THE BUSINESS OF FARMING.

Northern Advocate, 1 May 1914, Page 8

THE BUSINESS OF FARMING.

"There are three factors which

govern success in such an enterprise as farming—(l) Knowledge; (2) executive ability; (3) business ability." Such is the opening paragraph in a page of Hopkins' book, "Soil Fertility," and we think there can toe no better text for a discussion on your business —the production of crops for profit. KNOWLEDGE. Take the first word —"Knowledge." Without knowledge of the why and wherefore of most things relating to the reproduction of plants, what a haphazard venture crop-raising is. Start a good city business manager cf recognised ability on a farm, .without any idea of how things are done, against an experienced practical farmer, both with otherwise equal chances, and w;ho wins? Though the farmer may be a poor business man, his chances of success are enormously greater than the novice's. Knowledge is the first essential, but how many erperienced farmers even are fully equipped with that acquaintance of all those sound progressive methods the adoption of which mark the perfect practical farm;er? —we use the word "perfect" in a comparative sense. ■ _ In New South Wales > there are many splendid men who year after year excel their neighbours in all that pertains to the raising of highclass grain, hay, etc., because of their thoughtfulness, energy, and determination to be satisfied with only the best results, and -we are proud of them as pioneers of what is going to be the industry of Australia very soon —scientific agriculture.

.But question even the most up-to-date of the best farmers, and we find a great lack of understanding of the reason of things; they know what is going t« happen, bar accidents, when they cultivate in a certain way or use a particular species of seed, but why is another matter; and yet it is possible to find out in most cases, for scientific investigation had brought to light many valuable facts helpful to farmers in the conduct of their business. The manager of a mining property knows the composition of the earth under his control —what td do with it, and why he does certain things which yield the maximum result in cash for the minimum of expense. Is there not as much reason for the man who makes the earth yield crops to be turned into that same cash, to acquaint himself with the reasons why? Perhaps more, because the mine manager has only to.take account of scientific facts, whereas the farm manager has, in addition, to contend with, variable weather, pests, etc., all the greater reason to prevent waste of money or energy applied in the wrong direction, ,#s may easily .be the case through lack of knowledge. Observation is perhaps the greatest aid to the acquisition of agricultural knowledge, and the keen observer soon learns facts which escape other .men. Therefore observe, read, and listen.-, ' " EXECUTIVE ABILITY. Executive ability comes next, and. the old saying—"Who learns ' and learns, but acts hot what he knows, is one who ploughs and ploughs, but never sows," is very apt here, for knowledge unapplied is so- much' buried talent. ;

One. .finds many theorists whose ideas. ar e distinctly good, but lacking the power to apply them— well, knowledge not put into practice brings ho grist to the mill, and the student of scientific agriculture who neglects to learn how to carry out his ideas in a businesslike, practical way, without waste of time or energy, had better leave' farming for profit alone. In New South Wales to-day (and tomorrow it may be worse) heavy taxes, high wages, expensive transit,. and high cost of almost all farm necessaries make a heavy drain on the profits of crop-raising; hence misapplied energy or knowledge make further burdens to carry. ! "Executive ability" is therefore of; prime importance if the maximum of result is'to- be got from the minimum of effort—-organisation of your forces must be as nearly perfect as possible, with a great regard for detail. BUSINESS ABILITY. ''Busness ability" is another very important feature Of successful farm-, ing for profit, although not recognised to a great extent by producers, who "chance their luck" to an enormous extent. ' "Business ability" does not mean haggling for the last penny in reduction of price in buyng, nor holdng out regardless of the ramficatons of the world's markets, for the last farthng

per bushel when selling. "Penny wise and pound foolish" is, unfortunately, demonstrated year after year by many hundreds of producers who look at price first, last, and all the time; this displays a woeful lack of "business ability."

How frequently we hear of a far-

mer "crowing" over cutting somebody down a penny or two per bushel tor seed or an odd shilling per-ton for fertiliser. He thinks he's smart, whereas the seller is generally the smarter, i'or he does not, as a rule, reduce his price for nothing, and "Mr Smarty" pays just the same.

To buy well is a gift not born in many people, but for the average man good bargaining is always possible if he looks at quality first; he does not often get value i'or his money otherwise. The good business man whose vocation is farming buys everything with a view to reliability (quality)), whether it be horse, seed, machine, manure, or other essential to success. He never pays too much, for he studies markets; he doesn't look for cut prices, but buys from people of repute who supply what .he pays for.

He works out costs before ordering,, and would rather pay 6s for pure graded seed wheat than 3s 6d for ordinary 'market quality. He prefers to pay £4 5s for super, which gives absolute satisfaction, - rather than £ 4 for one which may stick up his drills at any time.

He pays readily £50 for a horse which can and will hold out in a heavy day, rather than £35 fora moderate animal.' In fact, he buys for definite'results, and generally 'gets better for his sovereign than

anyone else

A s a salesman the good farmer with "business ability" knows when to let his wheat go.at 3s 3d, although it might rise to .3s 9d in a few months' time, and he> doesn't ask the buyer i'or another penny every time an offer is made, which is the bad habit of many unbusinesslike growers. '

Because wheat buyers offer one a price for one's wheat, it doesn't follow that he wants that particular crop more than any other; as a rule he offers what he can at the time afford, and does not care whether it is "Bill Smith's" or' "Jack Jbnes's" wheat, so long as it is F.A.Q. "Business, ability" is also displayed in deciding how many times it pays to work a certain paddock, quite apart from the aspect of good cultivation; also, whether it pays better to go in for the most perfect system or' intensive farming on, : say, 600 acres, or put 'tone's money into more land to be worked on old extensive lines. In short, each aspect of your business — farming — has to be well thought out before' any step is taken* if the grower wishes for that perfect and consistent success which can only come to one of "business ability."— N.Z. "Dairyman."