The situation of agricultural sector in Hungary – trends and territorial aspects

Based on its geographical features, Hungary is basically an agricultural country. The proportion of the production area within the total area of the country is approximately 80% and the proportion of arable land is 60%. This makes our country one of the first in the European Union. In the EU, only Denmark and the United Kingdom have a higher proportion of agricultural land. Hungary accounts for only 3% of the total agricultural area of ​​the EU-27 Member States, however, it plays a significant role in the production of certain products. (Harangi-Rákos, 2013)

In addition, the climate is favorable for agricultural production, which also strengthens the country's agricultural character. Throughout history, we have rightly been given the honorable name “pantry” (Marosi, 2009), which was true both within the Monarchy and Europe. In the socialist system the agricultural country became a so-called “industrial-agrarian” country due to the violent industrializations.

Beyond industrial development, the service sector plays an important role in the national economy due to its technology-intensive nature. In addition, agricultural production is still significant in Hungary (Lakner et al. 2020). The agricultural sector is significantly involved in the production of the gross domestic product (Fróna-Kőmíves 2019) and in the positive development of the export-import balance. During the 2008 world crisis, it was thanks to this sector, among other factors, that the recession that affected our country did not deepen. The domestic consumption is largely covered by domestically produced commodities (Csatáriné, 2019)

Examination of the Hungarian esport ecosystem throgh international examples

Esport was very close to be medal awarded competition at the 2022 Asian Games, finally esport excluded from the Asian Games but all is not lost that is delayed. We have come a long way since the first real esport tournament, for which the first-place prize was a year-long Rolling stone magazine subscription. Nowadays in the digitalized world esport develops faster than any other sport, and plays an important role in the entertainment industry as well. Stadiums are crowded, streams are watched by millions worldwide, and the pace doesn’t seem to ease up in the future either. As Hungary is trying to step onto international waters, our main goal was to make a comprehensive review of the Hungarian esport ecosystem analyzing the national picture of electronic sport. Although there is not much domestic literature regarding the topic, as a secondary research we choose to use available Hungarian papers to piece together a comprehensive picture. We move on step by step through the biggest stakeholders: the publishers, the biggest domestic competitions, the most successful players, platforms, brands and of course the fans in domestic circles.

JEL code: Z29

Performance imbalances in the chain: EU traditional food sector

Organizations nowadays no longer competeas independent entities, but as chains(Christopher, 1998; Cox, 1999; Lambertand Cooper, 2000). Hence, being part of a well-performing chain is crucial for the future of the individual food firm, especially in the context of the globalizing economy. As a result, the objective of this study is to identify performance imbalances of traditional food chains.Therefore, quantitative data were collected via individual interviews with 271 chain member (91 suppliers, 91 focal companies and 89 customers) of 91 traditional food chains from three European countries(Belgium, Italy and Hungary), representing six different traditional food product categories (cheese, beer, ham, sausage, white pepper and bakery). The results differentiate six different kinds of chain imbalances, namely: dyadic upper and lower, up-and down stream, internal and external indicate both dyadic and chain-wise imbalance. Most chain imbalances are noticed in relation to lowering logistic costs and to reducing lead time. Future research should extend the list of performance indicators with parameters other than economical ones such as ecological and social ones.

Responsible behaviour or business? Social responsibility (CSR) in sport management

