1Preface
23111.4 References
21.Everything about the Global Agri-Food System
23212.A Brief About Production and Inventory Management
31.1.What is Agri-Food System?
23312.1 What is Production?
41.2.Evolution of Agriculture and Food Distribution
23412.2 What is Inventory Management?
51.3.Cultivation of Various Plants
23512.3 Management Information System (MIS)
61.3.1 Cereals (8000-2500 BC)
23612.3.1 Origins and Evolution
71.3.2 Vines and Olives (4000-3500 BC)
23712.3.2 MIS and Small Business
81.3.3 Cotton and Rice (2500-1700 BC)
23812.3.3 Defining Cost
91.3.4 Sugar (4th Century BC)
23912.3.4 Contribution
101.3.5 Tea (4th Century BC)
24012.3.5 Pricing Strategy
111.3.6 Potatoes (AD 200)
24112.3.6 Long-Term v/s Short-Term Strategies of Pricing
121.3.7 Tobacco (Before 15th Century)
24212.4 Inventory Management
131.3.8 Chocolate (Before 15th Century)
24312.4.1 Significance of Inventory Management
141.3.9 Coffee (15th Century)
24412.4.2 Inventory Management Methods
151.3.10 Irish Potatoes (17th Century)
24512.5 References
161.4. Revolution in Agriculture during Mid 17th Century and 19th Century
24613.Brief About Basic Accounting Documents
171.5. The Changing Perception of Food with Agri-Food System with Technology
24713.1 Introduction to basic accounting documents
181.5.1 Flying Shuttle
24813.2 Balance Sheet
191.5.2 The Seed Drill
24913.2.1 Assets
201.5.3 Spinning Jenny
25013.2.2 Liabilities
211.5.4 Cotton Gin
25113.2.3 Owner Equity
221.6. Top Practices in Agricultural Filed During Industrial Revolution
25213.3 Income statement: 13.3.1 Preparation of the Statement
231.6.1 Crop Rotation
25313.4 References
241.6.2 Other Practices in Industrial and Agricultural Revolution
25414.Using Accounting Information for Business Control and Planning
251.7 Significance of the Agricultural Revolution
25514.1 Comparative Statement Analysis
261.8 Social Impact of Agricultural Revolution
25614.1.1 Horizontal Analysis
271.9 The Future of the Agri-Food System
25714.1.2 Vertical Analysis
281.9.1 Food Demand Increases
25814.1.3 Net Working Capital Analysis
291.9.2 New Generation Farmers
25914.1.4 Ratio Analysis
301.9.3 Evolution to High-Tech Solutions
26014.2 Pro Forma Cash Flow Budgets: 14.2.1 Developing Pro Cash Flow Budgets
311.9.4 Gene-Edited Crops
26114.3 References
321.9.5 Plant Crop Management
26215.Capital Budgeting I: Principles and Procedures
331.10 References
26315.1 Introduction
342.The Agribusiness Manager
26415.2 Importance of time value in the capital budgeting
352.1 Introduction
26515.3 Capital budgeting with the throughput analysis
362.2 The Development of the Business Management Profession
26615.4 Capital budgeting through the DCF analysis
372.2.1 Bachelor’s degree in Agriculture
26715.5 Accounting rate return method ARR
382.2.2 Associate of Applied Science in Farm Management
26815.6 Net present value NPV method
392.2.3 Certification in Farm Management
26915.7 Internal rate of return IRR
402.2.4 Master of Science in Agricultural Economics
27015.8 Profitability index PI
412.2.5 Popular Career Options
27115.9 Total cost approach
422.3 The Role of Business Management in Agribusiness Success
27215.10 Project Profitability Index PPI
432.3.1 Finance
27315.11 Simplest capital budgeting form
442.3.2 Information Services
