Massey, Raymond E.

University of Missouri: MOspace

Every businessperson eventually becomes involvedin finance, production and marketing. These three activ-ities are essential to effective business management.While most farmers describe themselves primarily asproducers, they also have to finance and market whatthey produce.Fortunately, good producers can be good marketersbecause smart marketing begins with an idea of the costof production. Managers who market without an ideaof their cost of production can only concentrate onenhancing the price they get for their product. It’s likedriving a car that only has a front window and no sideor rear windows. As long as everything runs smoothly,it can be OK. But any setback must be handled withincomplete knowledge.Those who market with an understanding of theircost of production can make decisions about what is anacceptable price, what price will cover certain criticalcosts, and what are the risks of not taking a price whenit is offered. Using the analogy of the car, it providesfront, side and rear windows so that the decision makercan make both offensive and defensive decisions.The marketing plan described here is intended, first,to cover as many of the costs of production as possibleand, second, to maximize the price received forcommodities produced. Many farmers try to maximizeprice before they have implemented strategies to coverall costs. While marketing in this manner is the prerog-ative of the farmer, it is not the approach recommendedin this guide. The marketing plan discussed here focuseson relatively simple and available strategies that can beused to increase income and reduce risk.A three-step processA business-oriented marketing plan includes thefollowing three steps:1. Estimate your cost of production and expectedbreak-even price per unit of commodity, e.g., bushel,pound or hundredweight.2. Determine your marketing plan — how much youare going to sell at what price.3. Develop a follow-through plan.Your cost of productionGood producers can be good marketers becausesmart marketing is aided by a thorough understandingof the production process. By analyzing the productionprocess, managers are able to estimate costs of produc-tion. Each productive activity involves the use of inputsand services. By listing the activities, you can estimateprices to cover each activity and eventually the wholeproduction process. Table 1, a worksheet for computingthe cost of producing corn, provides a framework forestimating costs.The best source of cost information is an internalreview of your own production activities and costs ofproduction. A record keeping program that tracks all ofthe costs of production provides a historical perspectiveon costs. These are coupled with estimates of input useand prices for the coming production year to develop aprojected cost of production for the coming year.A good cost-of-production worksheet shouldcontain sections detailing the operating and ownershipcosts incurred in production. These details give perspec-tive on which costs are cash costs and which are not.Cash costs are those expenses, such as seed and fertilizer,that require cash to be paid to the supplier. Noncashcosts include depreciation in equipment and land inter-est for owned land. An understanding of the nature ofthe costs (operating and ownership, cash and noncash)helps establish target prices.The marketing plan, no matter how good, may notbe able to lock in prices that cover all costs of production.Key target prices that compensate for critical costs areimportant to have in years where opportunities to coverall costs are limited.In the absence of your own cost estimates, you canuse published costs of production, such as MissouriFarm Financial Outlook or Farm Management Newsletter,available from University Outreach and Extension.However, these sources provide only rough estimatesof fixed and variable costs of production and do nothave the detail necessary for personal business analysisand marketing.$.50 G 600 Printed with soy ink on recycled paperMU GuideAGRICULTURALPUBLISHED BY MU EXTENSION, UNIVERSITY OF MISSOURI-COLUMBIA muextension.missouri.edu/xplor/Farm ManagementCrop Marketing PlanRaymond E. Massey, Department of Agricultural Economicsrchive vrsion -- Se xtetin.mi sur.eduThe marketing planThe primary objective of a marketing plan is tocover as many costs of production as possible. Use thecost-of-production estimate discussed above and beginto set target sales prices as follows:1. Estimate the outcome of different pricing alterna-tives.2. Determine a target and quantity to market.Estimate different pricing alternativesConsider several marketing opportunities fromcash sales to forward contracts to futures and options.The price worksheet organizes the appropriate informa-tion so that the alternatives are easily analyzed. Basisinformation for your local market is necessary toanalyze the futures and options marketing