agricultural cooperatives in europe: business models and … · 2017-10-05 · cooperatives started...
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Agricultural Cooperatives in Europe:
business models and governance practices
Jos Bijman , Wageningen University, The Netherlands
International Workshop on New Business Models in the Agri-Food
Cooperativism, Valencia, 3 October 2014
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Dr. Jos Bijman
Professor of Management and Organisation, at
Wageningen University since 2003
Research Topics: Structure and strategy of agricultural cooperatives, quality
improvement, internal governance, member commitment,
board-management relationship
Current Projects: Quality Improvement and Value Chain Coordination
Factors determining Member Commitment
New Producer Groups and Innovation
Effectiveness of Board of Directors
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Outline of the Presentation
Definition
Support for Farmers’ Cooperatives (SFC)
Strategies
Performance
Transnationalisation
Internal Governance
Member Commitment
The future
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A matter of definition
“A cooperative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly owned and democratically-controlled enterprise” (ICA / ILO)
A cooperative is an economic organisation characterized by (Dunn, 1988):
User-ownership
User-control
User-benefit
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Where do we come from?
Cooperatives are an invention of second half of the 19th century. As an answer to the problem of failing and missing markets
Also as an answer to social problems and failing government
Cooperatives started small, as community-based enterprises Collective action problems (e.g. free riding) were prevented by strong
social capital (thus, through community governance)
Over time, cooperatives have grown beyond the community
Cooperatives have become more business, and less community-based association
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SUPPORT FOR FARMERS’
COOPERATIVES (SFC)
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Support for Farmers’ Cooperatives (SFC)
Key question: What is the current status of
agricultural marketing cooperatives in the EU, and
what is the role of public policies in supporting the
development of cooperatives?
Project for the European Commission, DG Agriculture
and Rural Development
Carried out in 2011 and 2012
Consortium: 11 partners + 27 cooperative experts (one
from each EU Member State)
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Deliverables of the SFC project
27 country reports
8 sector reports cereals, dairy, F&V, pig meat, sheep meat, olives, wine and sugar
6 cross-cutting theme reports Legal issues, policy measures, internal governance,
internationalization, social and cultural aspects, food chain
34 case studies 18 national/sectoral cases
15 transnational cases
3 other reports A report on development of cooperatives in other OECD countries
A cluster analysis
A typology
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Core concepts in our approach
Institutional Environment
Policy Measures
Performance of Cooperatives
Internal Governance Position in the Food
Chain
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STRATEGY: POSITIONING
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--Marketing and processing---
Input supply
Production
d
,
-
Strategic Positioning
Regional niche coop.
Bargaining coops
Specializd Processing
coops
Large Agribiz coops.
Sca
le / b
ran
din
g / c
ap
ita
l in
ten
se
Selling (or buying)
Clustering of 500 European Cooperatives, clustered on characteristics
(excluding region and policies of the region relevant for those coops)
Federated coops
Supply coops
Emerging coops Production
proces
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Strategic challenges for agrifood cooperatives
Concentrated retail sector Strengthen bargaining power
Food safety and quality Enhance supply chain coordination
Globalisation Grow domestically and internationally?
Attract good managers Change in internal governance?
Finding additional equity capital Need to change ownership structure?
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Bargaining power is crucial
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Traditional vs. modern strategies of cooperatives
Traditional strategies:
Bargaining in input markets and output markets
Reduction of transaction costs
Providing credit / insurance / technical assistance
Modern strategies: Market orientation / customer responsiveness
Quality control / quality assurance
Innovation / product development
Logistic efficiency
+ traditional strategies
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Strengthening value chain coordination:
what is needed to be successful?
Aligning member interests with customer interests
Professionalization of management
Introducing quality control systems
Increase investments in R&D and innovation
Strengthening member commitment
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Conclusion on cooperatives in value chains
Two types of collaboration:
Horizontal collaboration (among farmers)
Vertical collaboration (in value chain)
Key tasks for cooperative leaders:
To align horizontal and vertical collaboration
To organize both cooperation and coordination
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PERFORMANCE:
MARKET SHARE
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Performance of cooperatives
Measuring performance of cooperatives is rather
difficult. There is no agreement among academics
how to measure performance (e.g. growth, profit,
financial ratio’s; member satisfaction, quality of
the services, etc.)
We used three indicators:
Market share
Change in market share
Prices paid to farmers (only in dairy)
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Market share of
cooperatives
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Development of Market Shares
Milk Fruit and Vegetables
1995 2003 2010 1995 2003 2010
AU 90 94 95 n.a. 35 50
B 50 50 66 70-90 85 83
DK 93 97 96 20-25 30 50
FI 94 97 97 n.a. 12 40
FR 49 37 55 35-50 45 35
GE 20 68 65 60 30 40
IT 38 n.a. 42 41 n.a. 50
NL 82 85 90 70-96 85 95
ES 40 40 15-45 50
SW 99 90 100 60 45 70
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Competitive Yardstick Theory
Do cooperatives lead to higher prices?
