production economics; farm management; agricultural policy; agricultural environmental issues; tourism; regional planning; rural development; methodology; marketing of agricultural and food products; international trade; development; sport management


Integrated agribusiness in the dairy industry of Ukraine: main characteristics and success factors

Ukraine belongs to the TOP 20 global producers of milk. Despite its position, the Ukrainian dairy industry is suffering from a permanent deficit of raw milk supplied for processing. on average, in 2007–2011 over half of the produced raw milk did not reach the processors. one of the reasons behind this lasting trend is that the structure of initial production of raw milk is dominated by households (having a share of 80%); the latter produce milk mostly for their own consumption and leftovers are sold at marketplaces where they can get more attractive prices. nevertheless, already today we observe results of largescale investments into the industrial production of milk made in the last few years. This article stresses an important place of the dairy industry in the agriculture of Ukraine, as it provides the population of vital food products, many of which are strategic in the export potential. Authors present essential characteristics of the concepts “agro-industrial integration” and “agroholding”, discloses their role and place in the agrarian sector of the economy, and justifies the necessity of the creation an integrated production in the Ukrainian dairy sub-complex. The study aims at identification and description of latest trends in Ukraine’s dairy market. Moreover, authors present a successful Ukrainian example of Milkiland N.V. as one of the TOP 5 players in the Commonwealth of Independent States (CIS) dairy market.

Integrated approach in Ukrainian dairy industry: a case study from Poltava region

Integration processes in the field of agriculture, and particularly in dairy industry, have real prospects for improving the efficiency of business entities in this industry due to technological features. Particular attention should be paid to vertically integrated business models that allow hedging of various risk groups and minimizing costs due to the optimal combination of the efforts of enterprises belonging to such associations.

The purpose of the article is to study the current state of dairy industry in Poltava Region, Ukraine, and to show one of the conceptual ways to increase its economic efficiency. The paper presents a theoretical hypothesis concerning the necessity of vertically integrated agricultural formation’s creation in order to improve the competitiveness of dairy production in the region and having positive effect on sustainable development of dairy industry.

The practical significance of the study includes the possibility to use findings and recommendations set out in the paper for introduction of mutually beneficial economic relations between agricultural, dairy and trade enterprises in concluding agreements on joint activities based on a successful example from Poltava Region, and contribute to the stabilization, development and increase of the enterprises’ efficiency in Ukrainian dairy industry.

JEL code: F15, Q13

Empirical research on corporate strategies in Hungarian dairy industry

Corporate strategy has never been as important as it is nowadays. Markets are changing rapidly because of consumer demands, innovations, information flow and economic changes. Our paper concentrates on Hungarian dairy industry (hereinafter dairy) and four main objectives were defined to be analysed: (1) domestic dairy company features, (2) main strategic characteristics, (3) how companies’ strategy resonates on the consumer side and (4) companies’ financial background were analysed as well. A company database was made in order to prepare for the primary research and to understand better the nature of today’s market. B2B (26 companies) and B2C (503 people) surveys were used in order to gain primary data. In 2017 132 Hungarian companies were observed in milk processing, but 44% of the market participants are not present in dairy competition. It is a fairly fragmented market structure because 10-20% of the annual turnover is accumulated among the 80-90% of competitors. The factor analysis of the data proved that the dairy companies followed m strategies at the same time; and it is assumed that most of them are unconscious. Strategically, the majority of the dairy sector is not up-to-date and modern enough. SMEs sector management skills and strategic preparedness are considered to be out-of-date and insufficient. Strategic planning can possibly have an influence on financial results, which was only partly proved by the analysed criteria system. The production and use of own raw milk supplies might make companies experience financial benefits. Nearly 78% of the respondents would rather purchase goods made from own raw material. The willingness to pay a higher price for this was in average 5-15%.

JEL Code: L1, L66

Analysis of the producer price of Hungarian raw milk in international comparison

Although the dairy market crisis eased in 2011, Hungarian dairy farmers still find it difficult to produce milk profitably. As a result of the crisis, many dairy farmers abandoned milk production or reduced the size of their dairy herds in 2009 and 2010. Today, many of farmers are also considering ceasing production, in spite of the fact that the global dairy industry is facing an upturn. A dairy farm can operate profitablyy in three ways: 1) if it can reach a relatively high level of producer price 2) if it can increase milk production per cow 3) if it can achieve a relatively low cost of production. In the present study, I primarily analyse the development of the Hungarian producer price of raw milk in international comparison. Next, I list those factors which directly or indirectly influence the producer price of raw milk. Finally, I examine the relationship among disposable income, milk consumption and milk price. Since the start of 2009, the dairy market has been confronted with a period of extraordinary law prices. After bottoming out, prices had begun to slowly stabilise during the second half of 2009. By the end of that summer, international prices had started to strengthen and the last quarter of 2009 was characterized by a steady rise in prices. The strong recovery in prices experienced after 2009 was triggered by increased demand, mainly from oil exporting countries, but also from China.
The price increase, however, reflected a significant increase in input costs in Hungary; the high level of feed prices and the unfavourable change in the macroeconomic environment must be stressed. The rising excise duty on diesel fuel and the VAT increase had a direct impact on Hungarian dairy farmers. These negative factors have increased the costs of the sector, narrowing the ability of those active in it to operate efficiently.