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8 THE RURAL VOICE
WHAT PRICE
SALVATION?
Two academics have caused a bit of
a furor in the farm community lately,
expounding principles that may be acc-
eptable to the general business commu-
nity but which seem to be anathema to
farmers. Let's take a closer look, not
at the details of the ideas, but at the
philosophy behind them.
University of Western Ontario pro-
fessor Dr. Larry Wynant remarked re-
cently that fanning is a business like
any other. Immediately the farm com-
munity took issue with this statement,
but without showing convincingly
why farming should not be considered
in this light.
It should be perfectly clear to even
the most conservative farmer, how-
ever, that unless he adapts normal
business practices on his farm he
cannot survive as a farmer. Normal
business practices include keeping
records of finances and production,
being informed about new farming
practices, and being able to analyze
new practices to see if they could be
adapted to the farm in question.
In these respects, a farm is no dif-
ferent from any other business. The
difference between the business of
farming and the business of manufact-
uring develops when what we know as
traditional farming is compared to a
family manufacturing business that
grows so big that the family is no
longer integrally involved in day to
day decisions. Then the "family busi-
ness" becomes simply the "business."
But the same change can occur on the
"family farm." When the farm gets so
big that the family no longer controls
the decision-making process, the farm
quite simply becomes a "business."
The second proposal making
emotional waves among farmers is the
idea of another University of Westem
Ontario professor (cum beef rancher),
J. Charles Lemmon. The concept of
franchising, he says, could be applied
to farming and thereby save the hide of
a number of farmers.
A franchise is a right, or a privi-
lege, to use something, usually for a
fee. In the case of a farm franchise,
the farmer would have the right to use
the expertise or knowledge of the fran-
chise company.
The Lemmon proposal leaves
room for some flexibility in the owner-
ship of the land. All equipment, how-
ever, would be owned and supplied by
the company and leased to the farmer.
In a case where a farmer already owned
the equipment, the company could buy
it from the farmer
In the Kentucky Fried Chicken
franchise, for example, the member
must buy and use a secret sauce and
other inputs from the franchise
company. He must also prepare the
food according to a prescribed recipe.
In return, he is supplied with the
guidance required (beginning with
market research to determine if there is
a place for the franchise at the
proposed location) to run a profitable
operation. The profits are split at a
predetermined percentage.
With regard to farming, a franchise
agreement would leave the franchise
buyer with more independence than the
owner of a fast-food outlet and with an
income that would depend mainly on
the farmer's own management skills,
subject only to the rules laid down by
the franchise company.
Operating money would still be
the farmer's responsibility, but when
tallcing with the banker the farmer
would have the company's backing.
It stands to reason that the com-
pany would demand accurate and de-
tailed records of the whole operation,
just as such records are demanded by
any business, as I noted earlier.
For some farmers, such an arrange-
ment could be a way to save the farm.
For others, saving the farm at this
price would be unacceptable — these
people would choose bankruptcy first.
Should a farming franchise be set
up in the future, farmers should take a
close look at it. Rejecting anything
out of hand is not business-like.0
Adrian Vos, from Huron
County, has contributed to
The Rural Voice since its
inception in 1975.