By Roelof Bezuidenhout
Small-scale farmers can learn from the results of a recent study to identify critical success factors for small farming businesses (SFBs) in Zambia. In their paper, “What are the critical success factors for small farming businesses? Evidence from Zambia”, researchers Maureen Lupunga Malesu and Pavel Syrovátka of Mendel University in the Czech Republic identifies seven common themes as success factors: entrepreneurial characteristics, availability of financial resources, farm management practices, adoption of technology, knowledge, networking, and government support.
In Africa, where the majority of people live in rural areas and agriculture remains the primary economic activity, SFBs employ a large portion of the labour force and contribute significantly to GDP. As such, these enterprises are vital drivers of rural economies.
Zambia offers a representative case of a developing country with a large rural population and an economy that is largely agrarian.
Similar studies done in other countries
In their literature review, the researchers looked at other studies that focused on success factors in agri-businesses.
A study of vegetable farmers in Trinidad identified innovation extension services and access to up-to-date knowledge as key factors. Similarly, researchers have highlighted networking as a contributing factor to improved farm performance – and networking provides a platform for knowledge exchange, opportunity creation and improved sustainability. Farmers who belong to cooperatives benefit from reduced input cost, access to better-quality inputs, and exposure to innovative ideas.
In Italy, a study of agri-food firms found that technological innovation played a key role in improving both productivity and competitiveness. Here, technology helped to streamline production and reduce costs.
In Poland, research on peri-urban farms found that managers’ capabilities – such as motivation, knowledge, skills and extensive networking – were instrumental to success.
Study findings
In Zambia, both farmers and experts cited access to financial resources – whether through formal institutions or village banking – as one of the most critical success factors. (Village banks consist of groups of low-income entrepreneurs who share and guarantee one another’s loans.) The researchers suggest that governments and banks should adapt rural banking system to make credit more accessible for small farmers. Some farmers also demonstrated strong financial discipline, managing to save money for farm inputs despite ongoing financial pressures – no small feat for many SFBs.
Farm management practices emerged as another key factor for success in SFBs. These included business and marketing planning, record-keeping and crop diversification. Every farmer interviewed cited crop diversification as a way to increase yields, expand income streams and build business resilience.
Planning also involved early field preparation and securing inputs ahead of the planting season. Market planning helped ensure that crops aligned with market demand. Many farmers embraced modern practices such as conservation agriculture and irrigation systems, which added significant value to their operations.
Most of the participants in the study said that record-keeping helped them to monitor their financial performance – supporting the widely accepted idea that small businesses with good record-keeping systems are more likely to succeed.
Networking featured prominently as a success factor. However, the study uncovered a less expected downside: Informal social networks could sometimes serve as platforms for discouragement or rivalry, with some farmers attempting to undermine others seen as competitors.
Human capital characteristics – such as a farming background, being financially disciplined, resilience and motivation – were common among successful farm owners. Having a farming background gave individuals a clear advantage. Motivation often stemmed from personal circumstances – some respondents turned to farming after losing a spouse or being retrenched (push factors), while others were drawn to farming by passion and interest (pull factors). Even in the face of misfortunes like theft or wildfires, many farmers demonstrated remarkable resilience and remained committed to their businesses.
This study echoed earlier finding that small businesses are more likely to succeed when owners seek professional advice, as this reduces the risk of costly mistakes. However, it also noted that extension services often fail to meet demand, with too few officers trying to assist too many farmers, thereby compromising the quality of support.
There was also criticism of government subsidies, which, although helpful, were seen as potentially fostering dependency. To improve their effectiveness, the study suggests that subsidies should be structured to help farmers eventually graduate out of the system, creating space for new entrants.
In summary
Small-scale farmers should prioritise knowledge-building by attending training courses, and government should offer regular programmes that introduce new technologies and reinforce good management practices such as business planning, market alignment and record-keeping.
Owners and managers of small farming businesses should build networks by participating in agricultural shows and field days. Policy-makers and stakeholders should support this by creating platforms that facilitate meaningful connections between small-scale and commercial farmers.
Future research could explore how such collaborations influence the competitiveness, innovation and long-term success of small farming businesses.
For more information, email: maureenmalesu@gmail.com
Also read:
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Over 500 small-scale farmers gain critical knowledge for sustainable farm management
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 | Roelof Bezuidenhout is a fourth-generation wool, mohair, mutton and game farmer and freelance journalist. Attended Free State University, majoring in animal husbandry and pasture science. Other interests include agricultural extension and rural development. |
