RELYING ON EXTREME WEATHER EVENTS FALLS WELL-SHORT OF A LONG-TERM STRATEGY FOR SUCCESS

Relying on extreme weather events might well offer a cash windfall and boost profit margins for a window in time, but it falls well short of a long-term strategy for success. Yet at a time when the industry needs to get smarter, more and more we’re
hearing growers talk about factors out of their control as being their salvation. This mindset is only fraught with problems – not only does individual saviour come at the expense of another grower somewhere else in the country, it’s impossible to plan for. At best it’s a chance roll of the dice and, inevitably, what might be your gain this time will be your loss next time around.

Nothing, replaces the value to be had from planning and nothing ensures a profitable and sustainable business model more so than planning. Planning based on key market insights and access to the knowledge and skills required to leverage
those insights.

Change is the new norm within our industry. Understandably, many growers are feeling vulnerable in their ability to adapt, and the pace of change we’re experiencing leaves some feeling ill-equipped to keep up. Certainly, the pressure of
change impacts all aspects of the business and when you fall behind, the temptation is to put your head in the sand and hope for the best – like another weather event that rips supply out of the market and infl ates returns for a fortunate few. But we can do much better than this. And we need to do much
better than this.

If we’re to survive and prosper, we need to ingrain strategic and long-term planning into our approach to business.

Planning is not a science, but it is a discipline. Effective planning simply comes down to getting the fundamentals right – understanding the market outside of the farm gate and adjusting growing and sales strategies and sales channels, accordingly, to maximise market opportunities. Overlay this with looking at ways to mitigate against weather events and climate change, more generally, and the business moves from one that is at the mercy of the consumer and mother nature, to one where we collaboratively control and lead the market.

As a company we’re constantly investing in IP to both develop hardier strains and the next new line of produce, monitoring consumer trends in consumption and the quality-price convenience trade-off s that influence buying behaviour, and looking for export and domestic opportunities to add other sales streams which optimise value for growers.

As your grower cooperative, MG’s role is to support you in optimising your business success through sound advice based on technical expertise, market knowledge and industry relationships. Together, we can better leverage existing market opportunities and open up new ones. A strong and sustainable future is a goal we all share and one that we need to plan for and navigate together.

Peter Hendry

CEO