For the dairy sector, Hanisch et al. (2013) found
that a large market share for cooperatives in a
country leads to a higher price and a lower price
volatility
HANISCH, M., ROMMEL, J. & MÜLLER, M. 2013. The Cooperative
Yardstick Revisited: Panel Evidence from the European Dairy
Sectors. Journal of Agricultural & Food Industrial Organization. Vol 11, pp 151 ff
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Dairy
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INTERNATIONAL GROWTH
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How transnational are cooperatives?
Cooperatives are very international as it comes to selling products
Cooperatives are mainly national as it comes to location of members
Out of the top 500 agricultural cooperatives in Europe, only 46 had members in two or more countries (=transnational cooperatives)
Mainly in Dairy, and Fruit and Vegetables
Mainly in Netherlands, Denmark, Belgium, Austria, Ireland
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Structure and locality
In Southern Europe, ties with local government are still strong; to combine local benefits with scale economies in processing and marketing, federated structures are often used
In Nothern Europe, federated structures are disappearing, due to the need to shorten supply chains and to reduce transaction costs
In France, cooperatives are registered by territory. Through cooperative groups they combine territorial benefits and expansion outside the territory
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INTERNAL GOVERNANCE
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The cooperative as a rowing boat
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Many similarities
Cooperative
Competition
Members
Director(s)
Coordination needed
Assets
Strategy
Rowing boat
Competition
Team
Coxswain (steersman)
Coordination needed
Boat
Direction
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Internal Governance = Corporate
Governance
The corporate governance structure specifies the
distribution of rights and responsibilities to different
participants in the corporation (like Board, managers,
shareholders, employees) and other stakeholders
Corporate Governance in Cooperatives:
Different legislation
Similar issues of control
Key difference: cooperatives is member-based organisation
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How / why is internal governance changing?
Starting point: Every country has its own legislation on cooperatives (and some countries have no legislation)
Need to strengthen member control: Supervisory board
Member Council
Strengthening expertise in Board of Directors
Different Board Structures: Dualist: Clear distinction between Board of Directors and
Professional Management
Monist: Chairman is CEO
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Do internal governance choices matter?
Results from the SFC Project:
The following attributes of “modern” cooperatives
have a positive effect on cooperative performance:
proportional voting rights
professional management
supervisory board, with outsiders
selection of directors based on expertise or product
representation as opposed to regional origin
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Traditional Model of Internal Governance
Governance
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Corporation Model of Internal Governance
Board of Directors =
Supervisory Committee
General Assembly /
Member Council
Election and Appointment
Management
Appointment and Control
Association
Corporation
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MEMBER COMMITMENT
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Why is member commitment important?
A cooperative has voluntary membership; if member are not happy, they will leave (which leads to a
loss for the cooperative)
Decision-making requires member participation in Board, General Assembly, Committees, etc
Members are (main) source of equity capital Uncommited members may not want to provide capital
Commitment reduces transaction costs Committed members are less likely to free ride or side sell
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What type of commitment does cooperative
want from members?
Loyalty = recurrent transaction with cooperative
Effort = investment and participation in the
cooperative
Identity = adherence to strategy and value of the
cooperative
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How to manage member commitment?
Because members have a threefold relationship
with the cooperative, commitment is affected by
all three relationships
But the order is very important:
1. Benefit
2. Control
3. Ownership
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Determinants of member commitment
Economic factors: price/quality ratio of product or services; perceived connection between own success and cooperative success
Organizational factors: active participation; transparant decision-making; communication
Normative factors: socialization, institutionalized norms
Affective factors: cooperative identity, personal preferences, positive experiences
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How do Dutch cooperatives strengthen
member commitment?
Loyalty: Pay good price
Provide good quality services
Effort: Reward participation
Fair return on investment
Identity: Transparancy / Communication
Accountability
Clear leadership
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THE FUTURE OF AGRIFOOD
COOPERATIVES
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Governance and management choices
Strategy: Competition forces cooperatives to make choices: To become more specialized or diversified
To grow nationally or internationally (or even transnationally)
To focus on bargaining power or product development
To remain federated or become integrated
Internal governance: Large, diversified and/or international cooperatives are more prone to
management control problems
Supervision needs to be strengthened
Member – Cooperative Relationship: Member commitment is crucial, but increasingly challenged
This issue needs more attention from board and managers
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The future of agrifood cooperatives
Helping producers to sustainably and
efficiently meet consumer demand for
sufficient and healthy food
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Thank you for your attention
All reports of Support for Farmers’ Cooperatives project can be found at:
http://www.wageningenur.nl/en/Expertise-Services/Research-
Institutes/lei/show/Support-for-Farmers-Cooperatives.htm
For more information on the European Training Programme on
Internationalisation of Agri-Cooperatives:
http://www.wageningenur.nl/en/show/Internationalization-of-
agricooperatives-1.htm