alternatives.The result of considering all marketing alternativesis to arrive at expected prices for all marketing alterna-tives. These expected prices can be compared with thecost of production. Whether the current expected pricesexceed or are less than the total cost of production, thedecision becomes one of marketing a certain percentageof expected production now or taking a risk that ahigher price can be obtained at a future date.Determine a target and quantity to marketAnytime a manager is waiting for a higher price, thepossibility of getting a lower price exists. From thisperspective, a marketer needs to have both a defensiveand an offensive strategy (see Marketing Plan, TargetPrice Worksheet). The offensive position indicates thatyou will sell when the price rises to a certain level andPage 2 G 600Table 1. Projected Corn Cost-of-Production Worksheet.Activity Operation Hours/Acre Labor Fuel Total/Acre Your Farm(cost per acre)1 Fertilize (phosphorus and potassium) 0.08 $ 0.56 $0.35 $0.912 Chisel plow 0.14 $1.01 $0.64 $1.653 Fertilize (nitrogen) 0.08 $0.59 $0.37 $0.964 Disking 0.15 $1.08 $0.68 $1.755 Planting 0.20 $1.42 $0.89 $2.326 Spray preemergent herbicide 0.08 $0.59 $0.37 $0.967 Spray postemergent herbicide 0.08 $0.59 $0.37 $0.968 Harvest 0.32 $2.21 $2.14 $4.359 Grain drying 0.00 $0.00 $0.00 $0.00Fuel and labor subtotal 1.15 $8.05 $6.45 $13.85Materials and servicesActivity Material Quantity Cost/Unit Total/Acre1 Dry fertilizer rig rental 1 acre $2.50 $2.501 DAP (18-46-0) 150 lb 18-46-0 $0.14 $21.001 Potassium chloride 45 lb K2O $0.13 $5.853 Liquid N (UAN) 130 lb N $0.25 $32.505 Corn seed 0.33 bag $100.00 $33.006 Preemergent herbicide 1 acre $18.00 $18.007 Postemergent herbicide 1 acre $7.50 $7.508 Truck, custom charge 112 bu $0.10 $11.209 Grain drying, custom charge 112 bu $0.10 $11.20Materials subtotal $142.75Repair $12.57Management $11.00Overhead and miscellaneous $8.60Interest on operating capital (9% of above expenses for 6 months) $7.87Total operating costs $196.64Land interest ($1000/acre at 6%) $60.00Land taxes $5.00Total land charge $65.00Equipment depreciation $25.67Equipment interest $20.49Equipment taxes $2.05Equipment insurance $2.05Total equipment charge $50.26Total costs $311.91Total cost per unit (Total costs divided by 112 bushels, expected yield) $2.78G 600 Page 3Marketing PlanCrop: _______________Current expected production ___________ bushels/lb/cwt Units still not forward priced  __________/bushels/lb/cwtPrevious units forward priced __________ bushels/lb/cwt Current expected break-even price $ _______ /bushel/lb/cwtAction taken: Date:__________________Sold __________ bushels/lb/cwt using forward contract/futures/put option/other _______________ for _______________ (date) delivery at $__________/bushel/lb/cwtPercentage of expected production forward priced ___________%Result at cash saleCash sale of grain – Date:___________ $__________/unitFutures price, if used, when position sold $__________/unitFutures price, if used, when position bought back $__________/unitGain or loss on futures transaction, if used $__________/unitOption premium, if used $__________/unitTotal marketing value of crop $__________/unitTargets Offensive plan Defensive planTrigger priceQuantity to be soldTarget Price WorksheetDate ____________ Forward contract(month ________)Futures(month ________)Put option(month ________)Price (on the board)Expected basisPremiumExpected priceMarketing Plan (Example)Crop:     Corn                     Current expected production     36,000   bushels/lb/cwt Units still not forward priced     36,000  bushels/lb/cwtPrevious units forward priced          0           bushels/lb/cwt Current expected break-even price $      2.78    /bushel/lb/cwtAction taken: Date:     July 10        Sold     10,000         bushels/lb/cwt using forward contract /futures/put option/other _______________ for     December         (date) delivery at $    2.82           /bushel/lb/cwtResult at cash sale of grainCash sale of grain – Date:    November  20   $    2.35          /unitFutures price, if used, when position sold $    2.82          /unitFutures price, if used, when position bought back $    2.62         /unitGain or loss on futures transaction, if used $    + .20          /unitOption premium, if used $           0          /unitTotal marketing value of crop $    2.55          /unitTargetsOffensive plan Defensive planTrigger price 2.50 2.30Quantity to be sold 10,000 bushels 10,000 bushelsTarget Price WorksheetDate      July 10  Forward contract(month         Jan.       )Futures(month         Dec.       )Put option(month         Dec.        )Price (on the board) 2.40 2.82 2.90Expected basis .32 .32Premium .16Expected price 2.40 2.50 2.44you are able to cover pertinent costs. The defensive posi-tion is the price at which you will sell some of yourproduction in an attempt to lock in income you mightotherwise lose.The target consists of a trigger price and quantity tosell for both an offensive and a defensive position. Thetrigger price is the price for each marketing alternativethat will create a response from the marketer. When theexpected price reaches the trigger price for either theoffensive or defensive plan, a sale is initiated.The quantity you decide to sell under each plan (seeMarketing Plan, Targets) determines how much of theexpected production you will market at different times.Your goal is to maximize the price you receive whileminimizing downside price risk.The follow-through planOnce the target table is completed, the markets mustbe watched to determine when either trigger price hasbeen reached. A key to effective marketing under thisplan is to have a method of following the markets.Futures prices can be tracked by having continuousmarket information delivered to your office, using dailyor weekly closing prices, or giving your broker or eleva-tor manager authority to conduct the trade.Because the trade will be initiated at an unknowntime in the future, it is necessary to make arrangementsthat facilitate quick trading. Open any necessaryaccounts with a broker and banker. Have forwardcontracts ready to be signed and delivered. When a trig-ger is pulled, the decision should be easily implemented.Stick to your planBecause marketing is an emotional activity, it isimportant to have someone to keep you accountable toconduct trades at the predetermined triggers. If pricesare moving up, the tendency will be to postpone pullingthe trigger because a higher price surely is ahead. Whenprices are moving down, optimism says they willbounce back and you should wait for the rebound. Thisis not objective marketing.You set trigger prices in an attempt to capture anacceptable price without undue risk. Because youmarket only a portion at each target, the price expecta-tions experienced at each trigger can be built into futuretargets.Accountability can be obtained by having anotherperson know and understand the marketing plan.Spouses are often in a good position to implement amarketing plan because they may not feel as attachedto the production as the person producing the commod-ity. When the target is reached, your spouse can remindyou to initiate a trade. Marketing clubs, brokers andbusiness partners can also serve as reminders to trade.Giving authority to grain traders to initiate a trade atcertain targets can also be a way of keeping to the plan.Aim at a second targetWhenever a trigger is pulled, aim at a second target.Select both offensive and defensive trigger prices, alongwith quantities to be marketed (repeat steps 1–3 onpage 1). The process of setting a target, pulling the trig-ger at key points and aiming at another target repeatsuntil all of the production is sold.Marketers need to keep track of what percentage ofexpected production is forward priced so that they donot oversell as they repeat the marketing plan. Portionsof the marketing plan worksheet assist producers intracking what percentage of expected production isalready forward priced.Marketing tipsThe plan described here is an attempt to introduceobjectivity into the marketing process. Other thingsneed to occur to market production successfully. Thefollowing tips should help make your marketing moresuccessful.• Don’t market all of your production at one time —especially anticipated production. Grain in the fieldis not as sure as grain in the elevator. Forward priceless than 75 percent of your expected production.• Remember your strengths. Most farmers preferproduction to marketing. Focus on production.Market as objectively as possible according to plans.• Keep an eye on your financial position. Leverageand liquidity problems can wreak havoc on yourfinances and marketing plans. Having to sell tomeet financial obligations is not part of the market-ing plan and is not usually the best time to sell.• Don’t get greedy. If you can lock in a profit, do it. Itmay not be the highest profit, but it is a profit.• Remember profit is a return to risk. You cannotreduce all risk and still expect to excel in profit.Page 4 G 600 New 10/99/5M Issued in furtherance of Cooperative Extension Work Acts of May 8 and June 30, 1914, in cooperation with the United States Department ofAgriculture. Ronald J. Turner, Director, Cooperative Extension, University of Missouri and Lincoln University, Columbia, MO 65211. UniversityOutreach and Extension does not discriminate on the basis of race, color, national origin, sex, religion, age, disability or status as a Vietnamera veteran in employment or programs.  If you have special needs as addressed by the Americans with Disabilities Act and need this publicationin an alternative format, write ADA Officer, Extension and Agricultural Information, 1-98 Agriculture Building, Columbia, MO 65211, or call (573)882-7216. Reasonable efforts will be made to accommodate your special needs.OUTREACH & EXTENSIONUNIVERSITY OF MISSOURICOLUMBIA

