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Rafello Khongwar is a 30 years old graduate student from the Indian district of Ri-Bhoi. Agriculture, vegetables, fruit crops, piggery, poultry and fishery compose his six farming systems. After running his own enterprise for the last four years, he could earn a rich dividend from kharif vegetable cultivation as well as from poultry farming and, as a record, he earned a net profit of 68,935 IRP in seven months (around 1,145 USD) out of the raising of 2,400 birds. In spite of the unemployment pressure, Rafello did not succumb to it and quite intelligently opted for the farming profession where his father and forefathers did have expertise. However, he didn't stick to his parental land for developing an integrated farming system; instead, he selected nearly 5 acres of land in a village and finally purchased the land by taking a loan from his relatives. In the beginning, this young farmer had the plan to develop a farming system in such a way that least amount of inputs would be needed from outside. At the same time, he also wanted to follow the tradition of the 'khasi' tribal farming community of not using any sort of chemicals in agricultural operations. Making a sustainable farming model Once the land was procured, Mr. Khongwar rightly contacted the Indian Council of Agricultural Research (ICAR) for getting the necessary guidelines to establish his farming system's model. After a number of visits and detailed discussions, he was advised to go for a number of components simultaneously to make his method sustainable. Moreover, he was taken to other model farming systems developed by ICAR Research Complex for the North Eastern Hill (NEH) Region to explain the scientific concept behind them. Thanks to the advice of ICAR scientists, he divided his land in such a way that more areas could be brought under agriculture and horticulture, and all the components could be viable and inter dependent. The beginning: poultry and piggery Rafello started piggery and poultry initially by keeping ten pigs and 1,000 poultry birds in properly constructed houses where he put all the required facilities like netting, wiring, feeding trays, etc., along with adequate management practices. He also made the arrangements to collect pig and poultry waste for its application into agricultural field and fishery ponds. After running this poultry and piggery unit for one year successfully, the following year this young farmer started fishery and agriculture with proper stocking ratio and crops' selection like maize, rice and vegetables to feed the pigs, poultry and fish. The pig and poultry waste was collected so carefully that he could even sell it also to other neighboring farmers after applying into his agricultural field and fisher pond. Farming: a successful way of livelihood The development of the farming system model by Mr. Khongwar has not only been beneficial to him in terms of livelihood but it has also influenced other unemployed young professionals of the neighboring areas to seriously think about this profitable proposition. ICAR has also tried to highlight his success by arranging coverage through Kishan Channel and entrepreneurs' visits to his forming system, as well as by narrating his story to all the adopted and non adopted farmers. Rafello had to show great determination in setting up such an example, as it is not very popular among the educated youth of Meghalaya. Still, he went for it overcoming the initial challenges with guts, even when no organization except for ICAR came forward to extend help in this regard. Now, this young farmer is trying to get financial assistance from the banks and State departments to expand his system but until the date he hasn't managed to do so. Hopefully success' promotion will draw the attention of concerned people towards Mr. Reafello Khongwar so that he and other young farmers will receive some assistance and will prove others wrong in not choosing farming as their main livelihood.
