By James G. Brown
Publication via Brown, James G.
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Additional resources for Agroindustrial investment and operations
It offers a wide range of outputs for both domestic and export markets, and for industry and consumers, but it also begins to lose the competitive advantage inherent in its earlier stages of development, when it was transforming local materials with local skills. This maturing agroindustry will now find itself competing with other suppliers for markets at an international level, and it will also have to compete with other sectors of the economy for capital, labor, and natural resources. The pattern just described is, of course, a very generalized one.
This second approach is less likely to experience commercial success because it cannot cope with the dynamic character of markets. " If the response is vague, the organization is not market-oriented. Customers have fairly straightforward needs: They need food for sustenance, clothing for warmth, housing for shelter. But their "wants" are of a more subjective nature. What does this mean for marketing practice? Once their basic needs are satisfied, customers give higher priority to their "wants".
What kind of management, administrative, and planning activities are involved in establishing a successful enterprise; what is the relationship between this investment and national development policy; and are advantages available in the form of incentives and protection if the investment furthers development objectives? Agroindustrial Investment and Operations is primarily a guide for those designing or managing agroindustrial projects. However, it may also be used in academic or professional courses to teach the principles and methodology of agroindustrial project appraisal.