Study On The Development Of Special Vegetable Professional Cooperatives In Liaocheng

As a service and co-operative farmers’ cooperative economic organization, specialvegetable professional cooperative is indispensable in pre-product, in-product and ex-productof special vegetable production. It plays an important role especially in improving the degreeof organization of vegetable growers, achieving contacts of retail production and largemarkets, promoting special vegetable farming and increasing farmers’ income. Therefore,studying the development of special vegetable professional cooperatives systematically anddeeply has important practical significance. But many problems have emerged in actualoperation of special vegetable professional cooperatives, such as the unstandardizedorganization, uncomprehensive business services, unreasonable income distribution, lackingof financial support and preferential policy, etc. These problems led to the slow developmentof special vegetable professional cooperatives, and special vegetable farming. Therefore, weshould improve the internal operating mechanism and optimize the external environment toensure the healthy development of the special vegetable professional cooperatives.This thesis uses field research, survey research and comprehensive analysis method toanalyze the development of special vegetable professional cooperatives in Liaochengsystematically from the combined perspective of "totality" and " case ", obtaining thefollowing main conclusions:(1) Through the totality analysis of the development of27special vegetable professionalcooperatives in Liaocheng, the thesis shows that the overall development of special vegetablecooperatives in Liaocheng is good, but the quantity is too small and the overall strength is notenough. These cooperatives shows following characteristics in their development: a smallquantity, limited coverage, good establishment, big differences, diversification of leaders butmainly farmers, geographically dispersed and closely integrated with the local resources andgeographical advantages.(2) Through the case analysis of Dongchangfu Limin calabash farming professionalcooperative and Yanggu Xianyun special pepper farming professional cooperative, the thesissums up the following successful experiences: First, a sound organization managementmechanism can ensure normal operation of special vegetable professional cooperatives;Second, democratic management and decision is a fundamental principle of special vegetableprofessional cooperatives operating; Third, cooperatives should be market-oriented and makefull use of local resources and advantages to develop special vegetable farming and promotebrand construction of special vegetable professional cooperatives; Fourth is expanding the services scope, improving service quality and carrying out diversifying operations actively.There are also some problems waiting to be solved, such as: a lack in organization andmanagement system construction; services scope needs to be expanded and the quality needsto be improved; funding and income distributing mechanism needs to be improved;government support needs to be strengthened.(3) The operating mechanism of special vegetable professional cooperatives inLiaocheng was analyzed. From the aspect of the operating mechanism, the organization andmanagement mechanism shows following features: organization and management mechanismis not standardized and perfect, democratic management system is difficult to be practiced;operating and service mechanism shows that conditions of operating and service are quitedifferent, services are not comprehensive, external operating is not enough and brandconstruction is weak; financing and income distributing mechanism presents an unreasonableproportion of shares, flaws of income distributing system construction and lack of democraticdecision of surplus distributing methods.(4) Analysis of the external environment of special vegetable professional cooperativesin Liaocheng shows that external environmental factors play an active role in the overalldevelopment of special vegetable professional cooperatives in Liaocheng: land and soil,climate, water resources, geographical and regional advantages, broad market demand andother natural or social conditions fit for special vegetables. But there are still problems limitedthe development of special vegetable professional cooperatives in Liaocheng, waiting to besolved: geographical advantages are not fully made use of, insufficient financial support andimperfect land conversion system, etc.(5) Based on the above analysis, the thesis sums up the principles of developing specialvegetable professional cooperatives in Liaocheng: adjusting measures to local conditions andplanning rationally; establishing typical models from point to area; regulating thedevelopment and managing democratically; market-oriented and industrial management.Countermeasures are put forward on the premise of the above principles:Improving internal operating mechanism:First, improve the organization and management mechanism, such as perfectingmanaging organizations and regulations, improving risk management systems, and improvethe democratic management system. Second, improve operating and service mechanism, suchas expanding service scope, improving service quality, carrying out diversifying operationsactively and strengthening brand construction. Third, improve the financing and incomedistributing mechanism, such as broadening financing channels and regulating income distributing.Optimizing external environment:First, enhance financial support and innovate support methods, such as choosingpreferential policies. Second, practice tax incentives, such as the continuous improvement oftax managing measures and developing simple tax managing approach fit for cooperatives.Third, increase financial support for agriculture and broaden financing channels ofcooperatives, such as improving environment system and financial support functions.Fourth, perfect the land conversion system, such as the establishing and improving of landconversion services. Fifth, improve the talents training system, such as vigorouslystrengthening existing talents training and recruiting external talents.