One of the best ways to survive in this industry is to become an expert in your area, so don't go too far from your core business. If you do, you might become indistinguishable and get lost in a cluttered marketplace. 5. Don't let customers leave hungry or unhappy. Even the best restaurant will have the occasional dissatisfied customer. Stefano LaCommare's policy is that no one leaves Stefano's Trattoria hungry. If someone isn't satisfied with a dish, he determines if the issue is personal taste or a problem with the preparation. In either case, he replaces the meal. In his Melting Pot restaurants, Brian Neel takes the approach that the customer is always right -- even when they're not. "Even if we know the customer's perspective isn't entirely correct, we do our best to be understanding, and do what it takes to make them happy," he says. Sometimes an apology is all that's needed; sometimes a free item will take care of it. Or, Neel says, "If it's a really bad experience, we'll comp a check and invite them back to dinner again on us. The most important thing is that they feel that you're sympathetic to their concerns and that you're very sincere in dealing with them." 6. Make your food consistent. Once you've developed recipes that you're confident in and you know your customers enjoy, be consistent with them. It might be fun for you to add a different spice or try something new, but a customer who's expecting a dish to taste the way it has in the past is going to be disappointed if his expectations aren't met. LaCommare recalls hiring a chef who had a hard time with this concept. LaCommare was pleasant but clear and firm about how things were going to be. "I said, 'This is my kitchen. My way. My style. I'm not saying you don't know how to cook. But if you want to work here, you do it my way.'" 7. Build relationships with your suppliers. Create a bond with your suppliers so when you're in a bind, they're willing to do something extra to help you out. Be loyal to them; don't make unreasonable demands, pay your bills on time and respect everyone on their staff -- including the delivery drivers. "Your distributors are your life blood," says Mangiamele. "They're going to make sure you're aware of specials, discounts and purchasing opportunities." 8. Get it in writing. If you're in the catering or wholesale food business, never assume you have an order until you have a signed contract or purchase order. Caterer Ann Crane recalls making a bid on an upscale party. It was a new client, and she had taken her art director and florist with her to meet with the person -- and they all left with the impression that they had the job. But the client was accepting bids from three other caterers. The lesson is clear: Don't take anything for granted. Find out whom you're competing against and when you can expect a final decision. And don't buy any supplies or materials until you have a signed contract and a deposit. 9. Listen to your customers. Customers are happy to tell you what they want, so give them opportunities to provide feedback. Use comment cards in your restaurant, a feedback system on your website and Facebook page and any other way you can think of to gather responses from your customers. "We place a lot of emphasis on guest-driven decisions," says Scott Redler. "We recently replaced our standard ice machines with 'chewable' ice machines after guests requested chewable ice. Although it was hard to justify the new equipment on a spreadsheet, we believe it makes financial sense in the long run because it increases the loyalty of our guests." On the other hand, keep in mind that you won't be able to meet every single customer request. Trying to do so will stretch your resources to an unmanageable point. For example, if a few customers ask for certain products, be sure the overall demand is strong enough to make purchasing those items worthwhile. One coffeehouse operator says a few people have asked her to carry goat's milk, but in her market, to do so wouldn't be profitable. However, years ago, when customers began asking for skim milk, she realized that the market was strong enough to justify adjusting her inventory. 10. Get in with an out. In addition to your startup plan, you need an exit plan. Know how you're going to eventually get out of this business -- whether you need to get out because things are going badly, you want to retire or for any other reason. For example, if you have to close the operation because of a lack of business, how will you handle that process? Or, if your restaurant is a rousing success, would you entertain an offer from someone to buy it? If you're 40 when you start your restaurant, will you still want to be running it 25 years later? Related: What You Need to Know Before Starting a Catering Business While you never know for sure how your business will do until it's up and running, hope for the best, while being prepared for whatever comes your way. Businesses have changed directions, relocated, scaled up, scaled down, been sold or simply decided it was time to close its doors. You never know what will happen, but if you start out with passion, enthusiasm, a lot of planning and attention to detail, you might just find yourself living your dream of being a success in the food services industry.
How to be a Successful Restaurant Owner If you want to be a successful restaurant owner, you may need to wear many hats to get many jobs done - including, sometimes, the management of your staff and operations. The reality is that many restaurant owners don't have the resources to hire a manager to take care of their day-to-day operations. If this is you, you'll need to know how to run a business and run a restaurant - which can mean very different things. As a response to this reality for many restaurant owners, we've put together a list of skills and resources you should know to better manage your restaurant. First we've developed a list of soft skills managers should have, in addition to a list of hard skills you'll want to develop if you're in the position of managing your own restaurant. We've also put together a list of books for you to read that can help you better manage people, operations, and the ideal customer experience. And finally, we've also included a cheat-sheet of culinary and restaurant industry terms you'll need to know to get by in the industry. Successful Restaurant Owner: Soft Skills While restaurant owners need to know a lot - and know how to do a lot - to run a successful business, they also need to have what are called "soft skills" to lead a team of people. Soft skills are personal attributes that make up who you are and enable you to cultivate and maintain interpersonal