27415.12 Importance of the capital budgeting
452.3.3 Transfer of Technology
27515.12.1 Long term risks due to Investments
462.3.4 Marketing
27615.12.2 Heavy Investments and Irreversible Ones
472.3.5 Management Personnel
27715.12.3 Long run in the Business
482.4 Business Decision Making: 2.4.1 Common challenges of decision making
27815.13 Significance of the capital budgeting
492.5 The Four Functions of Management
27915.14 Principles of capital budgeting
502.5.1 Planning and Decision Making
28015.14.1 Decisions based on the cash flow income
512.5.2 Organizing
28115.14.2 Timing of Cash Flow
522.5.3 Leading
28215.14.3 Considering the Opportunity Cost
532.5.4 Controlling
28315.14.4 Cash Flow Adjustment
542.6 Agribusiness Management Is a Dynamic, Continuous Process
28415.14.5 Financing Costs
552.7 References
28515.15 The time value of money
56The Planning Function
28615.15.1 Time value
573.The Role of Marketing in Agribusiness
28715.15.2 Discount rate
583.1 Understanding the Mission of Marketing: 3.1.1 Mission of Marketing
28815.15.3 Converting values
593.2 Role of Marketing in the development of Economy: 3.2.1 Effect of Marketing at Different Levels of Economy
28915.15.4 Methods
603.3 Role of Marketing for the growth of Agribusiness
29015.16 Payback period
613.3.1 Importance of Meeting Customer Needs
29115.16.1 What is a Payback Period?
623.3.2 Effectiveness of Marketing System in Meeting Customer Needs
29215.16.2 Capital Budgeting and the Payback Period
633.3.3 Pre-requisites for having an Effective Economic System
29315.17 Importance of the time value of money in the capital budgeting decision
643.3.4 Approach of Marketing Individuals
29415.17.1 Basics
653.4 Evaluation of the Performance of Marketing System: 3.4.1 Effect of performance evaluation of Marketing System
29515.17.2 Opportunity Cost
663.5 Agricultural Marketing Infrastructure
29615.17.3 Present and Future Value
673.6 References
29715.17.4 Capital Budgeting Uses
684.A Brief about Marketing Management
29815.18 Reference
694.1 Marketing Strategy
29916.Capital Budgeting II: Applications
704.2 The changing role of marketing within Agribusiness
30016.1 The Discount Rate
714.3 Four functions of management
30116.2 Cost of the capital
724.3.1 Planning
30216.3 Creating a capital budget with the project funding allocations
734.3.2 Organizing
30316.3.1 The Capital Basic Budget Creation
744.3.3 Directing
30416.3.2 Creating the Capital Budget with the project Funding Allocations, Scenarios, and Analysis
754.3.4 Controlling
30516.3.3 Estimating Cash Flows
764.4 Marketing Mix – 4 P’s of marketing
30616.3.4 Cash Flows and Not Accounting Income
774.4.1 Product
30716.3.5 Incremental Cash Flows
784.4.2 Price
30816.3.6 Timing of the Cash Flows
794.4.3 Place
30916.3.7 Taxation
804.4.4 Promotion
31016.4 Mutually exclusive investments
814.5 Business plan
31116.4.1 The Decision Rule
824.5.1 Research
31216.4.2 Opportunity Cost and Mutually Exclusive Options
834.5.2 Purpose
31316.5 Dealing with Uncertainty and Risk
844.5.3 Profile
31416.5.1 Certainty Equivalent Approach
854.5.4 Business Aspects
31516.5.2 Risk-adjusted Discount Rate
864.5.5 Marketing Strategy
316The Financial Feasibility Evaluation of Adding a Liquid Fertilizer Line to a Farm Supply Business:
