Kickoff meeting

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GLOBAL FOOD NETWORK

• PUBLIC-PRIVATE PARTNERSHIPS ARGENTINE
  AGRIBUSINESS
• PEVI CASE PROSAP CASE

Héctor Ordóñez Sebastián Senesi Hernan Palau
2
PEVI CASE

• PEVI WINE ARGENTINA 2020 STRATEGIC PLAN
• The Plan was collectively developed during the
  last two years by production, industry and trade
  representative representatives
• National Government
• Province Government
• National Agencies (INTA)
  Public-Private
• NGOs
  Partnership
• Cooperatives
• Wineries
• Producers

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PEVI CASE
VISION
By 2020 the Argentine Wine Industry will be
positioned amongst the best in the world, with
sales for US 2 billion and 10 share in world
exports, as a result of consumer recognition
MISSION
Argentina will be a highly competitive supplier
and its wines will always respond to consumer
needs. Argentine wines will be valued and
recognised for their excellent and consistent
quality, their diversity and their naturalness.
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PEVI CASE
PROJECTS AND STRATEGIES

• PEVI focuses on strategic projects that will have
  an impact
• on the human and economic development of the
  sector.
• Three major strategic projects have been defined
• To position Argentine varietal wines in North
  America
• To develop the Latin American market and give a
  new thrust
• to the domestic wine market
• To support the development of small vine growers
  in the
• marketing of concentrated grape juice, fresh
  grapes and raisins.

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PEVI CASE

• Five major strategies designed to meet the
  strategic objectives
• To create and consolidate an identity and an
  image for Argentine wine.
• To structure a collective and articulated
  integration process aimed
• at reorganising the sector setting proper rules
  of the game, and planning
• development and financing in order to achieve
  optimal competitiveness.
• To construct a technological and productive
  innovating collective process
• throughout the chain to achieve environmentally
  sustainable
• high competitiveness.
• To respond to customer needs and expectations in
  every market
• and market segment.
• To strengthen the leverage of stakeholders so
  that the most advantageous
• international agreements may be signed and
  honoured.

6
PEVI CASE

• Key Issues
• Increasing demand in non-wine producing
  countries.
• New consumers demand highly consistent wines all
  quality price levels
• The Country identity and image is key to retain
  customers.
• Wine tourism strengthens the image.
• More Wine sold in supermarkets.
• Less commercial expansion of traditional wine
  producing countries
• The Challenges
• New World countries are highly competitive in an
  oversupplied win market
• Supermarkets increase their leverage
• Countries lift non-tariff barriers an increase
  their demand for quality and safety

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PROSAP CASE

• PROSAP Programa de Servicios Agricolas
  Provinciales (Agricultural Service for Provinces
  Program).
• Pilot project held in the province of Chaco
  (North East of Argentina).
• Public-Private Partnership
• National Government
• Province Government
• National Agencies (INTA)
• NGOs
• Cooperatives
• Producers

Objective increase competitiveness of
horticultural production with focus in product
differentiation and sharing of information
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PROSAP CASE

• Problem statement
• Some producers with know how of horticulture.
• Others alternative for othe productions
  (tobacco, cotton).
• Several constraints
• producers with low amount of production,
• low level of associativism,
• type of products (no matches with consumer and
  markets demands,
• several middlemen,
• lack of information (prices and markets),
• opportunism of middlemen,
• Main production local markets

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PROSAP CASE

• ACTIONS
• Capacitation of producers in horticultural
  production, food safety and quality, consumer and
  markets demands.
• Organization of producers for increase
  negotiation power suppliers and buyers.
• Identification of the products (stickers).
• Information system producers know prices and
  production in different regions and markets
  lower uncertainty and opportunism.
• Contacts with extraregional markets agents.

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PROSAP CASE

• RESULTS
• New products. Diversification of production.
• Production sustainable, safety.
• Identification origin overprices (0.05 /Kg
  or 10).
• Information system transparency better
  prices.
• New network of buyers.
• Association of producers to buy or to
  negotiate prices.
• Its the first time I have 1,000 in my hand
  (producer).

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PROSAP CASE

• Key Issues
• Origin product differentiation and GAP.
• Capacitation of producers new products,
  better products, collective actions.
• Implentation of new technologies (no till,
  packaging)
• Information system important tool for
  producers and market agents.
• The Challenges
• Make horticultural production sustainable,
• Producers entrepreneurs and businessmen,
• Collective action
• Market transparency

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THANK YOU