relationships. They are also crucial to defining leadership style and relationship management for successful business owners. To start, these are some of the top soft skills possessed by successful restaurant owners: Emotional Intelligence Collaboration Organization Resilience Here's how each soft skills may manifest when managing a restaurant. Emotional intelligence Even the best of us get annoyed when hungry/tired/hungover staff aren't at their best. Successful restaurant owners, however, know how to navigate human behavior and quirks like a pro, and they truly enjoy engaging with people. Great managers listen more than they speak, are masters at conflict resolution, and know how to be firm yet constructive when providing feedback to their staff. Emotional intelligence is the key to gaining the respect of your staff members. Collaboration and multi-tasking Collaboration and multi-tasking go hand in hand when you're managing a restaurant - because you need to get a lot done and you can't do it all by yourself. You have many priorities as a restaurant owner, and they involve staying on trend, hiring the right people, renewing the lease, and supporting the front- and back-of-house. You know how to prioritize and trust your staff to help you get the work done. Organization Great restaurant managers are organized people. They know where everything is at all times, so they can quickly problem solve and retrieve anything their staff need in a hurry. There's no time to think during a busy service, so processes and inventory must properly organized and managed ahead of time. Resilience Great managers thrive during crunch time. From bills to sales to workplace personality conflicts, your plate will always be full. A good restaurant manager doesn't falter or hide - they deal and then move on to the next stressor. Soft skills grow and evolve over time as you practice them. You can develop your soft skills the same way you can develop hard skills: with practice, practice, and more practice. Successful Restaurant Owner: Hard Skills Hard skills are those skills you've probably listed during past interviews. They are skills that are taught through both formal and informal training and have allowed you to develop expertise in a certain area. Here are the crucial hard skills you'll need to properly manage a restaurant. Project management A good manager has the ability to effectively and efficiently manage projects. As a startup new restaurant owner you'll manage a budget, time, and people to reach desired goals. Project management is a delicate balancing act that often takes time, practice, and sometimes education to acquire. Bookkeeping or accounting While we recommend you work with a professional accountant or bookkeeper on the finer points of your restaurant financial documents, you should still have a solid grasp on your numbers as an entrepreneur. Successful restaurant owners can balance budgets, make accurate financial forecasts, and can even create a framework for development. A successful restaurant owner understands their financial responsibilities before the business has even opened. Inventory management Inventory management is a critical skill that will lead to controlling food costs and increasing profitability. A successful restaurant owner will create firm processes for the management of their inventory. Kitchen operations Successful restaurant owners knows the basic principles of how to manage the operations of the kitchen. These skills include menu design and pricing, kitchen assembly line practices, and health, safety, and hygiene requirements for kitchens. Marketing and promotions Restaurant competition is fierce, and you'll need to leverage several marketing and promotions practices and channels to increase sales. A successful restaurant owner will use social media, review sites, geo-targeted ads, local food apps, and loyalty programs to acquire and sustain customers for their business. Customer service best practices Customer service skills are the key to turning first-time customers into regulars. When you open your restaurant, you'll create the benchmark for the type of service you want your staff to uphold. This skill requires knowledge of relevant best practices, and being able to customize them for your concept, your ideal customer base, and the strengths of your staff. RestoHub.org: Sections for Managers If you're managing your own restaurant or just want your manager to brush up on some knowledge, here are the sections of RestoHub.org that are most useful for restaurant managers. Restaurant Inventory Management: A Beginner's Guide How Restaurant Data Can Increase Profits How to Begin Staffing Your Restaurant Job Descriptions & Responsibilities When to Start Promoting Your Restaurant Restaurant Marketing 101: Digital & Traditional Understanding Your Data & Finances Restaurant Management Books to Read Knowledge is power - and you never stop learning in the restaurant industry. Always, always read about your craft and take an interest in what thought leaders have to show you about the business. Restaurant veterans and experts have written some great books to help you become a successful restaurant owner and manager. Here's our recommended reading list for successful restaurant owners and managers. How to Rock Restaurant Management: 5 Ingredients to Leading a Successful Team (2017) by Katelyn Silva The Heart of Hospitality: Great Hotel and Restaurant Leaders Share Their Secrets (2016) by Micah Solomon Ten Restaurants That Changed America (2016) by Paul Freedman Note: this is a social history of the culinary evolution in America, not a management handbook. Relevant for understanding trends. Front of the House: Restaurant Manners, Misbehaviors & Secrets (2015) by Jeff Benjamin (author) and Robert Neubecker (illustrator) Restaurant Success by the Numbers, Second Edition: A Money-Guy's Guide to Opening the Next New Hot Spot (2014) by Roger Fields Setting the Table: The Transforming Power of Hospitality in Business (2009) by Danny Meyer Restaurant Management: Customers, Operations, and Employees (3rd Edition) (2006) by Robert Christie Mill Restaurant Financial Basics (2002) by Raymond S. Schmidgall, David K. Hayes, and Jack D. Ninemeier Restaurant and Culinary Terms You Need to Know If you're opening a restaurant, odds are you have enough experience in the industry to have learned the lingo. But if you haven't yet worked in the industry, there's no need to feel ashamed. You could take your time learning terms the same way everyone else in the restaurant industry does: with some fumbles and bruises. Or you could learn them now and avoid any embarrassing misunderstandings after you've opened your restaurant. The restaurant