Introduction
In January 1956 John H. Davis, director of the programme in agriculture and business at the Harvard Business School, published “From Agriculture to Agribusiness” in the Harvard Business Review. The following year Davis and Ray A. Goldberg published A Concept of Agribusiness. These two publications introduced and defined the term “agribusiness” as the sum total of all operations involved in the manufacture and distribution of farm supplies; production operations on the farm; and the storage, processing, and distribution of farm commodities and items made from them. Thus, agribusiness essentially encompasses today the functions which the term agriculture denoted 150 years ago. By the end of 1959, the term had appeared in at least forty published articles and book reviews in ten journals, ranging from the Journal of Farm Economics and the American Economic
Review to Agricultural History and the Journal of Marketing. The key insight articulated by Davis and
Goldberg was that the food system needs to be viewed as an integrated system. Management strategies and public policy initiatives designed to address problems in the food system would be doomed to failure if they focused on only one portion or segment of that integrated system. Their work stimulated new interest in the linkages between segments of the food system, in coordination across segments, in system wide performance, and in strategy formulation in a context of interdependence. Cook and Chaddad (2000) noted that agribusiness research evolved along two parallel levels of analysis i.e. the study of coordination between vertical and horizontal participants within the food chain, known as agribusiness economics, and the study of decision-making within the alternative food chain governance structures, known as agribusiness management. Though the term “agribusiness” had not been used prior to that time, agricultural economists had been making significant contributions on issues related to agribusiness for many years. As early as 1913, Brand (1913) noted that the farmer needed “suitable and convenient arrangements for securing credit” and “assistance in the establishment of a marketing system which will return him the true value of the particular qualities of the various crops that he produces, minus reasonable charges for handling, transportation and the legitimate profits of middlemen.” These concerns led to significant work on farm credit and cooperative marketing in the 1920s, as well as articles on vertical integration, the organization and operation of marketing firms, and the role of business economics in the teaching programmes. New concerns emerged during the 1930s, including the structure of the food distribution system and marketing margins. Other new issues related to agribusiness emerged during the 1940s and early 1950s. These included the rapid growth and concentration of food processing and retailing businesses, analysis of costs and efficiency in food processing plants, and the dynamics of food retailing. First time in Asian countries, agribusiness was introduced in Philippines in early 1966, when the University of the Philippines offered an Agri-business Management (ABM) programme at the under-graduate level. In 1969, the first Advanced Agribusiness Management seminar was held in Manila.
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Importance, Dimensions and Scope of Agribusiness
The importance of Agri-business are (1) it deals with agricultural sector and also with the portion of industrial sector, which is the major source of farm inputs like fertilizers, pesticides, machines, processing and post harvest technologies, (2) it suggests and directs the government and private sectors for development of sub sectors and (3) it contributes a good part of the national economy.
The dimensions of Agri-business are (1) it deals with different components of both
agricultural and industrial sector, their interdependence and influence of one sector on other. (2) it
deals with decision making process of farm either private or government in relation to production and selling aspects, (3) it deals with strengths and weaknesses of a project and thereby their viability in competing enterprises, (4) agri-business is always market oriented, (5) structure of Agri-business is generally vertical and it comprises with (a) government policies and programmes regarding raising of crops or taking enterprises etc., (b) research and extension programmes of the government, (c) farm supplies or inputs, (d) agricultural production, (e) processing and (f) marketing of agricultural products.
The scopes of agri-business are (1) our daily requirements of food and fiber products at
desired place at required form and time come from efficient and hard working of many business
personnel in input, farm and food production and also in marketing them. The entire system in brief is called Agribusiness, (2) Agribusiness, of late, is combining the diverse commercial enterprises, using heterogeneous combination of labour, materials, capital and technology, (3) it is a dynamic sector and continuously meets current demands of consumers in domestic and world markets, (4) agri-business establishment leads to strengthening of infrastructural facilities in that area, expansion of credit, raw materials supply agencies, adoption of modern technology in production and marketing of agricultural products, (5) Agri-business provides crucial forward and backward linkages (Backward linkage include supply of inputs, credit, production technologies, farm services etc., A forward linkage includes storage, processing, transportation and marketing aspects), (6) agri-business generates potential employment opportunities, (7) it adds value to products and thereby increases the net profits.
