2. Promoter Profile
|Education||Farmer; Further education in psychology and care of people in crisis situations|
|Children||22yr, 18yr, 10yr|
3. Farm Profile
|Address||Bavaria in Germany|
|Farm Area in ha||60 ha|
|Date since when the family owns the farm||Since more than 4 generations|
|Nº of workers on the farm (Family members)||1 (Full time) 2 (Part time)|
|Nº of workers on the farm (Other than family members)||0|
Farm description BEFORE succession
At the time the farm was handed over, it was in bad condition. The predecessor did not invest in the agricultural business, but instead increasingly focused on his side job apart from agriculture. Thus, from the age of 16, the successor and his mother, who actually led the farm, were the businesspeople. The successor also worked part-time for other farmers and on construction sites. He put his savings into the agricultural business to buy the necessary technical equipment. The succession took place 4 weeks before his wedding. At the time the farm was handed over it had 22ha of agricultural land (of which 13ha are owned by the successor) with 28 dairy cows and their calves.
Farm description AFTER succession
Since the succession, the operation has been greatly improved. A new stable and a new home were built, 7 ha agricultural land has been purchased, and additional technology has been procured. The quality of the soil has been recorded and analyzed. Finally, the entire farm was converted to organic production. The business development was very challenging, and took place parallel to the founding of the successors family. His three children are now between 22 and 10 years old and his wife is 46 years old. Together, the family lives in the new, spacious house. Their experience in the succession-phase was very good, and they are already preparing for the next succession. Today, 65 dairy cows are kept and approx. 60ha of agricultural used land is managed according to organic guidelines.
4. Succession Process
- No information on the economic situation, assets and liabilities were given to the successor prior to succession. Due to this lack of information and the poor state of buildings and technology, it was very difficult to develop the company for the future. Not even the current situation of the business was known.
- Housing situation: initially three generations lived under one roof. This only worked because all the parties - especially the successor and his wife - were always de-escalating. The close proximity even after work was very problematic, as there were interpersonal problems. With relocation to the newly built residential house, the relationship was significantly better.
- It is very important to gain experience outside your own company. This knowledge is irreplaceable, as there are important impulses for the reflection of one's own actions on the farm.
- Exchange with farmers / consultants: since the entrepreneur did not have an entrepreneurial model in the predecessor, it was necessary and good to seek exchange, and also to look at other things, procedures and approaches during his part-time work.
5. Considerations, skills/competences and queries/questions
Skills/Competences especially relevant for the succession process
- Comprehensive information for all involved stakeholders is important, especially for the successor to get a clear picture of the business.
- Perseverance and endurance.
- The successor had not received any information about the operation and thus received a so-called "black box". This is very unsettling. Do all parties have the necessary information for a hand-over?
- Are there goals and clear ideas that you are working on?
- Can you continue to work for the goals and find solutions despite resistance?