what to do, how to do, when to do and who is to do it. Planning bridges the gap from ‘where we are’ to ‘where we want to go’ (Koontz and O’Donnell). In the words of Theo Haimann, “Planning is the function that determines in advance what should be done". It consists of selecting the objectives, policies, programmes and procedures of the enterprise and also the means of achieving their objectives. As a part of planning process, the manager has to ensure that his team members understand the purposes and objectives of his enterprise and also methods to achieve them.

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5 ORGANIZING

Organization means a system with parts which work together, or system with parts dependent upon each other. According to Louis Allen, organization is a process of identifying and grouping the works to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives. There is a difference between the words "Organizing" and "organization". Organizing refers to i) the identification and classification of required activities, ii) the grouping of activities necessary to attain objectives, iii) the assignment of each grouping to a manager with the authority (delegation) necessary to sepervise it, and iv) the provision for co-ordination, horizontally and vertically, in the oganization structure. Organization implies a formalized intentional structure of roles or positions. The "intentional structure of roles" would refer to the roles people are asked to fill should be intentionally designed to ensure that required activities are done and that activities fit together so that people can work smoothly, effectively and efficiently in groups.

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6 DIRECTING

Directing is concerned with telling subordinates what to do and ensuring that they do it as best as they can. It includes assigning tasks and duties, explaining procedures, issuing orders, providing on-the-job instructions, monitoring performance, and correcting deviations. Directing must have two dimensions, namely, i) magnitude and ii) aim or direction. The directing function includes the following: Supervising Guiding Leading Motivating, and Communicating

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7 CONTROLLING

Control means the power or authority to direct and order or restrain. In the context of an entrepreneurial function, control may be defined as “comparing operating results with the plans, and taking corrective action when results deviate from the plans”. Control requires two things: first, there is a clear – cut and specific plan according to which any work is to proceed and second, it is possible to measure the results of operations with a view to detecting deviations.

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8 PRODUCTION MANAGEMENT

Functional Areas In any business organization, the commonly identified functional areas are production, marketing and finance. In recent years, the personnel and materials that go into the production process, packing process and marketing process have gained importance and given due importance by treating them separately as personnel and materials management. Organization functional areas are Production Management Marketing Management Financial Management Personnel Management Materials Management The above functional areas are not watertight compartments. The decisions/actions taken in one functional area affect the other functional area. The decisions in production and marketing are influenced by the actions on such matters as volume, terms and conditions of loan. The quantity, quality and timely availability of materials also has a bearing on production and marketing decisions. The labour motivation towards work and supervising ability/skill of supervising personnel also affects production and marketing.

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9 MATERIALS MANAGEMENT

Materials Management deals with purchasing and controlling of the materials used in the production process. Materials (Goods) Planning and Control Decisions to be taken in this are: Amount of materials needed for output desired Amount of inventory and its storage and reordering Vendor relations Quality materials and price per unit Quantity and time of order Methods of receiving and transporting Handling of defective materials and stock Policies and procedures should be established so that most of these decisions become routine in nature. When exceptions occur, the concerned authority should correct them.

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10 MARKETING MANAGEMENT

Marketing management refers to distribution of the firm’s product or service to the customers in order to satisfy their needs and to accomplish the firm’s objectives. Marketing includes developing the product or service, pricing, distribution, advertisement, merchandising, doing personal selling, promoting and directing sales and service to customers. Marketing is an essential function because unless the firm has a market, or can develop a market for its product or service, other functions of staffing, producing and financing are futile. Marketing functions are schematically given below :

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11 PERSONNEL MANAGEMENT

Every small business manager is a personnel manager in the sense that work is done through people, with people and for the people. Consequently, the owner-manager should be personally capable of handling employee relations until the company becomes large enough to afford a personnel manager. Planning personnel requirement, developing sources from which new employees can be recruited, choosing (recruiting) the needed people, training and developing them into productive workers, evaluating their performance, compensating them and dealing with various personnel relationship, including industrial relation are included under personnel management. Staffing Staffing is a critical function of organizing and managing a successful business. All companies, whether large or small, are involved in the staffing process. All businesses run the same risk every time they hire a new employee. The staffing function is generally divided into four major categories (1) staffing needs, (2) acquisition, (3) motivation, and (4) retention.

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12 FINANCIAL MANAGEMENT

Financing the Business The capital of a business consists of those funds used to start and run the business. Capital may be of two types: fixed and working. Fixed capital refers to items bought once and used for a long period of time. This includes such things as building, fixtures and equipment. Fixed Capital does not vary with the level of output. Working capital is the type of funds, which is needed for carrying out day-to-day operations of the business smoothly. The management of working capital is no less important than the management of ‘long term‘ financial investment. Working Capital varies with the level of output.

