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November 1, 2009
research in
livestock market risk
management, beef demand … handling, food safety,
price risk management and
analysis … contracts.
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May 19, 2014
Agribusiness Papers
Starbird, 2005), the potential risks
associated with a stained … knowledge about those at risks and the factors that contribute … nutrition and food security risks provide better policy instruments …
January 1, 2009
Animal ID & Traceability
The first set of scenarios compare doing nothing (status quo) to adopting
full animal tracing for just the bovine sector. The bovine sector is the
focus here because it is it the sector among bovine, porcine, ovine, and
poultry that would incur the largest adoption cost of NAIS practices.
Under the status quo scenarios, we further explore what the impacts are
if by doing nothing we also lose export market access. We are likely to
lose export market access over time if we do not adopt NAIS practices,
even without any major market or major animal disease event, because
the international marketplace is making animal identification and tracing
systems the norm and any country that does not conform will have less
market access.
Table 2 summarizes the total loss per head to producers in the beef
sector, after all markets adjust as a result of not adopting NAIS practices
(i.e., status quo) under 0%, 10%, 25%, and 50% permanent export
market losses for beef. If we do nothing to adopt NAIS, and nothing
happens to export markets, the result is no cost, no market loss. If we do
nothing and we lose market access, which we believe is likely, the beef
industry will suffer losses. The losses would amount to $18.25 per head if
we do not adopt NAIS and we lose 25% of export market share. To put
this into perspective, this would be about like losing access to the South
Korean export market at 2003 export market shares.
Table 2. Net Annual Loss in Beef Producer Surplus from Status Quo
with Varying Export Market Losses
Export Market Loss Incurred
0% …
Summary Book - All Counties
23
2020 Crop Profit Centers … a measure of the economic profitability of the farm including opportunity … Charges) / VFP
Operating Profit Ratio (Line 60)
Provides …
September 1, 2009
Assessing Business Opportunities
Abstract
Business development is crucial for sustained economic progress and individual well‐being.
This paper describes how to provide support for business development efforts in communities
in conflict environments or only recently emerged from conflict environments. It uses the
Cascade Approach® to provide a clear and practical framework for developing businesses that
are carefully and deliberately discovered by people who are passionate about them and are
capable of marshaling the requisite resources to transform ideas into exploitable value.
The author is an assistant professor in the Department of Agricultural Economics, Kansas State
University. He may be reached by telephone at (785) 532‐3520 and by email at
vincent@ksu.edu.
There are worksheets accompanying this paper and they are available at www.Agmanager.info.
Contents
INTRODUCTION ............................................................................................................................... 1
Research Problem and Paper Outline ......................................................................................... 1
PART I: PHILOSOPHICAL FRAMEWORK ........................................................................................... 3
The Geography of Economic Thought ........................................................................................ 3
Our Assumptions Are Not Necessarily Universal ........................................................................ 4
Establishing the Purpose for Action ............................................................................................ 6
PART II: OPPORTUNITY DISCOVERY AND ASSESSMENT.................................................................. 8
Defining the Person Searching for Opportunities ....................................................................... 8
The Conscious Search for Opportunities .................................................................................... 9
Assessment of Identified Opportunities ................................................................................... 11
Transforming Opportunities into Exploitable Value ................................................................. 12
Marshaling of Strategic Resources ........................................................................................... 16
Assigning Responsibilities ......................................................................................................... 18
PART III: FROM STRATEGIC THINKING TO STRATEGIC ACTION .................................................... 19
There Are No Islands ................................................................................................................. 19
Executing the Ideas ................................................................................................................... 20
There Are No Linearities, Expect Breakdowns .......................................................................... 22
CONCLUSION ................................................................................................................................. 23
REFERENCES .................................................................................................................................. 24
1
Practical Strategies for Business Development in
Conflict and Post‐Conflict Environments
Vincent Amanor‐Boadu
August 2009
INTRODUCTION
Conflicts can have adverse effects on people’s decision‐making capacity
and influence their relationships. This is because conflicts affect the
sensemaking that people bring to events and situations. Entrepre …
April 17, 2024
Hog Pricing
also directs the
Center for Risk
Management Education and … Joe’s
work focuses on risk
management and policy
solutions … innovative, resilient
and profitable. He is a
dedicated leader …
September 5, 2017
Grain Market Outlook
as ethanol plants on September 1st ranged from $3.22 ¾ ($0.35 under
Page | 2
DEC) to $3.72 ¾ ($0.15 over DEC) – indicating continuing strength in ethanol demand for corn in Kansas and
nationwide. While the “large supply and tight storage availability” situation still predominates in local Kansas
grain markets, it is a positive that Kansas cash corn prices have avoided falling down to USDA loan rate levels.
3. Major Corn Market Considerations for Fall 2017 through Spring 2018
First, large beginning stocks of U.S. corn coming into “new crop” MY 2017/18 have been a “mitigating”
factor limiting the response of the corn market to 2017 summer production risk. The corn market has b …
August 19, 2016
General Session Presentations
2016 Risk andProfit Conference
General Session … Copyright © 2016 AgResource Company. All Rights Reserved.
A Long‐Term View of Crop Prices:The Landscape Has Changed for US Crop Ag (Risk & Profit Conference. Manhattan, KS. Aug 19, 2016)
Daniel W BassePresident AgResource Company
Daniel W BassePresident AgResourceChicago, IL January 2016
Daniel BassePresident March 2016Bill Tierney, Ph.DChief Economist AgResourceChicago, IL 60606
Copyright © 2013 AgResource Company. All Rights Reserved.v …
May 9, 2013
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Representative Barometer for Trends in Profitability
February 13’: -$174.02/steer … – Decision aides, these events, regularly updated
online …
January 1, 2011
Land Leasing
Forms
provided by the North Central Risk Management Education
Center … expenses for tax purposes.
• Risks due to low yields or prices … yields or prices, as well as
profits from high yields or prices …