industry has a language of its own, and it's worth spending a few minutes to learn a few simple terms so you can correctly communicate with your team. Back of house: Refers to the kitchen, dishwashing area, and wait station all located in the "back of the house". It's the area where customers aren't allowed. Barback: Considered an assistant for the bartender, they usually clean glasses, stock the coolers, and replace liquor bottles. They often end up pouring beer, wine, and non-alcoholic drinks for servers and sometimes double as a busser (below). Bussing: Busy restaurants may have a role designated for "bussing", which means clearing and resetting tables after guests have left. Chafing dish: Typically used for buffets, a chafing dish is a metal dish filled with water and kept warm by a candle or fuel cell that sits underneath it. A chafing dish keeps food warm. 86'ed: Used to describe a dish that the kitchen has run out of. Expediter: A back-of-house kitchen staff member who groups plated food together by table number for the servers to deliver. Front of house: Refers to the dining room, bar, and areas in the "front of the house". It's the area where patrons are allowed. Host/hostess: The person typically near the entrance, who meets, greets, and seats guests at their table. The host/hostess is also responsible for monitoring reservations and managing waiting lines. In the weeds: A term to describe when "it's really, really busy" and staff is having a hard time keeping up with the volume of orders. Line: Refers to the area that divides the cooks from the servers, and where the food is placed for pickup. Mise en place: Originally a French terms meaning "everything in its place" and refers to the arrangement of the sauté station, where every ingredient is in the right place for service. Plating: The action of putting food, sauces, and garnishes on the plate, the last step before a server brings the place to the customer. POS system: POS stands for "point of sale", and it's what restaurants use to input orders and track sales, with the help of integrated payment processors. POS systems are increasingly becoming more sophisticated so as to support features like inventory tracking, staff management, and menu management. On the fly: A term meaning, "Get it done right now!" Typically used to communicate when something has to be cooked last minute. Sections: Restaurant dining rooms are often divided into sections, with a server working a particular section each shift. Sharking: The act of luring an employee from one restaurant to another. Turnover rate: Refers to how quickly patrons fill and empty tables during a shift. A high turnover rate means more people have eaten and left the tables. A slow turnover means either the same people have been at the same table for a long time or the table is empty. Conclusion Whether you play the dual role of restaurant owner and manager or just owner, consider this section a crash course on managing a restaurant while starting up your restaurant. And regardless of how involved you plan to be in your restaurant's operations, it's still in your best interest to know as much as you can about managing restaurant operations and staff.
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Many would-be restaurant owners don't realize that owning a restaurant involves more than just cooking and serving good food. There is accounting, human resources, marketing, and maintenance to attend to, among other things. While being able to delegate tasks to employees and outside vendors is essential, at the end of the day, the owner is still ultimately responsible for the overall management of his or her restaurant. For those looking to open their own restaurant, we've put together the top five traits of a successful restaurant owner. Be a Strong Leader Running a restaurant is a team effort and as a restaurant owner, you are the team captain. What you do sets an example for your employees. Your behavior gives others permission to act the same way—no matter if that's good or bad. Many people want to open their own restaurant because they enjoy cooking or entertaining, or they want to be their own boss. They aren't necessarily thinking about the skills needed to manage multiple employees. Often the HR portion of running a business is where many restaurant owners run into trouble. Navigating the different personalities of employees can be difficult for someone without prior management experience. Know How to Balance a Budget Just as complex as handling employees, finances is another sticky wicket for some restaurant owners. Maybe your passion is cooking or catering, or event planning, rather than reading profit and loss statements. If the most bookkeeping you've done is balancing your personal checkbook, I strongly recommend taking some basic accounting/business classes before opening your own restaurant. And even then it's best to leave the more complex stuff like taxes and payroll to a professional. Small mistakes can end up costing a lot of money if you aren't careful. Be Flexible Another important attribute for a successful restaurant owner is a willingness to be flexible and adaptive. Even the most well-contrived restaurant concept may need some tweaking, either before opening day or afterward. If you have your heart set on a certain location for a restaurant or you want to offer a distinct type of cuisine, but discover through preliminary research that those early ideas won't work, be willing to adapt your version. Creating a thorough business plan before you start spending any money can help you identify possible problems early in the process. Be Patient In an ideal world, your restaurant will be busy from day one. If that isn't the case—if you are seeing midweek lulls or if breakfast isn't really taking off the way you anticipated, don't give up hope. It can take weeks to months for dining trends to emerge. As you track your restaurant sales over time, you can start to adjust your staffing and food orders to accommodate. Be Kind As a restaurant owner, you are part of a larger business community. Undoubtedly your business will be solicited by nonprofits and charities for donations. Charitable giving, whether monetary, gift cards, or sponsorships for sports teams are a great way to give back to your community. A bonus of giving is it usually tax deductible. There are many factors that contribute to a successful restaurant, like a good location, great food, and awesome staff. But none of it will work without a strong leader to make it all happen. By setting a good example, doing your homework and having flexibility and patience, you are positioning yourself to be the best restaurant owner possible.
