What is the guiding philosophy of industrialized walnut management

  1. What is industrialized walnut management? The essence of industrialized agricultural management is to use the methods of managing modern industry to organize modern agricultural production and management. It is oriented by domestic and international markets, centered on improving economic benefits, supported by scientific and technological progress, and revolves around pillar industries and leading products, optimizing and combining various production factors, and implementing regional layout, specialized production, integrated management, socialized services and enterprise-style management for the agricultural and rural economy, forming an economic management system and operating mechanism in which the market drives the leading enterprises, the leading enterprises drive the bases, and the bases connect with farming households, integrating planting and breeding with processing, production with supply and marketing, domestic and foreign trade, and agriculture with science and education.

  The guiding philosophy for developing industrialized walnut management is: centering on the main thread of the strategic adjustment of the agricultural and rural economic structure and increasing farmers' incomes, following the laws of the market economy, driven by institutional innovation, operational mechanism innovation and technological innovation, vigorously raising the level of industrialized walnut management, enhancing the ability of China's walnut industry to participate in international competition, and laying a solid foundation for realizing the modernization of the walnut industry.

  Industrialized walnut management is an important driving force for the strategic adjustment of the agricultural and rural economic structure. Solving the problem of scattered farming households adapting to the market and entering the market is a difficult point in the strategic adjustment of the economic structure and bears on the success or failure of structural adjustment. At present, although cadres and the masses have a certain degree of understanding of the importance and urgency of structural adjustment, this major task of structural adjustment has not yet been fully accomplished, and the problems in structure, in variety and quality, and in layout have not yet been fundamentally solved. Farmers are still not entirely clear about what to plant, what to raise, and what to develop, and some even have many misgivings; in some cases even our grassroots cadres are not entirely clear either. This is specifically reflected in: the market is still hard to read accurately, the paths for development are still not broad, and information and technical services for farmers are still relatively lagging. On the whole, there is still a lack of clear planning, and to varying degrees there is simple imitation of experience and models from other places. To keep advancing structural adjustment toward the depth and breadth of agriculture, one point is particularly important: it is necessary to organically connect the small-scale production of millions of households with the ever-changing large market. The leading enterprises of industrialized agricultural management have the ability to open up markets and win markets, and are the backbone force driving structural adjustment. In a sense, when farming households find a leading enterprise, they have found the market. When leading enterprises lead farming households into the market, agricultural products have stable sales channels, which can effectively reduce market risks and reduce the blindness of structural adjustment, while also reducing direct administrative intervention by the government in production and business activities. Industrialized agricultural management plays an increasingly prominent role in optimizing the variety and quality structure of agricultural products and the industrial structure, and in driving large-scale production and regional layout of agriculture.

  2. The guiding philosophy for developing industrialized agricultural management: centering on the main thread of the strategic adjustment of the agricultural and rural economic structure and increasing farmers' incomes, following the laws of the market economy, driven by institutional innovation, operational mechanism innovation and technological innovation, vigorously raising the level of industrialized agricultural management, promoting the improvement of the overall quality and benefits of agriculture, enhancing the ability of agriculture to participate in international competition, and laying a solid foundation for realizing agricultural modernization.

  Industrialized walnut management should be oriented by domestic and international markets, centered on improving the economic benefits of walnut growers, and become a pillar industry and leading product in local agricultural production, displaying the characteristics of specialized production, integrated management, socialized services and enterprise-style management, closely combining production with supply and marketing, trade with industry and agriculture, and science and technology, to form a streamlined operational mechanism. The basic features of walnut industrialization should include three aspects: market orientation, intensification and socialization, and its management models mainly include the leading-enterprise-driven type, the intermediary-organization-driven type, the wholesale-market-driven type, the specialty-industry-driven type, and the agricultural-park-driven type.