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Understanding the demand side and coordinating the supply side for connected goods and services
17-23Views:117This paper addresses the coordination and innovation issues needed for promoting value added at the rural and regional level. There are two sides to value added: the ability to meet consumer demand, and to identify least cost ways of supplying the demanded goods. Human and social capital plays an important role on both sides. At the municipality level the supply side issues are complex. First, because the production space has far more dimensions than for the single entrepreneur. Second, because the value of some goods and services produced depend on what other goods and services that is available. On the supply side networks are important to solve the coordination issues, while networks for identifying and understanding consumer preferences are important on the demand side. Participation in these two network types compete for the same scarce resource, the time of the inhabitants of a municipality. We address these issues in more detail. A major insight from our work is that in addition to the time conflict, innovation and new information may make it more difficult to maintain coordination networks.
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Green networks: Innovative capacity of SMEs in the Dutch greenhouse horticulture industry
43-50Views:150The Dutch greenhouse horticulture industry is characterized by world leadership in high-tech innovation. The dynamics of this playing field are innovation in production systems and automation, reduction in energy consumption and sharing limited space. However, international competitive advantage of the industry is under pressure and sustainable growth of individual enterprises is no longer a certainty. The sector’s ambition is to innovate better and grow faster than the competition in the rest of the world. Realizing this ambition requires strengthening the knowledge base, stimulating entrepreneurship, innovation (not just technological, but especially business process innovation). It also requires educating and professionalizing people. However, knowledge transfer in this industry is often fragmented and innovation through horizontal and vertical collaboration throughout the value chain is limited. This paper focuses on the question: how can the grower and the supplier in the greenhouse horticulture chain gain competitive advantage through radical product and process innovation. The challenge lies in time- to-market, in customer relationship, in developing new product/market combinations and in innovative entrepreneurship. In this paper an innovation and entrepreneurial educational and research programme is introduced. The programme aims at strengthening multidisciplinary collaboration between enterprise, education and research. Using best practice examples, the paper illustrates how companies can realize growth and improve the innovative capacity of the organization as well as the individual by linking economic and social sustainability. The paper continues to show how participants of the program develop competencies by means of going through a learning cycle of single-loop, double-loop and triple loop learning: reduction of mistakes, change towards new concepts and improvement of the ability to learn. Finally, the paper illustrates the importance of combining enterprise, education and research in regional networks, with examples from the greenhouse horticulture sector. These networks generate economic growth and international competitiveness by acting as business accelerators.
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Agri-environmental management and rural development: Hungary after EU accession
35-40Views:124In Hungary, similarly to developed countries, the share of agriculture in the GDP has declined. Even so, preparation of the sector’s long term strategy is crucial, as the role of agriculture exceeds the results represented in the GDP. Environmental and social functions of agriculture are revaluated in developed countries, and consumers at the end of the food chain actually govern the entire process. This is why information plays an increasingly important role, and gives signals (Verbeke, 2005) to the actors in the economy and society. This research area is diverse (including agricultural policy, environmental policy, rural development and sustainable development), and so I applied an interdisciplinary approach and conducted an integrated examination. The results show that in recent decades, the pressure of agriculture on the environment has been lower in Hungary than in the EU-15 and agri-environmental measures have taken hold in all types of land-use systems, even though they are more important in protected areas. Although this development provides a good basis for a long term strategy social capital has lost strength (Csath, 2002), so fostering the creation of internal and external rural networks – one instrument for this could be the Leader programme – is essential for sustainable rural development.
