The 21st Century Farm:  Strategies for Successful Farming in the New Millennium
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The CSA: A vital tool for small farms near urban populations.
Market and Business Savvy
 
Being in the right place at the right time with the right product is not just a matter of circumstance; it’s a product of research and planning. One of the main objectives of proper planning is to relegate the element of luck to the most minor status. Prior to marketing, it is important to identify what markets exist, what products work the best within these markets, and what product characteristics maximize demand and profit margins. The importance of the marketing aspect of farming cannot be understated . Not to be confused with advertising or selling, in business, a good marketing strategy creates opportunity and often means the difference between mere subsistence and making a fair profit. Marketing is a never-ending process and new market opportunities keep a farm vital and alive. Opportunities to sell are the product of good and diligent research with aggressive follow-up and in the business of farming should, in reality, be on a par with milking the cows, tilling the soil and irrigating the crops.

Twelve Proven Marketing Strategies Ready to Go Today!

Community Supported Agriculture Enterprise: This strategy with its  roots in the environmental movement  begun in the 1960's, is a time-tested model that in its essence is the ultimate and most direct link between the farmer and local consumer. Consumers buy a share in the future production of the farm, usually in advance, and then receive fresh produce (as often as weekly) throughout the growing season. From a business perspective, the CSA can be a valuable source of cash in the off-season with pre-paid subscriptions. Among the benefits of a prepay system is the fact that these funds can help mitigate start-up costs in the spring when, traditionally, cash positions are tight. Moving forward it is important to note that through innovative thinking, the CSA model can be combined with other discusssed marketing methods to form hybidized CSA's. Among these hybrids would be CSA U-pick, CSA Farm wineries or product processing facilities, CSA Farm-Restaurant partnerships, and CSA Organic Farms. (1)(2)(3)             
Community Farmer's Markets:. Since 1994, Farmer's Markets in the United States have grown from 1,755 to 7,100 (2011). These markets provide another direct link to the local consumer with a minimal investment and ready exposure to a target group that is willing and able to buy. Beyond access to the direct consumer, Farmer's Markets located in or near large urban areas often act as conduit to wholesalers and restaurants, and can be valuable in establishing relationships beyond the Farmer's Market. Because of its relative simplicity, this marketing and selling vehicle presents an excellent "entry-level" opportunity for the small and beginning farmer with minimal risk. Additionally, new-comers can gain valuable marketing experience selling "side-by-side"  with established veterans. The USDA estimates that in 2008, the direct-to-consumer fresh produce market grossed over $4.8 billion. Again, with innovation, the Farmer's Market can become an outlet that can form a foundation for  hybrid combinations that extend the season for stored and late season produce like apples and root crops, as well as farm-produced or processed foods. (4)(5)  
  
