2009-082 Samen werken aan samenwerking - Lei

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Table 2 Strategies that match the trends and developments expected
in the period until 2020; after Porter (1980) (continued)
Type of
Strategy or focus
market low costs/cost leadership added value/differentiation
Pig, poultry
& veal calf
husbandry
Reconstruction
Dairy farming Product innovation
New market
General Webshops; new markets outside EU
(e.g. China)
Greenhouse
horticulture
Vertical integration; multifunctionality;
nature management services; tourism;
social healthcare; nature &
landscape management; education;
relationship farmer-citizen
Energy production; CO 2 utilisation Health-improving snacks
Field & garden
Emotion & exclusivity; traditional
horticulture
varieties & species
Arable farming Biofuel crops Production of ingredients (e.g. for
production of medicine)
Pig, poultry Manure co-processing Full utilisation of all parts after
& veal calf
slaughter; animal-friendly housing;
husbandry
manure processing
Dairy farming Manure co-processing Extra health-improving milk
There are great differences in strategy or focus between the various sectors.
In a context of globalisation and liberalisation, the focus is mainly on the
stabilisation of market shares through cost reduction. Expansion, automatisation
and/or robotisation, yield increase and resistance against diseases contribute
to that goal.
The opportunities for the creation of added value and discerning power lie
mainly in such aspects as freshness, health, taste and convenience. Organic
and regional products in all sectors have a higher added value than standard
products, but have higher production costs. A professional approach can give
this strategy more vitality.
All sectors can aim for a lower cost price by opening up new markets outside
the EU. However, adding value has more potential for success. Most agricultural
and horticultural firms are situated in the countryside, which creates the