CSR has become increasingly important in today’s business world and managers must consider not only the economic results of their decisions but also the legal, ethical, moral, and social impact and repercussions of each of their decisions. Some multinational companies’ CSR activities even clearly represent applicability of CSR in sport management. The aim of this study was to do a critical comparative analysis, present the changes, alterations in the traditional company philosophy, objectsystem; then to define the concept of CSR, its importance in sport, finally to analyze some of the top 20 World Food & Beverage Companies’ (Coca-Cola, Danone, Nestle) CSR activities in sport management. Similarly to the whole economics – beside traditional theoretical tendencies, parallel to them and not developing them – a new kind of company theory concerning the long-term balance problems of the natural environment and society is being formed. Although the notion of corporate social responsibility (CSR) is prominent in some of the current discussions and investigations about the role of business in society, the concept – integrate social and environmental aspects in their business activity – is not new. According to the websites and sustainability reports of the international parent companies and domestic subsidiaries, we can say, that the companies show similarity at several points with regard to social responsibility within the field of sport management. However we must emphasize that we can find in the domestic practice fewer examples. In this case probably the media plays important role, which prefer the news of scandals such as CSR-related initiatives. In the public the companies’ CSR activities are even less known. Finally we can establish, that about the sport sponsorship the parent companies we have more information, their reports and websites are more transparency. In contracts, in the case of subsidiaries we can meet deficiencies.

Cost analysis of pig slaughtering: A Hungarian case study

The scale of Hungarian slaughterhouses is small in international comparison and the cost of slaughter and cutting a pig of average live weight is relatively high at 16.1-19.4 EUR on average. The aim of this study is to evaluate the cost of pig slaughter and cutting through the case study of a medium-scale plant in Hungary. Based on data from the enterprise, a calculation was performed in relation to the “output” quantity of pig slaughter and cutting, as well as its value and the cost and cost structure of processing. The capacity of the examined plant and its utilisation were analysed and cost reductions were estimated for various increases of output. In 2015, the direct cost of slaughter and cutting was 18.9 EUR per pig for the medium-scale plant which processed 100 thousand pigs. When the purchase cost of pigs is excluded, labour costs accounted for the highest share (30%) of costs, followed by services (29%) and energy costs (21%). For this reason, the level of wages and employer’s contributions has a rather high significance. Analysis showed that significant increases in Hungarian minimum wage and guaranteed living wage in 2017 resulted in an estimated 7% increase in the cost of slaughter and cutting compared to 2015, despite the decrease of contributions. The capacity utilisation of the plant was a low 28% when compared to a single 8-hour shift considered full capacity. The cost of slaughter and cutting was estimated to be reduced to 14.2-17.0 EUR per pig if the plant operated at full capacity. This may be considered a lower bound estimate of cost because there are numerous restricting factors on optimising capacity utilisation, such as: 1) number of live animals available for purchase and related logistics; 2) cooling capacity availability; 3) labour availability; 4) market position of the enterprise and potential for marketing additional pig meat products. Enterprises of this scale are recommended to consider producing more value-added products and, accordingly, investing in product development.

JEL Classification: Q13, Q19

Economic issues of duck production: A case study from Hungary

The Hungarian waterfowl sector is characterised by export orientation, as 55-57% of the revenue comes from exports, so its importance is high in the national economy. The production of slaughter animals in the duck sector has doubled in the last decade. The objective of the study is to examine production parameters, as well as the cost and profit situation of broiler duck production and to reveal the correlations between the factors with a case study through the example of a Hungarian company. The production parameters and cost data of the investigated farm (2014-2016, 96 production cycles) were analysed using descriptive statistical methods, correlation and regression analysis. The results show that the average cost of the duck produced in intensive, closed farming system was between 72.6 and 101.7 eurocent kg-1. The most significant cost items were feed (52-63%) and chicken cost (14-19%). The sales price decreased from 112.9 eurocent kg-1 to 98.4 eurocent kg-1 during the examined period, resulting in a profit from -3.3 to 25.7 eurocent kg-1, and overall profitability was decreasing. The study also revealed that there was no correlation between average cost and final bodyweight, while the correlation between average cost and reared period was weak. At the same time, the relationship between average cost and average daily weight gain, mortality, feed conversion ratio was moderate. In addition, the European Production Efficiency Factor (EPEF) can be adapted to the duck sector as strong, positive relationship can be scientifically verified between the indicator and average cost. There is a close correlation between the sold live weight per m2 and the amount of feed used per m2, as well as between the final bodyweight and the amount of feed used to rear a duck, while the correlation between average cost and the sold live weight per m2 is weak.

JEL Code: Q13, Q19