874.5.6 Readers Friendly
317Deciding whether to Lease, Buy or Borrow
884.5.7 Dedication
318Three types of Leases
894.5.8 Financial Planning
319Terminating the Lease
904.5.9 Budget
320Expiration of the Lease
914.6 Marketing Plan
321Reference
924.6.1 Executive Summary
322Directing Function
934.6.2 Marketing Goals
32317.Brief About Human Resource Leadership
944.6.3 Target Users
32417.1 Introduction
954.6.4 Learn about your Competitors
32517.2 Directing Means Leading People, Not Managing Things: 17.2.1 Meaning of Direction
964.6.5 Set threshold values for your plan
32617.3 Five Tips on Leading People
974.6.6 Formulate Actions
32717.3.1 Establish Trust First
984.6.7 Marketing Mix
32817.3.2 Know the Matters
994.6.8 Marketing Budget
32917.3.3 Walk-in their shoes
1004.6.9 Track your work
33017.3.4 Over-communicate
1014.7 Analyzing market potential
33117.3.5 Growth for your People
1024.7.1 Market Size
33217.4 Understanding Human Motivation
1034.7.2 Market Growth
33317.4.1 Self-actualization
1044.7.3 Profitability
33417.4.2 Self-protection
1054.7.4 Competition
33517.4.3 Love and Belonging
1064.7.5 Product and Consumer Type
33617.4.4 Esteem/Status
1074.8 Case study – How Heinz Foodservice boost its sales
33717.4.5 Mate Acquisition
1084.9 References
33817.4.6 Mate Retention
1095.How to Understand Consumer Demands
33917.4.7 Physiological Needs
1105.1 The demands of the consumers
34017.5 Fulfilling Physiological Needs
1115.1.1 Fresh Food
34117.5.1 Physiological Needs
1125.1.2 Vegan/Vegetarian Products
34217.5.2 Security and Safety Needs
1135.1.3 Dine Out
34317.5.3 Social Needs
1145.1.4 Doorstep Delivery
34417.5.4 Esteem Needs
1155.1.5 Ready to Eat
34517.5.5 Self-Actualization Needs
1165.2 Factors influencing consumer demands
34617.5.6 How to Apply Maslow’s Theory to the Workplace
1175.2.1 Biological Factors
34717.6 Developing a Work Environment Where Everyone Seeks to Excel
1185.2.2 Economic Factors
34817.6.1 Understand Your Employer’s Purposes
1195.2.3 Social Factors
34917.6.2 See Likes and Dislikes of Your Boss
1205.2.4 Taste and Preferences
35017.6.3 Show Up for Your Team
1215.2.5 Geographic Factors
35117.6.4 Learn to Understand Your Coworkers
1225.2.6 Difference in the Price of Similar Products
35217.6.5 Enhance a Positive Approach
1235.3 Impact of price changes on sales
35317.6.6 Get Feedback Quickly
1245.4 References
35417.6.7 Intend a Professional
1256.How To Stay Competitive in Agribusiness Management
35517.6.8 Indicate a Problem Solver
1266.1 Introduction
35617.6.9 Use Initiative
1276.2 How Strategic Management Fits in
35717.6.10 Improve Your Talent Attitude
1286.3 What is Strategic Management?
35817.6.11 Volunteer During New Projects
1296.4 Porter’s Five Forces Model
35917.6.12 Perform a Design
1306.4.1 Threats to New Entrants
36017.7 Management Styles: 17.7.1 Source of Management Styles
1316.4.2 Threats of Substitutes
36117.8 Communication and Feedback
1326.4.3 Bargaining Power of Customers
36217.8.1 Prime Features
1336.4.4 Bargaining Power of Suppliers
36317.8.2 Usefulness
1346.4.5 Rivalry Among Existing Competitors
36417.8.3 Stages of Communication
1356.5 References
36517.8.4 Ready to Change Acceptance
1367.Forecasting in Agribusiness
36617.8.5 Comments Receiving
1377.1 Introduction
36717.9 Management by Objective
1387.1.1 Strategic Planning and Decision-making
36817.9.1 What is Management by Objectives?
1397.1.2 Finance and Accounting
36917.9.2 Management by Objectives steps
1407.1.3 Marketing
37017.10 Leadership and the Superior-Employee Relationship
1417.1.4 Operations and Supply Chain
37117.10.1 Introduction
1427.2 The basics of forecasting
37217.10.2 Fundamental Competencies of Leadership
1437.2.1 Problem Definition
37317.10.3 Leadership Competencies Globally
1447.2.2 Gathering Information
37417.11 References
1457.2.3 Preliminary Analysis
37518.Detailed Overview of Human Resources Management
1467.2.4. Deciding Forecasting Model
37618.1 History of HRM
1477.2.5 Evaluation of Results
37718.1.1 The Commodity Concept
1487.3 Forecasting Procedures
37818.1.2 The Factor of Production Concept
1497.3.1 Average Method
37918.1.3 The Paternalistic Concept
1507.3.2 Naïve Method
38018.1.4 The Humanitarian Concept
1517.3.3 Drift Method
38118.1.5 The Behavioral Human Resource Concept
1527.3.4 Delphi Method
382The Emerging Concept
1537.3.5 Forecasting by Analogy
38318.2 Human resource planning - Determining a Firm’s Personnel Needs
1547.3.6 Forecasting by Scenario
38418.2.1 Recruiting strategies
1557.3.7 Time-Series Method
38518.2.2 Recruitment Method
1567.3.8 Exponential Smoothing
38618.2.3 Develop a Staffing Plan
1577.3.9 ARIMA Model
38718.2.4 Determine Staffing Needs
1587.3.10 Artificial Intelligence
38818.2.5 The Importance of Strategic Staffing
