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dc.contributor.authorSmith, Vincent H.
dc.contributor.authorJohnson, James B.
dc.contributor.authorHewlett, John P.
dc.date.accessioned2019-04-03T18:33:25Z
dc.date.available2019-04-03T18:33:25Z
dc.date.issued2016-08
dc.identifier.citationPolicy Paper 50: Introduction to Managing Risk and Specialty and Organic Crop and Livestock Operations, Vincent H. Smith, James B. Johnson, John P. Hewlett (University of Wyoming), August 2016en_US
dc.identifier.urihttps://scholarworks.montana.edu/xmlui/handle/1/15392
dc.description.abstractProducers include specialty and organic crops and specialty livestock in their farm’s enterprises for many reasons. Nevertheless, over the longer term, specialty and organic crop and livestock enterprises have to be managed in ways that ensure the farm remains profitable. On many farms specialty and organic enterprises are included because they allow the farm’s human resources to be used more effectively. A specialty livestock operation (for example, producing cheese from goat’s milk) may be introduced because a family member (child, spouse) has particular skills and interests in the enterprise and the time to manage the operation. The enterprise itself may have the added benefit of serving as a financial risk management tool because revenues from the operation are relatively stable. Increasingly, many farms are choosing to focus substantial amounts of their available resources, or even the whole farm or ranch, to specialty and organic crop and livestock enterprises.en_US
dc.language.isoenen_US
dc.titleIntroduction to Managing Risk and Specialty and Organic Crop and Livestock Operationsen_US
dc.typeOtheren_US
mus.relation.collegeCollege of Agricultureen_US
mus.relation.departmentAgricultural Economics & Economics.en_US
mus.relation.universityMontana State University - Bozemanen_US
mus.data.thumbpage1en_US


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