The Roadside Stand : This iconic symbol of the American family farm, and the rural countryside, can also be a major profit center for the small farm and a hub for farm activity. Reported farm income from roadside stands nationwide in 2008 was over $254 million or 29% of all direct-to-consumer farm produce sales ($877 million).* Average expenditures by customers of the roadside stand range from $11 to $19 per visit; and the average number of visits was 2.19 per customer per month. Farmers that utilize roadside stands along with the other aforementioned local marketing strategies work on average 300 more hours per year than their more conventional marketing counterparts but these same farmers relied on 17% less off-farm income to support their operations and family expenses. (6)(7)(8).      
Wholesale Markets:  Moving a lot of product quickly is the chief advantage of the wholesale market. While roadside stands, CSA, and the farmer's market require a high level of customer service and personal involvement on behalf of the farmer, this type of marketing/selling involves a few key relationships with a limited number of agents or buyers. Because of the demand for large quantites, small farmers can band together to sell the same or similar crops to a single buyer or group of buyers with only one set of negotiations. Beyond the advantages of this strategy lies that facts that wholesale prices will be below the direct-marketing prices. Packing, cleaning, and a requisite general uniformity of the product are requirements that can also add extra labor and expense on the production side. While diversity is generally considered a key to the success of the small farm over the long term, farms that  possess micro-climates or  specific soil-types that are especially suited to growing a specific crop (ie: sandy loam  for root crops or the tempering effect of a large body of water for fruit crops) can utilize wholesale outlets to move large quantities of these specific crops. It is important to note that wholesale marketing can be an excellent adjunct to other strategies, in that it paralells and complements the crop/product diversification strategy. (9)(10)(11)         
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Restaurants
: Selling to restaurants requires a special skill-set from the farmer in that he must have the ability to develop a working and flexible relationship with the head chef, owner, or buyer. Once this relationship is established, the farmer can often influence what crops/products the restaurant buys and features. When the restaurant recognizes and trusts the farmer as a reliable source of high quality product, the restaurant can feature a farmer's product by name on the menu or in daily specials. This name-brand marketing will be a value added benefit that will carry-over to all segments of the farm marketing strategy. A key element that can influence buyers in this market would be the farmer's ability to offer semi-processed forms of his product such as peeled potatoes, washed and sliced carrots and certain produce chopped and salad- ready. Additionally, special "tags" such as "locally-grown," "ethically-raised" and "hormone-free" can enhance a menu and be a important selling and price point for the seller (farmer), buyer (restaurant) and consumer (restaurant patron). (12) (13)(14)(15).   
Tagging Your Product to Make It Unique:  In every sector of commerce making a product unique so that buyers take notice is the essence of marketing and advertising. The successful marketeer searches trends and societal "quirks" and gears his product to appeal to those characteristics. Food socialogist Amy Guptill points out that " . . .all marketing involves emotional and conceptual symbols. Food corporations spend huge sums developing and promoting brands that people associate with 'wholesome goodness.' Small farmers can play that game either long distance (label/certification) or  face-to-face (locally) and they have the (unique) advantage of  authenticity."  Over the course of time, a farm's name or region can become synonymous with quality or a certain desirable food characteristic, i.e.: Vidalia Onions, Horizon Milk (organic), Dole pineapple. Other key tags capitalizing on the health trend would include: "hormone-free",  " anti-oxident", " no genetically enhanced ingredients," "free range." Creating brands that identify with traits or trends is a nuanced difference that sets a product apart from similiar competitors and ultimately brings a premium price. (16)(17)(18) link to a unique illustration of tagging for your market      
    
Organic Farming : Retooling for the Future: Once the pariah of the commercial farming industry and the  perceived bastion of kooks and hippies, organic farming is now the fastest growing sector of agriculture, producing products that command premium prices. Beyond the immensely important moral, ethical, and philosophical considerations for the small-scale farmer in this realm is the tremendous marketing opportunity organic farming presents. Currently, demand for organic products far exceeds the domestic supply and production-capacity of the number of existing U.S. organic farms. It is market so ripe that during the period 2000-2008, organic acreage increased 41%, dairy cows - 87k to 200k, and laying hens- 2.4 to 342 million. For established farmers full or partial conversion to organic methods can involve philosophical changes that go against the grain of practices that have been firmly entrenched since the end of World War II. and been abetted by the state and federal governments as well as the majority of land-grant colleges. Today, these same institutions have well- established and expanding support-systems in place to encourage and promote organic farming that lend scientific and economic aid and creedence to the movement.The federal 2012 Farm Bill contains solid funding for the sustainable and organic farming community with a myriad of grants and and opportunities for farmers seeking to convert acreage to organic culture or to begin organic operations.(19)(20)(21)        

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Grocery Stores and Locally Grown Produce
: No marketing sector capitalizes on the "tagging your product strategy" like the retail- grocery store produce department. "Locally-grown" and health related tags, such as "heart-healthy", "organic" and "anti-oxident" all command particular attention from the consumer and premium pricing for the farmer in this market. Today, both chains and independent grocers aggressively seek and promote locally grown produce to the point of inviting local farmers to present their products in-store. The keys to gaining a foothold in this market are to actively develop a working relationship with the produce manager/buyer, consistantly deliver an on-time high-quality product, labeled and packed to the stores specifications and then maintain a communication link with the produce manager/buyer. Large quantities of product can be moved through this venue but it is important to realize that the price paid by the store will generally be 35-40% below that of the farmer's market and roadside stand. This pricing downside however, may be mitigated if the farmer is able to offer adequete supplies of unique products such as hierloom apples and vegetables and new variations of products with unique colors or flavor characteristics (seed companies and extension services can be helpful here). This niche marketing done in cooperation with the aggressive advertising generally provided by the store itself can create a premium market opportunity for both parties and a destination point for consumers looking for unique produce.(22)(23)(24).        

