Mass markets separate farmers by calling, not opportunity

By Charles Dhewa | Aug 5, 2026 | 6 Min read

ACROSS Africa, there is no shortage of farmer training programmes, capacity-building initiatives and support for women, youths and small businesses. While these efforts are important, they cannot replace calling and natural talent.

Farmers who see agriculture as a calling do not seek applause or awards. They are driven by a desire to improve their communities. Their success is measured not only by yields but by the influence they have on other farmers and the resilience they demonstrate under difficult conditions.

This offers an important lesson for governments, development agencies and contract farming companies. Instead of rewarding farmers solely for high yields, greater recognition should be given to consistency in supply, quality of produce, environmental stewardship and leadership that inspires more young people to enter agriculture. As climate change intensifies, resilience and sustainable farming practices deserve equal recognition.

Continuous revisiting of what agricultural success means

Policymakers and development agencies need to continue revisiting the key elements of agricultural success. Value addition is supposed to happen at each stage of product development. In the agricultural sector, these stages include production, harvesting, storage, packaging, transportation, processing and marketing. From production to harvesting, a farmer should add value to each product or service. The moment you begin thinking about seed, you need to start answering questions around what soil, land, water, fertiliser and other requirements are needed. Entertaining such questions is already part of adding value. Unfortunately, most new farmers think farming is just about getting a piece of land. It is important to look at the cost of value addition from seed to harvest.

Each farmer should ask himself or herself whether he or she really wants to be a farmer or something else. Do you have the requisite knowledge and resources for farming? Each value chain node has its own barriers to entry. Some farmers have been in business for more than 30 years; others have superior climate, soil and water. How do you measure yourself against these actors?

Farmers and value chain actors who ignore the above factors are often surprised when invisible answers emerge from the market. After getting a loan, some farmers rush to produce any crop, yet the customers they are targeting are already being served. A key question is: what is going to be unique about your farming and commodities that will enable you to lure customers away from existing suppliers? When you have harvested, packaged and are ready for the market, who are you producing for, how much, and what are their expected standards and specifications?

The power of mastering market trends

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Almost all consumers are already being served. It doesn't follow that more production creates more consumers — that is why market research is fundamental. Most value chains have serious barriers to entry, but what is more important is understanding market trends. Markets don't have the same levels of security; sometimes doors can be opened through the right timing. In fact, timing can reduce barriers to entry and once you get in, you can start building your niche from within.

Do not be a farmer who shows up once and disappears — that is how you lose customers. Markets do not want to relate to you in that manner. Consistency in supply and participation in the market is crucial. Customers you serve can easily become yours, but once you take a break, you can easily lose them.

Unfortunately, most of our farmers tend to be seasonal actors who open and close their businesses in line with the seasons, which means they are always restarting. A telling example is small-scale poultry producers who take three months producing chickens, one month selling and then the next three months producing again — during which time they will not be participating on the market. Only one month is used for operations and the business is closed for three others. There is also a high chance that by the time you go to buy chicks for the next round, costs will have increased and profits are eroded. This is a self-created and self-defeating barrier to entry.

Consistency supports specialisation

Farmers who frequently switch from one commodity to another often lose valuable resources, particularly knowledge and market relationships. Focusing on two or three complementary commodities helps to keep a niche market active while deepening expertise. Over time, farmers develop a better understanding of how their products perform in the marketplace and are better able to retain their core customer base. Consistent participation also strengthens a farmer's market position. In many cases, long-standing suppliers create natural barriers to entry, making it difficult for entrants to gain a foothold unless an established player exits the market.

Farmers should carefully weigh the benefits of working through intermediaries against building direct relationships with end-users. Too often, traders receive the recognition and customer loyalty that rightly belong to the producers. In fragmented markets, intermediaries become the public face of agricultural products, leaving farmers invisible to consumers. Building strong farm brands can help producers to establish credibility, strengthen customer loyalty and capture more value from their produce. Farmer unions and producer organisations should support this process by creating platforms that connect consumers directly with the people who grow their food, reducing farmers' dependence on intermediaries.

Another way to enter a new market is by offering a differentiated product rather than competing solely on price. Cutting prices often triggers destructive competition that can quickly erode margins, particularly for entrants who have borrowed to finance production. In most markets, newcomers are price takers with limited influence over prevailing prices. When seeking finance, farmers should clearly demonstrate how they intend to overcome barriers to entry through product differentiation, market positioning or other competitive strategies. Showing lenders a well-defined plan for navigating these challenges can strengthen the credibility of a business proposal.

Investing in knowledge gathering

Experience is one of agriculture's greatest assets. New farmers can accelerate their learning by partnering established producers, leasing land or working alongside experienced traders. Such partnerships not only transfer practical skills but also help newcomers to avoid costly mistakes and build relationships with customers.

Establishing credibility takes time. Three production seasons are often enough to gain a foothold in the market, deepen practical knowledge and build a loyal customer base — roughly the time it takes to earn a university degree. New farmers should, therefore, invest not only in production but also in understanding the commodities they grow and the markets they serve. Farm owners should remain actively involved rather than leaving all decisions to employees. In agricultural value chains, market knowledge is often the most valuable asset.

Yet much of the knowledge gained each season is lost because it is rarely documented. Knowledge surveys can help communities to identify what they are forgetting, prevent the unnecessary reinvention of solutions and focus attention on practices that deliver the greatest impact rather than chasing every new recommendation.

Effective capacity-building should help communities to identify the 20% of knowledge that delivers 80% of development outcomes. It should distinguish between knowledge that needs to be created and knowledge that already exists but simply needs to be shared. If maize production skills are already widespread, for example, scarce resources should be redirected towards areas where genuine knowledge gaps remain.

Communities must preserve valuable indigenous knowledge by integrating it into local institutions and formal education systems. Skills such as traditional basket weaving, livestock breeding and pottery risk disappearing unless they are deliberately passed on to younger generations. Where expertise is highly tacit — as with herbalists or blacksmiths — young people should be encouraged and supported to apprentice under experienced practitioners.

High-value commodities are underpinned by equally valuable knowledge that requires deliberate management. Communities should identify barriers to knowledge sharing and develop practical ways to overcome them. While some obstacles may be invisible to local people, external perspectives can help to reveal them and provide solutions. Ultimately, communities that know what knowledge matters most — and how to preserve and share it — will be better equipped to avoid costly mistakes, strengthen livelihoods and break the cycle of both physical and mental poverty.