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Strategic focus areas and emerging trade arrangements in the South African agricultural industry since the demise of the marketing boards

Author

Listed:
  • Doyer, Ockert T.
  • D'Haese, Marijke F.C.
  • Kirsten, Johann F.
  • van Rooyen, C.J.

Abstract

This paper investigates the responses of agribusiness managers to drastic changes in the policy and marketing environment of South African agriculture. The process of deregulation and liberalisation of agricultural markets exposed agribusiness managers to international trends, which required new institutions and relationships. Based on a survey conducted among business managers, we explored emerging growth strategies, strategic focus areas and coordination preferences. Results suggest that managers prefer a growth strategy based on market penetration and market development. Important strategic drivers are value-adding and power drive. Managers expressed their preference for increased coordination and cooperation resulting in relation-based contracts and equity-based alliances.

Suggested Citation

  • Doyer, Ockert T. & D'Haese, Marijke F.C. & Kirsten, Johann F. & van Rooyen, C.J., 2007. "Strategic focus areas and emerging trade arrangements in the South African agricultural industry since the demise of the marketing boards," Agrekon, Agricultural Economics Association of South Africa (AEASA), vol. 46(4), December.
  • Handle: RePEc:ags:agreko:7052
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    References listed on IDEAS

    as
    1. Ortmann, Gerald F., 2000. "Promoting competitiveness in South African agriculture and agribusiness: The role of institutions," Agrekon, Agricultural Economics Association of South Africa (AEASA), vol. 39(4), December.
    2. Johann Kirsten & Julian May & Sheryl Hendriks & Charles L. Machethe & Cecelia Punt & Mike Lyne, 2007. "South Africa," Chapters,in: Beyond Food Production, chapter 8 Edward Elgar Publishing.
      • Nick Vink & Gavin Williams & Johann Kirsten, 2004. "South Africa," Chapters,in: The World's Wine Markets, chapter 12 Edward Elgar Publishing.
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