Online from publication. 4 pages., Report about a panel presentation at a meeting of the Produce Marketing Association. Panelist moderator reported that food delivery services such as Grubhub, DoorDash and Postmates can charge restaurants 20-35 percent commission per order, in addition to the monthly fee for the service. Customers typically pay a delivery fee, a driver tip, and sales tax. The moderator urged restaurants, "Be smart about where your money is spent, and be firm, and try and make it a good experience for yourself and your customers."
Online from publisher. 4 pages., "There are several ways to ensure profitability when considering whether to add distribution or delivery services to your company. Those same methods also can help you evaluate whether the services you already offer are making you money."
9 pages, The University of Nebraska–Lincoln Testing Agricultural Performance Solutions (TAPS) program involves use of farm management competitions to increase engagement across producers, industry, and universities. Participants make several management decisions throughout the growing season in a controlled field trial held at the university research station. Results are analyzed, and awards are presented for most profitable farm, most efficient farm, and farm with the greatest grain yield. The TAPS program involves several techniques for facilitating participatory assistance, including two-way communication and transformational learning. It has resulted in participants' questioning their past management decisions and realizing that they need to improve their marketing skills to improve profitability.
5 pages, Despite the increase in energy consumption, rising energy costs, and the overall financial strain in the agriculture sector, the Extension system has allocated limited resources to energy education in agriculture. Many energy programs focus on renewable energy and energy efficiency technologies whereas little attention is paid to developing an understanding of how farmers are billed for electricity, when electricity is used, and why. The first step in developing evidence-based solutions to improve farm profitability is clearly defining the problems that need to be solved. If not Extension, who will take on the responsibility of providing this critical education?
6 pages, Profit teams comprise multiple consultants engaged to support farmer decision making by holistically analyzing farm challenges. We tested the idea of using profit teams to help advanced beginning farmers, those who are beyond start-up but have been in business less than 10 years, address constraints to growing their businesses. These new entrepreneurs often have entered agriculture without a family farming history or a connection to Extension. We describe the processes of selecting farmers and administering teams, and we highlight significant improvements in quality of life, production, and profitability reported by 35 farmers. Our lessons learned may guide other educators and funders in developing profit teams for their beginning farmer clients.
26 pages, Proper calf care is important on dairy farms as management practices affect animal well-being and productivity as well as farm profitability. This article highlights areas of calf management needing improvement according to the results of a mixed-mode survey intended to provide a snapshot of calf management practices in Vermont. Areas for which improvement is needed aligned with farmers' identification of topics of interest and included calving management, nutrition (particularly neonatal feeding practices), and biosecurity (including vaccination). Extension professionals can draw on information about practices needing improvement and topics of interest to farmers to better position themselves to provide outreach tailored to the real and perceived needs of their clients.
21 pages, In this study we explain the concepts, determinants and imperatives of boundary in smallholder producers’ cooperatives both conceptually and empirically. The conceptual framework indicates the importance of the type of goods (being a club good or not) and range of activities that a cooperative provides to its members in defining a competitive boundary. Using unique organisational and market level data from Ethiopia, we then test empirically whether the observed (weak) performance of producers’ cooperatives in Africa is explained by their organisational boundary – the type and range of goods or services they provide to members. The empirical results confirm that the competitiveness of producers’ cooperatives is significantly correlated with the type and number of services – i.e. cooperatives that provide club goods and a limited range of services are found to be more competitive. The results also suggest that a considerable number of cooperatives in Ethiopia engage in markets where they do not have competitive advantage. Overall, we demonstrate the importance of properly defining a viable boundary – proper selection of services (or markets) and limiting the range of services – for improving the competitiveness of membership-based producer cooperatives in Africa.