Bringing the Customer to the Farm

Multi-Crop U-Pick Operation : Long a staple of many small farms, the U-pick operation can be an even more important profit center and marketing opportunity for the modern farmer today. Suburban sprawl has moved consumers closer to farm operations making the logistics of "getting to the farm" more feasible. By utilizing Internet marketing, farmers can alert established customers to optimal picking times and introduce new varieties to these customers. When new customers visit the farm, savvy farm operators can obtain e-mail information and in turn, cultivate this information to create repeat business. In the past, the U-pick model specialized in a limited palette of produce with staples like strawberries, raspberries, and some tree fruits, particularly apples. The modern model looks to establish and extend a tight schedule of a sequence of crops that begin in the spring  and end in the late fall. Offering more than one crop simultaneously ie: asparagus, early beets and beet greens, radish, peas, broccoli, strawberries, and early blueberries (as well as farm processed products) in the spring creates a more attractive "destination" for the u-pick client. New advances in mini-hoop house/polytunnel growing, early and short season varieties, and autumn sowing technology can be valuable tools in the quest to begin the season prior to traditional starting dates. Beyond high-quality produce that "out-qualities" grocery-store-available products, "thinking outside the traditional box" to enhance the visitors' experience can be a key to repeat business and higher-dollar-per-visit return: think fresh flowers, farm-grown nursery stock, and Christmas trees. (25)(26)(27)   
Agri(o)tourism : In the past, the very thought of the farm  as a recreational destination, beyond an occasional harvest celebration or a dude-ranch type scenario was relatively inconceivable. Today, by employing a number of on farm modifications, a good presentation, an Internet presence, and the proper insurance, the farm itself can become a profit center in concert with and beyond the products it produces.It is important to note that there is an extremely strong sense of nostalgia and reverence for farming in American culture that stems from the fact that the country was largely an agrian society until the turn of the century (1900) and one-in-five Americans lived and worked on farms into the mid-20th century. Trends in the general population's interests in health, nature, fresh food, and the popularity of "Bed and Breakfasts" all are postives that indicate that this already established niche will continue to grow. By the numbers, tourism/travel in the United States exceeds 1.3 trillion in revenue and accounts for 1 in 8 jobs with a payroll of $162 billion dollars. Many European farmers, have successfully melded farming operations with tourism, and in England for example, 23% of all farmers realize additional income from agritourism. Market ideas range from participation by guests in regular farming chores to hayrides, festivals, camping to cooking, trail biking, and educational and historic events.There are many precedents set, with the lead literature coming from Vermont, Washington state, and California. In an industry where off-farm income is often necessary for a farm's survival, agritourism presents many possibilities to keep family members actively involved in farming and farming operations. (28)(29)(30)(31)      
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Multi-Crop U-pick : A Destination Marketing Strategy
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On Farm Processing: Redefining the Meaning of the Factory Farm :  Two of the basic tenets of the sustainable farm are diversity and flexibility. When a farm can offer a number of well-managed profit centers such as a Multi-crop U-pick Operation and a wine shop or cheese store, it possesses assets that can both complement each other and balance each other in a number of very important ways. Marketing venues that do not rely solely on a specific season or seasonal crop are created which in turn balance cash-flow, the backbone, and often the bain of many small businesses. With the ability to process meat or a crop (or group of crops like small fruits) which can be packaged and sold fresh, juiced, fermented, and cooked in various ways, the farmer "cuts out one middle-man" and reaps the higher processed premium for him/herself. In terms of initial investment, food processing equipment like washers, small to medium capacity commercial wine pressess, and commercial cooking and canning equipment are equivilent to the same investment a farmer would make in a tractor or piece of harvesting equipment. While additional training and personal may be required, along with the requisite licenses and permits, adding this type of value-added operation to the farm can mitigate the need for the farm family's long term reliance on outside income sources. (32)(33)(34)         
Internet Marketing : The Door to Millions of New Customers : There is no tool or implement on the modern farm  that has the value and versitility of the computer, specifically in terms of Internet access. In the realm of marketing, a small farmer with a modicum of training and the drive to learn and explore can compete in the same arena as companies with financing and resources that dwarf those of small farms. Beyond being a stand-alone strategy, Internet marketing is symbiotic with all other strategies and in some cases, such as Agritourism and CSA's, essential to success. Research confirmed by BIA/Kelsey, one of the nation's top marketing analysts, indicates that in current markets, ninety-seven percent of consumers use some form of Internet marketing to make their buying decisions and plan their shopping. Beyond the opportunity for the farmer to be actively involved in the Internet marketing process are Internet marketing services and cooperative that fill the role of e-tailers for small farms; examples of which include Foodzie and Local Harvest. As cyber-technology advances and shipping methodolgy continues to evolve, the role of Internet marketing will become an increasingly important elemental strategy for the survival of the small farm moving forward into the new millenium. (35)(36)(37)