Crop marketing plan (1999)

Every businessperson eventually becomes involvedin finance, production and marketing. These three activ-ities are essential to effective business management.While most farmers describe themselves primarily asproducers, they also have to finance and market whatthey produce.Fortunately, good producers can be good marketersbecause smart marketing begins with an idea of the costof production. Managers who market without an ideaof their cost of production can only concentrate onenhancing the price they get for their product. It’s likedriving a car that only has a front window and no sideor rear windows. As long as everything runs smoothly,it can be OK. But any setback must be handled withincomplete knowledge.Those who market with an understanding of theircost of production can make decisions about what is anacceptable price, what price will cover certain criticalcosts, and what are the risks of not taking a price whenit is offered. Using the analogy of the car, it providesfront, side and rear windows so that the decision makercan make both offensive and defensive decisions.The marketing plan described here is intended, first,to cover as many of the costs of production as possibleand, second, to maximize the price received forcommodities produced. Many farmers try to maximizeprice before they have implemented strategies to coverall costs. While marketing in this manner is the prerog-ative of the farmer, it is not the approach recommendedin this guide. The marketing plan discussed here focuseson relatively simple and available strategies that can beused to increase income and reduce risk.A three-step processA business-oriented marketing plan includes thefollowing three steps:1. Estimate your cost of production and expectedbreak-even price per unit of commodity, e.g., bushel,pound or hundredweight.2. Determine your marketing plan — how much youare going to sell at what price.3. Develop a follow-through plan.Your cost of productionGood producers can be good marketers becausesmart marketing is aided by a thorough understandingof the production process. By analyzing the productionprocess, managers are able to estimate costs of produc-tion. Each productive activity involves the use of inputsand services. By listing the activities, you can estimateprices to cover each activity and eventually the wholeproduction process. Table 1, a worksheet for computingthe cost of producing corn, provides a framework forestimating costs.The best source of cost information is an internalreview of your own production activities and costs ofproduction. A record keeping program that tracks all ofthe costs of production provides a historical perspectiveon costs. These are coupled with estimates of input useand prices for the coming production year to develop aprojected cost of production for the coming year.A good cost-of-production worksheet shouldcontain sections detailing the operating and ownershipcosts incurred in production. These details give perspec-tive on which costs are cash costs and which are not.Cash costs are those expenses, such as seed and fertilizer,that require cash to be paid to the supplier. Noncashcosts include depreciation in equipment and land inter-est for owned land. An understanding of the nature ofthe costs (operating and ownership, cash and noncash)helps establish target prices.The marketing plan, no matter how good, may notbe able to lock in prices that cover all costs of production.Key target prices that compensate for critical costs areimportant to have in years where opportunities to coverall costs are limited.In the absence of your own cost estimates, you canuse published costs of production, such as MissouriFarm Financial Outlook or Farm Management Newsletter,available from University Outreach and Extension.However, these sources provide only rough estimatesof fixed and variable costs of production and do nothave the detail necessary for personal business analysisand marketing.$.50 G 600 Printed with soy ink on recycled paperMU GuideAGRICULTURALPUBLISHED BY MU EXTENSION, UNIVERSITY OF MISSOURI-COLUMBIA muextension.missouri.edu/xplor/Farm ManagementCrop Marketing PlanRaymond E. Massey, Department of Agricultural EconomicsArchiv versi n -- Seeextnsi n.mi souri.eduThe marketing planThe primary objective of a marketing plan is tocover as many costs of production as possible. Use thecost-of-production estimate discussed above and beginto set target sales prices as follows:1. Estimate the outcome of different pricing alterna-tives.2. Determine a target and quantity to market.Estimate different pricing alternativesConsider several marketing opportunities fromcash sales to forward contracts to futures and options.The price worksheet organizes the appropriate informa-tion so that the alternatives are easily analyzed. Basisinformation for your local market is necessary toanalyze the futures and options marketing alternatives.The result of considering all marketing alternativesis