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Over the past 30 years, U.S. producers have outpaced all others, becoming the most competitive pork production system on the globe. The improvements we have made, driven by producer innovation, consumer demand, economic forces and other factors, have evolved the industry and made it more competitive on a global scheme. At the end of the day, what drives the industry also drives the competition in the U.S., leaving some production methods and some producers in the wake of change. Evaluating what makes our production system globally competitive can also be important to the individual farm and future success. Here are some thoughts about how we got here and how we move forward to continue improvement in the years to come. 1. High Productivity The U.S. has improved at a rate higher than the rest of the world and the rest of the world has improved as well. Our productivity improvement over the past three decades has averaged nearly 3% annually. In addition to adding 0.25 pigs marketed per sow annually each year, the U.S. increased carcass weight on each animal an average of 0.97 lb. each year. I believe we can continue to improve productivity at this rate in terms of raw numbers, equating to 1.74% annual improvement over today's production. How does your farm stack up? The U.S. average is probably about 23.5 PSY (pigs per sow per year) weaned and 20 PSY marketed today. Compeer has a large number of clients that would be 27.5 to 30 PSY weaned and are marketing over 93% (25 to 28 pigs) of those to their primary market. The U.S. production sector will continue to be more competitive going forward. Producers who are able to attain these numbers will continue to grow and use the same core skills on a higher percentage of their production. 2. Efficient Use of Natural Resources We hear a lot about sustainability, carbon footprint and resource use. Globally, higher production in the ag sector generally means more efficient use of resources, as more is produced from the resources used. We have a good model in the U.S. and abundant resources today. The food industries that use those resources more efficiently will use them to produce more of the food consumed. The swine industry has a great track record of continuous improvement in this area. Take a minute to review our progress. To improve, we need to have every farm focused on improvement. What is your personal farm plan to improve sustainability? 3. Low Cost of Production Cost of production in the U.S. is competitive with anywhere in the world. We are especially competitive with our major export competitor, the European Union. Barring any massive changes in the dollar value relative to the euro, it should remain this way. The bigger concern is where you fit relative to domestic competitors. A range in cost of production in 2017 between $60 and $68 per carcass cwt should encompass 80% to 90% of operations. That's a huge range with lots of opportunity for those at the higher end to improve costs. I always look at production numbers first as it is difficult to drive costs lower if sales volume relative to fixed costs isn't attained. Costs would appear to be $3 to $4 per cwt higher in 2018 due to higher feed costs. 4. Strong Management What has led us to the improvement in productivity, reduction in costs and better use of resources is stronger management that gets better every year. The dedication to doing the right thing and driving better pig performance through people comes down to strong management teams running a large share of production in the U.S. The ability of owners and managers to instill a vision within the farm team of doing the right thing for the pigs, their co-workers and the communities in which they live is inspiring. Today's managers understand production, financial management, nutrition and risk-management far better than their predecessors. This results in continually improving our competitive position, not only within the pork sector, but in comparison to beef and poultry as well. 5. Well-capitalized The pork sector is well capitalized today. Following a significant period of losses in the industry (August 2012 to May 2013), the financial position of the industry as a whole is strong. It's as good as ever, but that doesn't tell the whole story. There remains a huge variation in capital position just as there is a wide range when you look at cost of production. Couple that with a wide range in revenue and timing of capital spending and growth, and there will be some pain as soon as we start seeing red ink for a quarter or two. Working capital (current assets less current liabilities) is key, and a large percentage of our portfolio would have over $1000 per sow in working capital. My advice is if working capital is an issue (less than $600 per sow), you should be keeping capital spending to a minimum and make risk management a top priority. 