Discussing  Farming in the Context of a Business: A Few Points to Ponder
 Going Forward
 

·       
Define what is to be produced on the  farm.
While diversity has proven to be successful in farms based on a sustenance/surplus model (the predominate pre-WWII model), modern small farmers must be keenly
aware of local markets and opportunities to fill niches that corporate farm  competitors find unprofitable or impossible to fill within their own operational constraints. Though specialization can have a negative connotation within some sustainable-agriculture  purist circles, it does have a pragmatic application when dealing in the modern
ag-markets that rely heavily on local markets, grocery stores, restaurants, and  various incarnations of the growing CSA movement. In all the aforementioned  outlets, producing consistent quantities of very high-quality products is a  requisite. That said, there is still room and a degree of necessity for  diversity on the farm when well managed and thought out; as illustrated by the  example of “grass farmer” Joe Salatin in Michael Pollen’s Omnivore’s  Dilemma.   In this small farm model, Salatin  successfully skirted most chemical/petroleum inputs that are the norm in the  majority of current farm models, exploiting diversity by utilizing animal wastes (manure) and instinctual habits of livestock (his main product)  to  feed his other marketable crops, combat insects, and to a degree, control weeds
in his pastures.  In short, an
exception in a world of specialization and  extremely complex in terms of
successful implementation but certainly worth a mention in this section, but not  for everyone (and certainly not for the novice or beginning farmer). (38) 
   



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Core crop selections can be matched to available markets and sychronized to provide income sources that span the entire year. Click image to view how VanScoy Farms has developed this strategy in the Columbus, Ohio market. (39)
    
Analyze the Tangible and
Semi-Tangible Assets of the “Farm” as a business entity.
This
analysis is, on one hand, no more or less than an inventory with an honest
opinion attached. The most tangible components in this inventory, and the
easiest to obtain, are the physical, including cash on hand, number of
arable/production acres, irrigation resources, buildings, and equipment. These  can, on one level, be expressed in terms of numbers but the real analysis, and  the “honest” opinion part of the equation comes when we move to the next level
where true value is determined in “real-world” applicability; four examples:
1)You may have $10k in the bank but how much of that $10k are you willing to  invest in your farm to upgrade your equipment, buy seed, erect a greenhouse, loan to your farm to cover the day-to-day operational costs and most importantly
supplement cash-flow [more on cash flow later].
2) A barn on your property is
old and in need of a roof, but its stone foundation is buried into a hill making
it a perfect storage facility for late-season cabbage and potatoes, 
crops your neighbors can’t consider because of the exorbitant costs
involved in building and operating a climate controlled facility, thus giving
you market advantage .
3)  You have 100 acres that are, on first analysis, arable and potentially productive but a  closer look reveals that 17 acres aren’t tillable until early June, when they dry out. In essence almost 20% of your land is not production-ready for a number
of vegetables that must be planted by Memorial Day or earlier in order to meet market/harvest demands.
4) A closer look at that same wet area on your farm  reveals a number of springs above your fields that remain active throughout the growing season. With the addition of drainage in this area and a collection system such as a pond or a one-thousand gallon poly-tank, you  now have an asset that will enable you to increase the yield and market crops  that respond positively to supplemental water, such as root crops like melons,
  sweet corn, and strawberries.
 As illustrated, this second-tier type of
 evaluation takes  conventional
accounting practices to a level beyond mere numbers and provides a more precise lens in which to view the “farm,” particularly in terms of projections and  potential, a key component of the “business plan.”  

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·       
Analysis of Intangible Assets: the
  real tactical advantage.

