Strategic management and planning

Acta Agraria Debreceniensis

Agricultural businesses operate in a complex and dynamic environment, with many challenges and opportunities. It is therefore essential for these businesses to have a strategic plan. It is a critical process that helps businesses navigate in a complex and uncertain environment and achieve long-term goals and objectives. In this article, we have conducted a bibliometric analysis of academic journals to investigate the extent to which strategic planning is a researched topic in agribusiness enterprises. We found that there is no concentrated research, with only three keywords appearing in the literature with at least five repetitions. Even of the two repetitions, only 22 were found. The clustering of keywords helps to identify research directions. The results of a survey of 134 enterprises were then presented. The majority of enterprises do not have a long-term plan or even a written vision. We found that SWOT analysis is still the most common planning method among the companies surve...

Canadian Journal of Agricultural Economics/Revue canadienne d'agroeconomie, 1992

Recently, the strategic management approach used in business schools to look at questions of general management has been suggested as an alternative way for considering farm management. This paper tests empirically whether this approach is appropriate to farm management. It finds that more successful farm managers appear to think more along the lines of strategic management than less successful ones, supporting a strategic management approach to farm management. This result is important because it opens up a whole new avenue for teaching and research in farm management. Dernibrement, la demarche de la gestion strategique utilisCe dans les ecoles de commerce pour scruter les questions de gestion gCnCrale a etC proposee comme faCon d'envisager la gestion de I'exploitation agricole. L'auteur vCrifie empiriquement la pertinence de cette mithode pour la gestion agricole. I1 appert que les exploitants agricoles les plus prospbres pensent davantage selon les principes de la gestion strategique que les chefs d'exploitation moins prospbres, ce qui montre que la mCthode meriterait d'Ctre adaptee a ce domaine. L'importance de ces conclusions est qu'elles ouvrent une toute nouvelle avenue a l'enseignement et a la recherche dans le domaine de la gestion de I'exploitation agricole.

Bulletin of University of Agricultural Sciences and …, 2008

EU is trying to create comparative advantage, economical and social benefits, security and safety, sustainability in agriculture in the members' countries. The aims of EU for agricultural and livestock production are directly related with applying prince of ...

Journal of Entrepreneurship, Management and Innovation, 2016

Intense changes have arisen in global agriculture, yielding a new market reality that is more complex and competitive than before. To confront these changes, a renewed perspective on the practice of agribusiness management is necessary. However, studies in this critical line of research are scant. This study updated the outlook on the strategic management of agribusiness in Taiwan by conducting in-depth interviews with 10 expert agrientrepreneurs. The results indicated that agribusiness strategies can be categorised as targeting one of three dimensions: the external environment, the internal environment, and sustainable development. This paper discusses each dimension in detail and suggests five broader trends of strategic management.

2003

Farming success in the past has depended primarily on the ability of farm business managers to develop efficient operations. Successful farm business managers have developed the skjll to evaluate new technologies, assess trade-offs between the effectiveness of substitute inputs, and make production processes adjustments in order to achieve hi gh levels of output and control production costs. The continual introduction of new input products/technologies for use on farms has provided sigillficant rewards for concentrating on production or "doing things right." With the continued industrialization of farming, a clear strategy to guide the farm business becomes increasingly important. Such decisions as the product mix of the farm, foodchain linkages, and the financial structure of the business require strategic analysis. The relationship between farm input suppliers and purchasers of farm production continues to change as identity preserved production increases. The use of contract production increases the importance of carefully selecting partners because payment for products will depend on the financial health of the partner rather than the market. In this environment, success in farming will continue to require that operations be efficient, but there will be a growing payoff to strategic decisions or "doing the right thing".

BALANCED SYSTEM OF ECONOMIC PERFORMANCES AS A STRATEGY-FORMING TOOL OF DEVELOPMENT OF AGRICULTURAL ENTERPRISES IN UKRAINE, 2019

A strategy is a long-term mark of enterprises’ activities that directs its efforts at obtaining higher results compared to its competitors. The article displays the results of conducted sociological investigation of application tendencies of different tools of strategic planning in practical activities of agricultural enterprises. This served as the basis of defining main problems of strategic planning management and the perspectives of its development. The authors improved the strategic planning management methodology on the basis of application balanced system of economic performances by taking into account the efficiency of the use of land, financial, labor and material and technical resources. The criterion scale of evaluating strategic planning ability of agricultural enterprises has been designed. The obtained investigation results serve as the basis for selection of strategic planning analysis tools and methods of strategy construction of agricultural enterprises development.

The International Food and Agribusiness Management Review, 2013

Over the past 20 years, U.S. agribusinesses have been subject to a number of significant structural changes. Given that the strategic management literature emphasizes an organization’s fit with its environment as an important determinant of performance, this study examines how strategic planning practices have changed over time. Data for this study was collected from Michigan agribusinesses at two time periods, 1992 and 2012. A comparative analysis indicates that Michigan agribusinesses have become larger, more diverse, and have increased their adoption of strategic planning activities. Furthermore, these practices were found to be positively correlated with performance.

Strategic management has been described as being different from other levels of management in several ways. It is non-routine, non-programmable, unique and creative, more ambiguous, uncertain and complex than 'operational' management and yet it has the greatest impact on the future of the business. There are a number of strategy tools available that can be used by farm businesses to guide strategic thinking, strategic decision-making and strategy implementation. The range of strategy tools used by rural professionals is not wide; of particular note is the observed misuse of the SWOT analysis with subsequent poor identification of external opportunities. The use of the balanced scorecard (BSC) tool is described and how it has been adapted for use in farm and ranching businesses discussed. To be successful, both farm and non-farm businesses can and have utilised the flexibility provided by the BSC tool to design a framework that fits their purpose and delivers to their vision.

Journal of food distribution research, 2001

Others who have used industry strategic planning approaches include the Ohio Dairy Industry Forum and the Ohio Pork Producers Council. 2 Industry-wide strategic planning is a relatively new research area within the agribusiness strategic management literature. Seminal works include Lyford et al. and Ricks et al. Case study research offers a valuable method for refining the planning framework since many agribusiness industry situations differ by commodity and/or region. 3 These industries were the Michigan apple and tart cherry industries that work closely with a similar set of researchers.

1996

A corporatelbusiness plan may define a company's philosophy, values, mission, budget and other operational functions. However, does strategic planning employ such functions? Robert Heath, author of Strategic Issues Management seems to think so, as he believes "the means to achieve this (business) plan is through strategic planning" (Heath). Yet, there still seems to be a cloud of confusion as to what strategic planning really means. Some organizations might suggest the two phrases strategic planning and strategic management can be used interchangeable, while others might argue against that point. Some of this confusion may come from the enormous number of definitions for strategic planning. For example, in the book Corporate Strategic Planning, author Noel Capon discovered 10 different definitions of strategic planning. Saunders and Tuggle describe strategic planning as "organization-wide planning which covers all major functions, which is inclusive of goals as well as means, and which is long-range in nature, but effectively integrated into the management system utilized by senior management" (Capon). Hofer offers another, more specific definition, rather than the all-encompassing view Saunders and Tuggle give. He suggests that "strategic planning is concerned with the development of a viable match between an organization's capabilities and the risks present in its environment" (Capon). Yet a more recent definition of strategic planning is given by Kotler and Armstrong: "Strategic planning is the process of developing and maintaining a strategic fit between the organization's goals and capabilities and its changing marketing opportunities. It relies on developing a clear company mission, supporting objectives, a sound business portfolio and coordinated functional strategies."