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An incubator model based on the territorial value chain
43-47Views:152Policies to promote and encourage local foods may take many different shapes depending on both the specific targets and strategies. Some policies, especially at a local level, promote supply-chain vertical and horizontal integration as a comprehensive strategy which aims to help firms pursue several of the promoting policies. A business model that focuses its attention on the consumer of the product and territory can be a crucial driver in generating a ‘land fecundation’ as a response to globalization. The aim of the paper is to investigate the link between rural development and territorialisation, exploring the role of Local Action Groups Integrated Projects of Food Chain and Rural Development Programmes from 2007-2013 in a region in Southern Italy. The article makes use of a value chain approach, starting with Porter’s value chain model and five forces model of competition; it proposes a methodological framework for the development of an organisational model that includes and builds networks between the several stakeholders and local programmes, creating a shared strategy to revitalising the area and the food choices of its residents. This revitalising process takes place through the implementation of a multi-purpose incubator establishing strong partnerships that are able to foster complementarities among all rural stakeholders. Conclusions and implications for policy makers are drawn: a model of territorial organisation could link territorial capital and local stakeholders, and therefore the programming carried out under the entire RDP.
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Network attributes’ evaluation by stakeholder groups concerned to the agri-food sector in Hungary
55-58Views:145As a consortium partner, University of Debrecen, Hungary, has been conducting a European four-year project with the acronym NetGrow financed within the Framework Program 7 under the auspices of the EU focusing on network behaviour of food SMEs and the performance of networks. The overall objective is to reveal more evidences and facts on innovation, learning, and networking in the food sector of the EU. Whithin the scope of the project, special attention was paid to reveal how network attributes were evaluated by the main four stakeholder groups of the food sector such as food SMEs, public bodies, research institutions, and network management organisations. The respondents differ in ranking the attributes, while but we got a clear order of attributes, of which the top five can be explicitly selected. Taking the next three ranks into consideration, the attributes behind them have clear meanings and they seem to be complementary for the top five. The stakeholder groups were significantly differ in scoring openmindedness and external relations, the importance of network rendered services, and the goals relevance of the network to the firms.
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Profit efficiency among catfish marketers in Lagos state, Nigeria: a Stochastic Profit Frontier Analysis (SPFA) approach
Views:191The study analyzed the determinants of profit efficiency among catfish marketers in Lagos state, Nigeria. Multistage sampling procedure was used to select 120 catfish marketers, data were collected with the aid of a structured questionnaire. The data collected were analyzed with the use of descriptive statistics, enterprise budgetary technique, Shephered-Futrell method and stochastic profit frontier analysis (SPFA) model. The result of the gross ratio and net return on investment reveals that catfish marketing was a profitable and bankable enterprise. About 76.72% of sales revenue was taken up by the costs. The SPFA reveals that cost of catfish purchased and depreciation cost had positive (p<0.01) effects on profit while transportation cost (p<0.01) and labour cost (p<0.05) had negative effects. Furthermore, marital status and credit use (p<0.01) had negative effects on profit inefficiency, the mean profit efficiency of the catfish marketers was 74%. The study concluded that catfish marketers were inefficient, however, to improve the efficiency of the marketers and create more job opportunities; the study recommends that credit facilities that will enable the marketers increase their scale of operation, acquire better marketing resources and employ capable hands in catfish marketing should be made available and accessible. Policies that will help to provide good road networks and reduce the pump price of premium motor spirit (PMS) should be given adequate consideration.
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Supply chain management practices for SMEs
89-96Views:238In today’s globalized business environment small and medium sized enterprises (SMEs) face many challenges. In order of their survival SMEs need to produce more, at a lower cost, in less time, and with a few defects. They form the most significant group of manufacturing firms and give supports to large companies in many supply chains. In addition, SMEs contribute greatly to entrepreneurship, gross domestic product (GDP) and employment. Despite the fact that micro, small and medium sized enterprises have very important role in business networks, they still have many problems with using supply chain management (SCM) practices. In this research my purpose was to find the best SCM practices as a strategic method to improve SMEs’ performance. First, I give information in general about SCM and the SMEs, then highlight main characteristics of small firms compared to large ones and the reasons why it is essential and efficient to use SCM practices. The article is based on secondary data, using several analysis, surveys, books, journals and my personal experiences collected in this sector. I conclude the research by summarizing my recommendations in connection with SCM practices, the opportunities and barriers.
JEL code: M11
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