The “farm” is a living, breathing organism; always evolving and always in flux.  While it takes physical assets to build a farm, it is the presence and quality of the “intangibles” that make the farm run and ultimately make the farm a
success. Prior to discussing specific examples of intangible assets on the farm, it is important to define in business/accounting terms just what an intangible is and understand its value or potential value in terms of dollars and profit.  First and foremost, the most valuable asset of any business is the expertise and
competence the owners and staff bring to the business. This intellectual
resource (termed in a number of ways including: intellectual or human capital) is both the heart and the brains of the operation; and ironically, in accounting terms, is considered to have no monetary value unless it is quantified as part  of a deal that involves a merger or acquisition. In conjunction with the concept
of intellectual resources as a valuable-yet-intangible-asset is the notion that
each company will have a set of systems and procedures that it has developed to  run the company, often the product of trial and error and problem solving; this  body of knowledge is often termed as “structural capital.” Linked to and spawned by both intellectual resources and structural systems and procedures, is the component “goodwill and relationships” with customers, vendors, and business
contacts. These are the lubricants and catalysts that move a business in a  positive direction, if these elements are wisely maintained and tended to. When taken as a whole, it is these“intangibles” that have the most value to a  business in that they are, by-in-large, assets that must be developed, learned,and generally acquired over periods of time by humans who are dedicated to
seeing a business succeed, much in contrast to tangible assets that can be  bought and sold on the open market by anyone with the cash to do so. In the real world of farming the giant role of the intangible asset cannot be understated.
The skill-set that the farmer or the farming team possess and develop are the  “farm.” In that respect, when analyzing the intangibles it is incumbent to honestly assess the problem-solving abilities, educational background, “people skills,” ambitions, and drive of the individuals that will be moving the farm
through its various incarnations in response to market conditions, weather and climatic conditions, government regulations, etcetera. Defining the necessary management roles (for example: who performs accounting functions, marketing and
selling, crop production, livestock management, and keeps up with new trends and digital technologies), and then who fills these roles, is of equal or greater importance/value to the farm success than who’s driving the tractor or milking  the cows in the modern small farm model. 
Within the purview of the aforementioned team is an analysis
of an analysis
in regards to “the goodwill and relationships” portion of the business. Reviewing these intangibles in greater detail, the stability of the farm and the farm’s ability to “weather” less than ideal conditions all revolve around the farmer’s ability to deal within the world of business. That includes:
reliable relationships with vendors who supply the goods and services that keep the day-to-day operations moving forward (tire repair services, seed and fertilizer dealers, parts vendors), with customers (local produce buyers, store  managers, CSA members), and of tantamount importance, financial institutions
(credit unions, banks).  Everything
within the farm is connected to everything else.The intangibles are the glue that holds it all together and, at the same time, the farmer must be keenly aware that when it comes down to business: the farm is not an island unto itself,
but an integrated entity within the world at large.  


       
Provide for Budgeting, Planning and Cash Flow: “Forced” Realities. Accountants deal in
  real numbers, the stark realities of a small business that owners/farmers often avoid seeing or often, wanting to see. Long range planning provides a template for direction, and combining this planning with “real” numbers, yields a budget. Not only does the budget provide discipline and financial constraints on the operational aspects of a particular profit center (i.e.: the entire costs of bringing a new crop to market) but the process of putting that budget together puts the realities, in terms of hard-cash, of a new idea or direction  under real-life scrutiny. If an idea doesn’t work on paper, it has little  chance of surviving in practice in a real world environment subject to
  influences that are, at best, difficult to foresee or predict; such as weather, market conditions, insect/disease problems, and cash flow. [A word about cash flow: Defined, cash flow is the incomings and outgoings of cash (hard-liquid-spendable-available). There is an old axiom in business that  states “Cash flow is king (in business).” While a positive cash flow is important in an emergency, its most important role is to provide needed funds for regular/cyclical expenses that fuel the business, like payroll, timely vendor payments (discounts can often be realized for early payment-they add up!) and rents, leases etc.  Good cash  flow is not a solid indicator of the health of a business, however; from a  day-to-day operational and pragmatic perspective, an adequate cash flow lessens stress on the owners/managers, in that financial obligations can be met in a timely manner. It is important to remember that interest and late fees resulting from the delayed payments have a serious impact on profit margins. In terms of Budgeting and
Planning, 
these types of penalties are often difficult to foresee and quantify, and as such can mean the difference between profit and loss in a cropping strategy that turns out to be marginal. Strategies for enhancing cash flow include:
1) lessening reliance on loans and financial institutions
 2) increasing sales
 3) cost reduction
 4) raising prices on high demand or specialty crops like early and late season offerings,
 5) shortening payment terms with vendors or creating “cash-only” outlets such as roadside stands
 6) negotiating lower interest loans and refinancing when cash markets
are available.