Structure of Agribusiness
Basically, agri-business involves three sectors. These are (1) input sector which deals with the supply of inputs required by the farmers for raising crops, livestock and other allied enterprises. These include seeds, fertilizers, chemicals, machinery and fuel, (2) farm sector which aims at producing crops, livestock and other products and (3) product sector which deals with various aspects like storage, processing and marketing the finished products so as to meet the dynamic needs of consumers. Therefore, Agribusiness is sum total of all operations or activities involved in the business of production and marketing of farm supplies and farm products for achieving the targeted objectives.
As mentioned earlier agri-business sector provides crucial backward and forward linkages. It involves two important sectors. These are (1) farm input sector which deals with agro-based
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industries providing seeds, fertilizers, feed, chemicals etc., The industries supplying machinery or equipment, implements and petroleum etc are also important in this regard, (2) farm product sector which deals with production and distribution of farm commodities. Large cooperative bodies also exist in agri-business, but they are few in number, whereas small scaled agro industries are large in number. The vertical integration of a farm is very common in poultry, fruit and vegetable farms.
Horizontal integration is one when firm assumes the functions of other firm are called the horizontal integration e.g. Co-operative marketing societies, Co-operative farming societies. Vertical integration is one when firm assumes other functions which are having close relationship. If one firm assumes other functions (succeeding) related to consumption function is called forward integration, e.g. a wholesaler firm assuming the function of a retailer. If one firm assumes the other functions (proceeding) related to the production function is called backward integration, e.g. a wholesaler firm assumes the functions such as assembling, processing, packing etc. Conglomerate integration is one when firm assumes several functions which do not have any relationship e.g. Uni Lever Ltd.
Opportunities and Challenges of Agribusiness for the Future
Our first century was a period of unprecedented change in food production, distribution, and consumption. The following are forces for future change.
• The agricultural sector is increasingly a source of raw materials for sectors outside of the traditional food and fiber system. Agricultural products are being used to produce biofuels, industrial products such as polymers and bio-based synthetic chemicals and fibers, and pharmaceutical/health products such as functional foods, growth hormones, and organ transplants. This is blurring industry boundaries and creating new strategic and competitive challenges for agribusiness firms, and it will have profound implications for the structure and operations of the supply chains in the industry.
• Agribusiness organizations are becoming more flexible and complex, more decentralized and yet reliant on collective action and cohesiveness. This poses challenges for managers designing the incentive systems and internal institutions that are the foundation for intra- firm structure, strategy, and governance. At the same time, technological change and the emergence of new globalization–localization tensions will stimulate changes in socioeconomic relationships, reshape scope and scale economies, increase risks, introduce new and novel interdependencies, give birth to new rivals and potential partners, and mould more hybrid organizational forms. This will complicate inter-firm coordination for agribusiness managers and food system policymakers.
• With the approach of peak world oil production, the prospect for international agreements to reduce greenhouse gas emissions, and the potential for significant geographic shifts in food production likely to be large shifts in relative prices over the next quarter century. This could trigger an unpredictable, radical restructuring of the food system and critical strategic positioning issues for agribusiness firms.
Understanding and anticipating the dynamics of the global agribusiness environment will be increasingly critical. These challenges along with advances in theoretical frameworks, diagnostic
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tools, and empirical techniques for addressing them will afford agribusiness scholars an ample supply of issues, approaches, and motives to expand and broaden inquiry into an ever-increasing complex and important global food system. They will also offer us new opportunities to help students, managers, and policymakers through agribusiness teaching and outreach programmes. While economics will continue to be the foundation for our work, concepts from other social science disciplines and sophisticated new computational tools also will be necessary.
Reference
Brand, C. H. (1913). Marketing. Record of the Proceedings of Annual Meeting. American Farm Management Association, Washington DC, November 14–15.
Chaddad, F., and M. L. Cook. (2004). Understanding New Cooperative Models: An Ownership-Control Rights Typology. Review of Agricultural Economics 26: 1249–1253.
Davis, J. H. (1956). From Agriculture to Agribusiness. Harvard Business Review 34: 107–115.
Davis, J. H., and R. A. Goldberg. (1957). A Concept of Agribusiness. Boston: Division of Research, Graduate School of Business Administration, Harvard University.
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