6. Great Environmental Record The pork industry has a great environmental record as a whole. Yes, we occasionally have problems such as an unusual weather event, some malfunction, or—as we have seen in recently—legal issues brought by neighbors with the means and ability to get a judge to rule in their favor. Most of our producers continue to be excellent stewards of the environment and strive to continually improve their systems. The strides we've made in the past several decades should be the story. Unfortunately, that's not the case. 7. Improved Risk Management Managing risk and exposure to market changes has clearly evolved in the past 20 years. As farms have grown and volatility has increased, so has the need to manage that price risk. Hedging strategies should be reviewed regularly to balance the operation's financial position and exposure to volatility in the market. We came through a strong market outlook early this year and have backed off significantly from that period, but we should have had at least some risk laid off through that period. 8. Safest Product in the World Our product is safe and viewed as such around the world. Food safety is never taken for granted and our quality has opened doors globally. Thanks to great leadership on the farm and execution of the "We Care" principles, we have a great story to tell. There is so much misinformation out there that it will take everyone involved in the industry to continue to educate the consumer. 9. Efficient, Low-Cost Packing Sector One of the advantages U.S. pork has, relative to the rest of the globe, is modern, low-cost and efficient packers. U.S. packers, with their scale and efficiency, allow the pork you produce to reach the consumer efficiently, at a low cost. This is critical to our success as we compete with poultry and beef here in the states and overseas. 10. Support The pork industry has been supported well by the National Pork Board, the National Pork Producers Council and the state and local pork organizations. Your dollars also support the U.S. Meat Export Federation and the Animal Agriculture Alliance, all of which promote your product in the U.S., open markets in foreign countries, fight for your right to farm and raise pigs, and promote the ideals of the industry to the public. All these points make this the best place in the world to produce pork. They are critical points to consider when looking at your industry and when reviewing your farm and where you should be focusing your leadership efforts as you work toward consistent improvement. For many, that starts with a focus on production efficiency to improve productivity, costs and sustainability.
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Pig farmers are responsible for the daily care and management of pigs raised for the pork production industry. There are three main types of pig farms, according to the United States Department of Agriculture (USDA). Farrow-to-finish farms raise piglets from birth to slaughter weight, which is usually 240 to 270 pounds. Feeder pig farms raise piglets from birth to somewhere in the range of 10 to 60 pounds, when they are sold to finishers. Finally, finisher farms buy feeder pigs and raise them to slaughter weight. Pig Farmer Duties & Responsibilities The job generally requires the ability to perform the following duties: Distributing food to pigs Observing animals for signs of illness and giving medication when necessary Performing facility maintenance Checking for proper ventilation and temperature conditions Assisting with problem births Performing artificial insemination or other breeding duties Coordinating waste removal Transporting stock to farms or processing plants Pig farmers manage the care of pigs that will eventually be slaughtered and processed for sale—often for large commercial operations that have thousands of animals on site. These large farms that specialize in one phase of pig growth and production are more prominent than farrow-to-finish farms, according to the USDA. Pig farmers also work closely with large animal veterinarians to ensure the proper health of their animals through vaccination and medication protocols. They may also consult animal nutritionists and livestock feed sales representatives while formulating diet plans. Pig Farmer Salary Revenues from a pig farm can vary widely based on production costs, weather conditions, and the market price of pork. A pig farmer's salary can also vary due to the type of operation they work for (commercial or family farm), their level of experience, and the number of hogs managed. The U.S. Bureau of Labor Statistics offers salary statistics for farmers, ranchers, and other agricultural managers as of May 2018, but it does not break out data for pig farmers or swine herder in particular: Median Annual Salary: $67,950 Top 10% Annual Salary: $136,940 Bottom 10% Annual Salary: $35,440 Unless that are employed by a corporate entity that pays them a fixed salary, pig farmers must also consider other expenses of running a farm when determining their final profits each year. These operating expenses may include supplies, feed, fuel, labor, veterinary care, insurance, waste removal, and equipment. Education, Training, & Certification Education: Nearly all pig farmers have (at minimum) a high school diploma, with many holding college degrees in areas such as animal science, agriculture, or a closely related field. Coursework for these degrees usually includes courses in animal science, production, meat