 When formulating budgets and planning future strategies, cash flow needs to be  projected and considered in terms of real numbers within these processes.



SUMMARY


The overall business plan  that is derived from attaching real numbers to the goal of creating a
profitable farming operation consists of an amalgam of analytical processes :
1. 
The vision itself: what will the farm produce and who will buy the product?
2.    
An understanding of what the farm has to offer in terms of  physical characteristics and in terms of the skills, ambition, and the motivation of those who will carry the vision
forward.
3.    
A cohesive budget and a plan to meet or improve the positive side of the budget. Within this budget the farmer must make careful considerations to assure that
there is a positive cash flow.
4.    
 A view shared by  the principles in the endeavor that farming is a business that is subject to  many exogenous influences and as such, flexibility, patience, and persistence
must occupy an important space within the plan.



FINAL WORDS: THE MANAGEMENT TEAM
Previously we spoke in general terms in regards to the intangible assets such as
“intellectual capital" that can be the real tactical advantage of a small business, not only in a
business-to-business competitive sense but more importantly when it comes to understanding and implementing the processes that produce products that are viable within the shifting marketplace. A common theme in peer-reviewed research on the composition of successful management teams (beyond pure competency) is the diversity of talents and experience among team members. This diversity
creates a symbiosis within the team that (ironically) is termed “constructive conflict” by Dr. Lawrence G. Weinzimmer in a related article in the Small Business Journal. In a discussion of the building of a management team for small business, Dr. Weinzimmer argues that a team based on diversity creates a system of checks and balances in areas that range from allocation of assets to marketing and beyond, combining years of experience with ‘fresh perspectives.’  In our model we will seek to use the “constructive conflict” concept, in concert with selecting those who have the potential to have a vested
interest in the goals we set forth, to create our management team.  Initially our team will require members who can fulfill the following  roles: 
1.  General Knowledge and Leadership: usually, the owner(s) of the farm who has the long-term vision of the goals and aspirations of the farm always in mind, and who would normally own the highest percentage of all the assets. In a small operation, this person would serve in many capacities,
including marketing and sales.
2.  Financial Officer: ideally this person would take a dispassionate view of the entire operation focusing on fiscal matters with analytical and accounting skills.  Beyond the required technical skill set, this team member must be aggressive in the enforcement of agreed upon budgetary constraints, but progressive enough to look for internal investment opportunities as positive cash positions allow.
3. Technical Expert: while other members of the team may share this
duty, the very complex nature of farming may require a team member that can keep abreast of the latest emerging technologies and have the ability to assess its merit and implement it, with a goal of creating greater efficiencies and higher profits.
4. Day-to-day scheduling, logistics and general manager: this team member converts theory to practice in the field.
The largest caveat we must consider in forming the management team is what we can actually afford, in terms of payroll, to put this team in place and is the additional expense commensurate to achieving the goals of our enterprise. As is generally the case in small businesses, the owners play many roles for many reasons, including pure economics. While a single owner may be capable of operating, selling and managing a small operation with adequate returns for his effort, growth will always be limited by the number of hours he is capable of working. Additionally, inputs in terms of technology and innovation will be constrained by the single owner’s personal perspectives. Putting together a  top-notch management team can both spread burden and provide the fresh perspective that keep a business viable, innovative, and alive. Putting together a top-notch management team also requires money: this means additional income needs to be generated and margins need to be increased. On the farm, this translates to the production of more crops, more physical assets like acreage, and greater efficiencies that produce higher margins. Here again, we can put the cost and benefits of the proposed management team to the “Positive Number/Acceptable Risk” test, with the main questions being: “What number, in terms of income,
must be generated to rationalize the additional payroll?” and “Will this team concept generate geometrically greater benefits (both monetarily and in quality-of-life) than a single owner-operator can achieve?” While the single owner-operator may be able to competently manage aspects of
the business that are outside of the financial realm, the intricacies of  budgeting, taxes, job-costing, analysis, and the management of cash flow require a special skill-set that must operate in an environment that contains the perpetual onus of time constraints. For this reason, our model must, at minimum,
employ a team member, either full or part time, to act in the capacity of a  financial officer.
Finally, included within in our Management Team concept must be outside experts (paid  and unpaid) which include Cooperative Extension agents, a Certified Public Accountant and trade representatives (i.e.: suppliers of seeds, produce buyers, equipment vendors).  (40)  

Click to View the Next Section: Morality and Ethics: The Farm's Role in Society