How can modern agricultural industry alliances achieve 1+1+1>3
The establishment of modern agricultural industry alliances is a practical exploration against the broad backdrop of adhering to the household contract management system, cultivating new types of agricultural operating entities, developing various forms of scale management, and building an agricultural operating system that combines intensification, specialization, organization and socialization.
The significance of creating an alliance lies in achieving the goal of 1+1+1>3. It does not simply bundle agricultural enterprises, farmers' professional cooperatives and family farms together, but organically integrates them to maximize operating benefits. Its emergence is of great significance for resolving problems such as the mutual "disconnection" in agricultural production and operation between agriculture and the secondary and tertiary industries, among the three industries within agriculture, between productive forces and relations of production, and among various production factors.
The creation of an alliance cannot be separated from government promotion and guidance. If the government does not promote it and does not provide policy support, new operating entities such as agricultural enterprises, farmers' professional cooperatives and family farms will not spontaneously come together to cooperate, let alone achieve win-win results. With the support of various measures, the alliance achieved sustained, healthy and rapid development. By the end of 2014, the number of alliances in Yongqiao District had grown to 30, including 14 in the grain industry, 5 in the vegetable industry, 5 in the livestock industry, and 6 in other characteristic industries.
The development of an alliance also cannot be separated from the leadership of leading enterprises. Within an industry alliance, agricultural enterprises are the integration of advanced agricultural production factors and have advantages in capital, talent and technology, and they undertake tasks such as the processing and marketing of agricultural products and the unified formulation of production plans and production standards. If the leading enterprises in an alliance do not have strong driving capacity, the advantages of the alliance's various operating entities cannot be fully brought into play, and complementary advantages cannot be realized.
In response to the problems encountered in the growth of alliances, in the next step we will further increase financial support, strengthen financial services, and accelerate the building of the alliance credit system. Based on credit evaluation results, we will encourage financial institutions to issue unsecured or uncollateralized loans to alliance members. For the main products operated by family farms that join an alliance, we will include them in the scope of policy-based agricultural insurance, let them enjoy premium subsidies, and actively promote financing models such as "insurance + credit" and credit guarantee insurance. We will strengthen project support, give priority to arranging eligible alliance members to apply for various national and provincial agricultural projects such as water conservancy facility construction, and tilt newly added national agricultural subsidies toward eligible large-scale agricultural operating entities in alliances, so as to support the further growth of alliances.