Progress 10/01/99 to 10/01/04
Outputs
The Principal Investigator left NDSU in January 2002. This is the final report for ND03360. A conceptual model of buyer/seller relationships was applied to markets for new and value-added agricultural products of the Northern Great Plains. Survey data provided input into a financial component of the PI's Strategic Marketing Management model. Analysis of the model demonstrated that the external market environment can be defined in terms of buyer segments, volumes traded, prices paid, seasonal factors, and seller and buyer market shares. Simulation of the model with factors relevant to a particular entrant to a new or emerging market suggests optimal seller actions relative to response, organization, performance, investment, and product form to meet customer demands. Publications summarize the results of the model with applications to organic food-grade soybeans, specialty grains, and non-GMO soybeans.
Impacts
There was limited application of the model prior to the departure of the PI. It is doubtful that subsequent applications, if any, will result in measurable impacts as a result of the PI's published results.
Publications
- No publications reported this period
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Progress 10/01/00 to 09/30/01
Outputs
The financial model was completed for the project. This model was then tested and validated by research conducted from January through September 2001. Progressive working relationships were developed during this project. A semi-structured questionnaire was constructed and served as the main systematic inquiry device. Other sources of evidence included direct observation, documents, and surveying. The qualitative and quantitative database provided a rich source of contextual and numeric findings. These findings, along with implications for further research and applications in practice, have lead to a very useful original financial model for Strategic Marketing Management (SMM) as outlined in the project goal and objectives. This model shows that the market environment (external to the agribusiness) for a given product(s) or service(s) can be defined in terms of buyer segments, volumes purchased, prices paid, seasonal impacts, and market shares. Given these factors, the
agribusiness can then (internally) respond, organize, perform, invest, and form successful strategies to meet the needs of their market (customers). The main focus this year was on Specialty and Identity Preserved Crops.
Impacts
This research increases the probability of success for existing and new value-added agribusinesses in the state and region. Senior-level agribusiness leaders/managers/educators are: 1) more aware of emerging marketing opportunities; 2) able to learn and use new attitudes, knowledge, and skills profitably; 3) increase their individual, and small and large group financial impact within their organizations; and 4) improve and increase the human and economic incentives, rewards, and support mechanisms to the benefit of the organization as a whole.
Publications
- Kraenzel, D.G. 2001. Building working relationships in agricultural marketing. Journal of Extension. Lafayette, Indiana: Purdue University. (39) 1. Available: http://www.joe.org/joe/2001february/tt1.html
- Kraenzel, D.G., and McWilliams, D. 2001. A general introductory fact sheet: Improving farm income through specialty and identity preserved products. NDSU Extension Report SFP-001. North Dakota State University. ND Agr. Exp. Sta. March.
- McWilliams, D., and Kraenzel, D.G. 2001. Non-GMO soybeans: Improving farm income through specialty and identity preserved products. NDSU Extension Report SFP-002. North Dakota State Univeristy. ND Agr. Exp. Sta. March.
- Kraenzel, D.G., and McWilliams, D. 2001. Organic food-grade soybeans: Improving farm income through specialty and identity preserved products. NDSU Extension Report SFP-003. North Dakota State University. ND Agr. Exp. Sta. May.
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Progress 10/01/99 to 09/30/00
Outputs
The initial project focus was on the conceptual and theoretical development of project objectives 1 and 4. A visual figure was developed depicting and discussing the strategic interrelationships between the external strategic market management (SMM) framework and an organization's internal financial performance structure. These interrelationships synthesize to form an overall agribusiness strategy in pursuing market opportunities. The pilot economic model focused on a hypothetical Extension distance education market application. The management assumption was at the senior-executive administrator level. These initial conceptualizations contribute to further development of objective 1: designing a method for identifying lucrative market opportunities and objective 4: developing market information and educational materials for targeted audiences to include producers, in-service extension personnel, agribusinesses and agribusiness related businesses. The central project
premise is to discover, analyze and select potentially lucrative markets prior to agricultural production or providing services. The analysis will include discovering unmet needs, wants, desires and fears of the prospective clientele and then supply the desired agricultural product forms and the associated services to meet that identified unmet market demand.
Impacts
Profitable value-added agribusinesses are one positive alternative for individuals and firms seeking a sustainable competitive advantage in agriculture. This critically needed economic analysis tool assists senior-level agribusiness leaders/managers/educators in capitalizing on emerging value-added market opportunities. Agribusiness success holds the potential to create stable employment, increase the tax base, contribute to thriving communities and consider environmentally friendly agricultural enterprises, thus adding to North Dakota's long term economy.
Publications
- Kraenzel, D.G., and Smith, T.W. 2000. Activity-Based-Costing Models: A Constructive Real-Time Mechanism (RTPM) Feature in the University of Wisconsin Model. Proceedings: 16th Annual Conference on Distance Teaching and Learning. August 2-4, 2000. Madison, Wisconsin: University of Wisconsin-Madison System. P. 243-250.
- Kraenzel, D.G. 2000. The Revolving Client Pool (RCP): One Solution to Value-Added Programming Challenges. Journal of Extension. Lafayette, Indiana: Purdue University. (38) 6. The Journal is in electronic format only at: http://www.joe.org/joe/2000december/index.html
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