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13 MANAGEMENT INFORMATION SYSTEM

A management information system (MIS) is an organized collection of people, procedures, software, databases, and devices used to provide routine information to managers and decision makers. The focus of an MIS is primarily on operational efficiency. Marketing, production, finance, and other functional areas are supported by MIS and linked through a common database. MIS typically provides standard reports generated with data and information from the transaction processing system (Fig. 13.1)

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14 GOVERNMENT PROGRAMMES AND REGULATIONS FOR AGRIBUSINESS

Government Programmes for Agribusiness Both the central and state governments have devised programmes to luve the entrepreneurs for setting up agribusiness in India. They may be classified as programmes falling under small-scale industries, Khadi and village industries, small and medium industries, large industries based on the finance required for investment. Apart from these many efforts were taken especially after signing, the WTO agreement to harness the export market. They include conversion of Export Processing Zones (EPZ) into Special Economic Zones (SEZ), establishment of Agri-export zones for which government is attracting private investors to make investment in infrastructure development of cold storage chains, improvement in road, rail, sea and air transport systems. The Ministry of Small Scale Industries & Agro and Rural Industries designs and implements the policies through its field organizations for promotion and growth of small and tiny enterprises, including the coir industries. The Ministry also coordinates with other Ministries/ Departments on behalf the Small Scale Industries (SSI) sector. The implementation of policies and various programmes/schemes for providing infrastructure and support services to small enterprises is undertaken through its attached office, namely the Small Industry Development Organization (SIDO), statutory bodies/other organizations likely Khadi and Village Industries Commission (KVIC) & Coir Board a Public Sector Undertaking -National Small Industries Corporation (NSIC) and three training institutes -National Institute of Small Industry Extension Training (NISIET), Hyderabad, National Institute for Entrepreneurship and Small Business Development (NIESBUD), New Delhi and Indian Institute of Entrepreneurship (IIE), Guwahati.

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15 AGRICULTURAL INPUTS AND AGRO-PROCESSING

Agro-inputs are either biological or chemical or inorganic compounds used in the production of agricultural and allied products. Some of the agro-inputs used in India are : In-organic fertilizers Pesticides which include insecticide, fungicide, nematicide and herbicide Seeds which include varieties, hybrids and genetically modified plant materials Vegetatively propagated planting materials Bio-fertilizers Organic inputs which include compost, vermicompost, enriched farm yard manure, oil meals and farm yard manure Bio-pesticides Bio-control agents Plant Growth regulators Micro-nutrients Farm machinery and agricultural tools and implements Animal feed Poultry feed. The production and distribution of above mentioned agricultural inputs create agri-business opportunities. The agricultural input production inputs and distribution firms may be big companies like Madras Fertilizers, SPIC, FACT, EID Parry, Monsanto, Syngenta or MAHYCO and the like. They may also be small business firms like vermicomposting, coir pith decomposing.

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16 INDIA'S AGRICULTURAL EXPORTS AND IMPORTS

There is sufficient support to view that foreign trade plays has a vital role in the economic development of a country. Its contribution to the growth of National Income can be quite substantial. If a country is pulled into world trade, then the country can and should maximize its real income by specializing along lines of comparative advantage. The volume and composition of foreign trade have a profound influence on the character and the extent of development of a country. From the point of view of economic development, both import and export are important. It is through import that a country could obtain plant, machinery and equipment, components, raw materials, technical know-how, etc., which are indispensable for accelerating economic development. India’s share in world exports was 0.54 per cent in 1970s, which has risen to 0.81 per cent in 2000s and exports has grown 700 times and imports more than thousand times during the course of economic development. It is clearly observed from Table 16.1 that import is greater than export. The rate of growth of export between 2001-02 and 2007-08 was 90 per cent, whereas import growth rate was 150 per cent in the corresponding period.

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17 RETAILING AND SUPPLY CHAIN MANAGEMENT IN AGRICULTURE

Organized retailing is spreading and making its presence felt in different parts of the country. The share of organized retailing in the total retail sector is set to increase from about 2 % to 8 -10 % by 2010. The retail sector generates 6 % of total employment in India. The reasons behind the increase in growth of retailing is changing life styles of Indian consumers. The key factors that drive the growth of organized retailing are: Rising urbanization Growing economy Higher disposable incomes Growing consumerism Entry of national/international business houses into retailing Increasing nuclear families Changing number of educated and employed women population Media proliferation and rising awareness level Brand proliferation Traveling by the working groups of the society Popularity within working and studying bachelors for convenience food. The largest category of retail businesses are specialized retailers selling food, and beverages from fixed retail outlets. The major formats of retailing are furnished in Table17.1.

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18 GETTING STARTED

For the prospective small business owner who possesses the necessary personal qualities, managerial ability, and capital , and who is not inheriting a family enterprise, there are two ways to get the business started: buy out an existing establishment or start from scratch with a new firm. Buying an Existing Business There are both advantages and disadvantages in buying an existing business. If the small business entrepreneur decides to buy an existing business, there are many things (s)he must investigate and analyze the business if (s) he is to make a good purchase decision.

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19 End Pages

REFERENCES Baumback C.M. and K. Lawyer 1979 How to Organize and Operate A Small Business, New Jersey: Prentice hall, Inc. Heller R. and T. Hindle 2000 Essential Manager’s Manual, China: Colour library Direct Ltd. Halles W.D. and R.T. Hubbard 1977 Small Business Management: Planning and Operation, New York: Van Nostrand Reinhold Company. Justis R.T. 1981 Managing Your Small Business, New Jersey: Prentice Hall, Inc. Jayaraman. R.1991. Reading material for Entrepreneurship Development Programme for Women, Prepared by Centre for Entrepreneur Development, Department of Entrepreneurship Studies (Faculty of Business Administration) Madurai Kamaraj Univerisity. Lokanadhan.K.1996. Agricultural Business Management (Madurai: Department of Agricultural Economics, Agricultural College and Research Institute) Lokanadhan. K. K. Mani. A. Pouchepparadjou and K.Chandran 1998. Agricultural Management: An introduction (Madurai: Department of Agricultural Economics, Agricultural College and Research Institute)

 
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