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2009-082 Samen werken aan samenwerking - Lei

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24<br />

Table 1 Developments and trends in the macro environment around<br />

Aspect of the<br />

macro environment<br />

firms<br />

Major developments<br />

Demographic Growth of the world population; more multicultural characteristics<br />

through increasing immigration<br />

Sociocultural Individualisation; people, planet & profit; food safety & quality; interest<br />

in health; relationship between farmer and citizen<br />

Ecological Climatic change; increasing interest in the environment; depletion of<br />

natural resources (e.g. fossil fuels); the environment<br />

Economic Increasing prosperity; globalisation; liberalisation of markets; emergence<br />

of low-wage countries and new economies (e.g. China and India)<br />

Political-legal More laws and rules concerning the environment, welfare, health,<br />

food safety & nature<br />

Technological Innovations for more sustainability (environment, animal welfare);<br />

mechanisation, automatisation, robotisation<br />

The degree to which trends and developments affect agriculture and pertinent<br />

SMEs differs per sector and per entrepreneur. How well entrepreneurs and<br />

sectors anticipate the developments depends on their innovative power - and<br />

that power can differ enormously.<br />

In two workshops, the participating entrepreneurs and advisers mentioned<br />

expansion, liberalisation, and knowledge management and knowledge construction<br />

as important developments. According to the participants, future-focused<br />

entrepreneurship requires attention to market orientation, expansion, specialisation,<br />

horizontal (across sector borders) and vertical cooperation, chain integration<br />

and multifunctional developments (e.g. mini-campsites on farms, social<br />

healthcare, nature & water management services), increase of turnover or margins,<br />

and public acceptance.<br />

Increasing complexity is putting higher demands on entrepreneurs’ management<br />

and capabilities, for example, on their strategic orientation, network<br />

capabilities, external focus, self-reflection and creativity. Whether individual entrepreneurs<br />

decide to cooperate depends very much on their strategic orientation<br />

and personal drive.<br />

Although competition between entrepreneurs is increasing, this does not<br />

form an obstacle to cooperation; in fact, it is a stimulus. A number of entrepre-

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