to arrive at expected prices for all marketing alterna-tives. These expected prices can be compared with thecost of production. Whether the current expected pricesexceed or are less than the total cost of production, thedecision becomes one of marketing a certain percentageof expected production now or taking a risk that ahigher price can be obtained at a future date.Determine a target and quantity to marketAnytime a manager is waiting for a higher price, thepossibility of getting a lower price exists. From thisperspective, a marketer needs to have both a defensiveand an offensive strategy (see Marketing Plan, TargetPrice Worksheet). The offensive position indicates thatyou will sell when the price rises to a certain level andPage 2 G 600Table 1. Projected Corn Cost-of-Production Worksheet.Activity Operation Hours/Acre Labor Fuel Total/Acre Your Farm(cost per acre)1 Fertilize (phosphorus and potassium) 0.08 $ 0.56 $0.35 $0.912 Chisel plow 0.14 $1.01 $0.64 $1.653 Fertilize (nitrogen) 0.08 $0.59 $0.37 $0.964 Disking 0.15 $1.08 $0.68 $1.755 Planting 0.20 $1.42 $0.89 $2.326 Spray preemergent herbicide 0.08 $0.59 $0.37 $0.967 Spray postemergent herbicide 0.08 $0.59 $0.37 $0.968 Harvest 0.32 $2.21 $2.14 $4.359 Grain drying 0.00 $0.00 $0.00 $0.00Fuel and labor subtotal 1.15 $8.05 $6.45 $13.85Materials and servicesActivity Material Quantity Cost/Unit Total/Acre1 Dry fertilizer rig rental 1 acre $2.50 $2.501 DAP (18-46-0) 150 lb 18-46-0 $0.14 $21.001 Potassium chloride 45 lb K2O $0.13 $5.853 Liquid N (UAN) 130 lb N $0.25 $32.505 Corn seed 0.33 bag $100.00 $33.006 Preemergent herbicide 1 acre $18.00 $18.007 Postemergent herbicide 1 acre $7.50 $7.508 Truck, custom charge 112 bu $0.10 $11.209 Grain drying, custom charge 112 bu $0.10 $11.20Materials subtotal $142.75Repair $12.57Management $11.00Overhead and miscellaneous $8.60Interest on operating capital (9% of above expenses for 6 months) $7.87Total operating costs $196.64Land interest ($1000/acre at 6%) $60.00Land taxes $5.00Total land charge $65.00Equipment depreciation $25.67Equipment interest $20.49Equipment taxes $2.05Equipment insurance $2.05Total equipment charge $50.26Total costs $311.91Total cost per unit (Total costs divided by 112 bushels, expected yield) $2.78G 600 Page 3Marketing PlanCrop: _______________Current expected production ___________ bushels/lb/cwt Units still not forward priced  __________/bushels/lb/cwtPrevious units forward priced __________ bushels/lb/cwt Current expected break-even price $ _______ /bushel/lb/cwtAction taken: Date:__________________Sold __________ bushels/lb/cwt using forward contract/futures/put option/other _______________ for _______________ (date) delivery at $__________/bushel/lb/cwtPercentage of expected production forward priced ___________%Result at cash saleCash sale of grain – Date:___________ $__________/unitFutures price, if used, when position sold $__________/unitFutures price, if used, when position bought back $__________/unitGain or loss on futures transaction, if used $__________/unitOption premium, if used $__________/unitTotal marketing value of crop $__________/unitTargets Offensive plan Defensive planTrigger priceQuantity to be soldTarget Price WorksheetDate ____________ Forward contract(month ________)Futures(month ________)Put option(month ________)Price (on the board)Expected basisPremiumExpected priceMarketing Plan (Example)Crop:     Corn                     Current expected production     36,000   bushels/lb/cwt Units still not forward priced     36,000  bushels/lb/cwtPrevious units forward priced          0           bushels/lb/cwt Current expected break-even price $      2.78    /bushel/lb/cwtAction taken: Date:     July 10        Sold     10,000         bushels/lb/cwt using forward contract /futures/put option/other _______________ for     December         (date) delivery at $    2.82           /bushel/lb/cwtResult at cash sale of grainCash sale of grain – Date:    November  20   $    2.35          /unitFutures price, if used, when position sold $    2.82          /unitFutures price, if used, when position bought back $    2.62         /unitGain or loss on futures transaction, if used $    + .20          /unitOption premium, if used $           0          /unitTotal marketing value of crop $    2.55          /unitTargetsOffensive plan Defensive planTrigger price 2.50 2.30Quantity to be sold 10,000 bushels 10,000 bushelsTarget Price WorksheetDate      July 10  Forward contract(month         Jan.       )Futures(month         Dec.       )Put option(month         Dec.        )Price (on the board) 2.40 2.82 2.90Expected basis .32 .32Premium .16Expected price 2.40 2.50 2.44you are able to cover pertinent costs. The defensive posi-tion is the price at which you will sell some of yourproduction in an attempt to lock in income you mightotherwise lose.The target consists of a trigger price and quantity tosell for both an offensive and a defensive position. Thetrigger price is the price for each marketing alternativethat will create a response from the marketer. When theexpected price reaches the trigger price for either theoffensive or defensive plan, a sale is initiated.The quantity you decide to sell under each plan (seeMarketing Plan, Targets) determines how much of theexpected production you will market at different times.Your goal is to maximize the price you receive whileminimizing downside price risk.The follow-through planOnce the target table is completed, the markets mustbe watched to determine when either trigger price hasbeen reached. A key to effective marketing under thisplan is to have a method of following the markets.Futures prices can be tracked by having continuousmarket information delivered to your office, using dailyor weekly closing prices, or giving your broker or eleva-tor manager authority to conduct the trade.Because the trade will be initiated at an unknowntime in the future, it is necessary to make arrangementsthat facilitate quick trading. Open any necessaryaccounts with a broker and banker. Have forwardcontracts ready to be signed and delivered. When a trig-ger is pulled, the decision should be easily implemented.Stick to your planBecause marketing is an emotional activity, it isimportant to have someone to keep you accountable toconduct trades at the predetermined triggers. If pricesare moving up, the tendency will be to postpone pullingthe trigger because a higher price surely is ahead. Whenprices are moving down, optimism says they willbounce back and you should wait for the rebound. Thisis not objective marketing.You set trigger prices in an attempt to capture anacceptable price without undue risk. Because youmarket only a portion at each target, the price expecta-tions experienced at each trigger can be built into futuretargets.Accountability can be obtained by having anotherperson know and understand the marketing plan.Spouses are often in a good position to implement amarketing plan because they may not feel as attachedto the production as the person producing the commod-ity. When the target is reached, your spouse can remindyou to initiate a trade. Marketing clubs, brokers andbusiness partners can also serve as reminders to trade.Giving authority to grain traders to initiate a trade atcertain targets can also be a way of keeping to the plan.Aim at a second targetWhenever a trigger is pulled, aim at a second target.Select both offensive and defensive trigger prices, alongwith quantities to be marketed (repeat steps 1–3 onpage 1). The process of setting a target, pulling the trig-ger at key points and aiming at another target repeatsuntil all of the production is sold.Marketers need to keep track of what percentage ofexpected production is forward priced so that they donot oversell as they repeat the marketing plan. Portionsof the marketing plan worksheet assist producers intracking what percentage of expected production isalready forward priced.Marketing tipsThe plan described here is an attempt to introduceobjectivity into the marketing process. Other thingsneed to occur to market production successfully. Thefollowing tips should help make your marketing moresuccessful.• Don’t market all of your production at one time —especially anticipated production. Grain in the fieldis not as sure as grain in the elevator. Forward priceless than 75 percent of your expected production.• Remember your strengths. Most farmers preferproduction to marketing. Focus on production.Market as objectively as possible according to plans.• Keep an eye on your financial position. Leverageand liquidity problems can wreak havoc on yourfinances and marketing plans. Having to sell tomeet financial obligations is not part of the market-ing plan and is not usually the best time to sell.• Don’t get greedy. If you can lock in a profit, do it. Itmay not be the highest profit, but it is a profit.• Remember profit is a return to risk. You cannotreduce all risk and still expect to excel in profit.Page 4 G 600 New 10/99/5M Issued in furtherance of Cooperative Extension Work Acts of May 8 and June 30, 1914, in cooperation with the United States Department ofAgriculture. Ronald J. Turner, Director, Cooperative Extension, University of Missouri and Lincoln University, Columbia, MO 65211. UniversityOutreach and Extension does not discriminate on the basis of race, color, national origin, sex, religion, age, disability or status as a Vietnamera veteran in employment or programs.  If you have special needs as addressed by the Americans with Disabilities Act and need this publicationin an alternative format, write ADA Officer, Extension and Agricultural Information, 1-98 Agriculture Building, Columbia, MO 65211, or call (573)882-7216. Reasonable efforts will be made to accommodate your special needs.OUTREACH & EXTENSIONUNIVERSITY OF MISSOURICOLUMBIA

Crop marketing plan (1999)

Abstract

Similar works

Full text

Available Versions

University of Missouri: MOspace

University of Missouri: MOspace