2009-082 Samen werken aan samenwerking - Lei
2009-082 Samen werken aan samenwerking - Lei
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-