1597.4 Using Forecasts
38918.3 Recruiting Personnel
1607.4.1 Inherent Assumptions
39018.3.1 The Process of Recruitment
1617.4.2 Update Forecasts
39118.3.2 Getting Human Resources
1627.4.3 Alternative Outcomes
39218.3.3 Sources of Manpower
1637.4.4 Evaluate Forecast Accuracy
39318.3.4 Methods of Recruitment
1647.4.5 Combining Forecasts
39418.4 What is Selection?
1657.5 Use of Futures Markets to Forecast Future Prices
39518.4.1 The Selection Process
1667.6 References
39618.4.2 Selection Tests
1678.Budgeting Related to Agribusiness
39718.5 Interview
1688.1 The purpose of the budget
39818.5.1 Meaning and Purpose
1698.2 Types of farm budgeting
39918.5.2 Types of Interview
1708.2.1 Partial Budgeting
40018.6 Brief about Placement
1718.2.2 Enterprise Budgeting
40118.6.1 Induction
1728.2.3 Cash Flow Budgeting
40218.6.2 Outsourcing
1738.2.4 Complete or Whole-farm Budgeting
40318.7 Retention of personnel
1748.3 An application of budgeting
40418.7.1 Employee Retention
1758.4 Benefits of budgeting
40518.7.2 Why do Employees Leave?
1768.5 Limitations of budgeting
40618.7.3 Why Employee Retention is Important?
1778.6 Budget time frame
40718.7.4 Employee Retention Strategies
1788.6.1 Monthly Budget Cycle
40818.7.5 Employee Recognition
1798.6.2 Quarterly Budget Cycles
40918.7.6 Performance Appraisals
1808.6.3 Annual Budget Cycles
41018.7.7 Retention tools and Resources
1818.7 Reference
41118.8 Determining Pay Levels
182Organizing Function
41218.8.1 Structured Employee Compensation
1839.Organizing your success in Agribusiness
41318.8.2 Salaries Primarily Based on
1849.1 Introduction
41418.8.3 Basic of Pay Structure
1859.2 Need for critical task identification for any organization
41518.8.4 Determine the form of your Employee Compensation Structure
1869.3 Principles of Organizational Design
41618.8.5 Ways to set the pay grades
1879.3.1 Organizing the firm by Various Parameters
41718.9 Training and education
1889.3.2 Ways of Implementing the Restructuring in an Organization
41818.9.1 Training
1899.3.3 Initial Process Before Undergoing Restructuring
41918.9.2 Definition of Education
1909.4 Decision-Making Approaches
42018.9.3 Key Differences between Training and Education
1919.5 Place of taking the Decisions
42118.10 References
1929.6 Selection of the right organizational structure
42219.Personal Selling: More than just Sales
1939.7 References
42319.1 Different approaches in personal selling
19410.Choosing the Right Legal Structure
42419.1.1 Internal Selling
19510.1. Sole Proprietorship
42519.1.2 External Selling
19610.2. Partnership
42619.2 The important elements of personal selling
19710.3. Corporation
42719.3 The two faces of personal selling
19810.3.1 Formalities
42819.3.1 Advantages
19910.3.2 Management
42919.3.2 Disadvantages
20010.3.3 Transferability of Stock
43019.4 How to determine the right call for personal selling?
20110.3.4 Continuity
43119.5. Big businesses and direct selling- Does the combination fit?
20210.3.5 Liability
43219.6 Purpose of Personal selling
20310.3.6 Tax Treatment
43319.7. Objectives of Personal selling
20410.4. Limited Liability Corporation
43419.8 Values
20510.4.1 Formality
43519.9 Sales as a career- Rewarding or Depressing?
20610.4.2 Management
43619.9.1 Money: An Important Factor
20710.4.3 Transferability of Interest
43719.9.2 Job assurances until you are valuable
20810.4.4 Continuity
43819.9.3 Deciding your Daily Schedule
20910.4.5 Liability
43919.9.4 Getting to know Different People
21010.4.6 Tax Treatment
44019.9.5 Handling Objections
21110.5. Comparing Legal Structures
44119.10 References
21210.5.1 Sole Proprietorship
44220.How to Develop a Workable Approach to Agribusiness Management
21310.5.2 Partnership
44320.1 Introduction
21410.5.3 Corporations
44420.2 Revenues
21510.5.4 Limited Liability Corporation
44520.2.1 Changing Customer Needs
21610.6. Case Study: Capital City Farmers Market
44620.2.2 Expanding Market Area
21710.6.1 Decision -1:- Becoming “ Capital City Farmers Market, Inc.”
44720.2.3 Degree of Competition
21810.7 Reference
44820.2.4 Changing the Definition of Value
219Controlling Function
44920.2.5 Keeping Customers Aware of a firm’s Products
22011.Economic Policies for Organizing Production
45020.3 Costs
22111.1 Introduction
45120.4 Information
22211.1.1 Planning
45220.4.1 Formal Communication
22311.1.2 Scheduling
45320.4.2 Informal Communication
22411.1.3 Organizing
45420.5 People
22511.1.4 Implementation
45520.5.1 Formal Monitoring
22611.1.5 Monitoring
45620.5.2 Informal Monitoring
22711.2 Production process
45720.6 References
22811.3 Production function
458Abbreviations
22911.3.1 Increasing Production Function
459Index
23011.3.2 Decreasing Product Function