science, anatomy and physiology, genetics, reproduction, nutrition, ration formulation, technology, business administration, and agricultural marketing. Experience: Many aspiring pig farmers are introduced to the industry through participation in youth programs such as Future Farmers of America (FFA) or 4-H clubs. These groups give young people the chance to handle an assortment of farm animals and compete with them in livestock shows. Valuable experience may also be gained through work on family farm operations. Pig Farmer Skills & Competencies To be successful in this role, you'll generally need the following skills and qualities: Physical stamina: Pig farmers must be able to be on their feet for long periods of time, lift, and bend—especially those working on small farms. Analytical skills: Pig farmers must monitor and assess the health of the hens and quality of the eggs they produce. Interpersonal skills: Most commercial pig farms require many staff members, and often, pig farmers must be able to effectively supervise and work with others on the farm. Job Outlook The U.S. Bureau of Labor Statistics projects that the number of job opportunities for farmers, ranchers, and agricultural managers will decline 1 percent through 2026, which is slower than the overall employment growth of 7 percent for all occupations in the country. The USDA's Economic Research Service has found that the total number of hog farms has decreased due to the consolidation of smaller operations into much larger commercial entities that specialize in one phase of production. Work Environment The work of a pig farmer may involve being exposed to the elements and extreme temperatures from time to time, although commercial pig farming is generally conducted indoors in climate-controlled buildings. Work Schedule As with most farming and livestock careers, a pig farmer often must work long hours that include nights, weekends, or holidays. Comparing Similar Jobs People who are interested in becoming pig farmers may also consider other careers with these median salaries: Agricultural and food scientists: $64,020 Agricultural engineers: $77,110 Animal care and service workers: $23,950 Source: U.S. Bureau of Labor Statistics, 2017
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o become a restaurant owner takes talent, huevos, and the ability to take pleasure in 60-120 hour work weeks. And it's one industry where experience trumps education. The best restaurant owner training is to work in all areas of the restaurant business over several years. It's the only way to know when a staff member is misinforming you, how to motivate and guide others, and how to train new staff members effectively. You should know how to cook, how to seat customers, tend bar, serve food, clear tables, wash dishes—everything. And that's before you even consider starting a restaurant! What are the steps and skills needed to become a restaurant owner? Start here. Step 1: Finalize the Concept and Write a Business Plan Fast casual, fine dining, or a food truck? Seafood, steakhouse, or ethnic? Do your homework to figure out the size of the potential market for your passion. Take part-time business and accounting courses to get the skills for creating an effective business plan and budget. Step 2: Find the Right Location A good location can ensure a mediocre restaurant is consistently busy, or ensure an otherwise great restaurant fails. The tradeoff is frequently between a busy location with plenty of parking, or a less convenient but more picturesque spot. Some argue that areas packed with other restaurants can divert money and customers from your business, but such clustering can also draw more patrons to the area. Step 3: Get Financing Starting a restaurant can cost hundreds of thousands of dollars—but it doesn't have to. How much you need depends on your concept, the space you want, the equipment you need, whether you buy new or used, your inventory, marketing, and operating capital. Audit your own assets; hit up family and friends; investigate taking a partner and any government programs you may be eligible for. Step 4: Complete the Restaurant Design A great restaurant design is inviting and relaxing for patrons, but highly functional for staff: easy to clean with space for kitchen staff to move around quickly. You'll need to deal with architects, interior designers, engineers, and contractors to ensure your vision is fully realized. A good location can ensure a mediocre restaurant is consistently busy. Step 5: Hire Staff Begin your employee search roughly six to twelve weeks before opening to ensure you have enough lead time. If you're not a chef, your first hire should be your executive chef. Give them broad latitude to design the menu with their restaurant menu ideas, too. Step 6: Start Marketing Just like a business plan, you need a marketing plan. If you want people to turn up on opening night, they need to have heard of you. Write and disseminate a press release, make sure your website and social media is professional, and consider a soft open—National Restaurant Association research shows word-of-mouth is still the best advertising.
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