Agriculture must be viewed not only as a means of producing food but also as a business capable of generating sustainable income, creating jobs and supporting economic growth. This was the central message delivered by Acting Minister of Trade and Entrepreneurship, Honourable Baratiwa Mathoothe, during the Tholo Agricultural Poultry Expo 2026 in Gabane and the fourth edition of the Farmers Conference in Gaborone. He emphasised that profit should be embraced as an essential part of farming, arguing that profitability keeps farmers in the sector and encourages young people to consider agriculture as a viable career. His remarks highlighted the need for Botswana to strengthen the link between agricultural production and financial returns. By encouraging farmers to operate with a clear business focus, the message called for a shift towards an agricultural sector that rewards hard work, supports enterprise development and creates lasting economic opportunities.
For many farmers, the ability to generate consistent profits determines whether they can maintain their operations, invest in better equipment and expand production. Farming involves costs such as feed, seeds, fertiliser, labour, transport, electricity, water and equipment maintenance. If the income earned from selling agricultural products does not cover these expenses, farmers may struggle to remain in business despite producing valuable goods. Profit provides the financial foundation needed to manage these costs, prepare for difficult seasons and reinvest in future production. Embracing profit in agriculture does not mean ignoring food security or community needs. It means ensuring that farming activities are financially sustainable so that farmers can continue producing food while improving their livelihoods.
Honourable Mathoothe’s message also drew attention to the importance of changing how people understand farming in Botswana. Agriculture is often discussed in terms of food production, livestock numbers and crop yields, but the financial performance of a farm is equally important. A farmer can produce a large quantity of goods without earning a satisfactory return if production costs are too high or selling prices are too low. Commercial success depends on understanding both the production process and the market in which products are sold. Farmers who treat their operations as businesses are better positioned to assess costs, identify profitable products and make informed investment decisions. This business-oriented approach can help transform farming from an activity focused mainly on production into a structured enterprise with clear financial goals.
One of the key points raised by the Acting Minister was the need to bridge the gap between what farmers produce and what they earn. This challenge is important because agricultural output does not automatically translate into strong financial returns. Farmers may experience losses when products spoil before reaching buyers, when transport costs consume a large share of revenue or when market prices fall below production costs. Limited access to storage, processing facilities and reliable buyers can also weaken their bargaining position. Addressing these challenges requires attention to the entire agricultural value chain, from production and storage to processing, distribution and final sale. By improving the connection between farmers and markets, Botswana can help producers retain more value from their work and build more sustainable agricultural businesses.
The agricultural value chain offers several opportunities for farmers to increase their earnings beyond selling raw products. Poultry farmers, for example, may explore opportunities to supply eggs, dressed chickens or other processed products, depending on their resources, market demand and the applicable requirements. Crop farmers may consider cleaning, grading, packaging or processing their produce to meet the needs of different customers. Livestock producers can also examine opportunities to improve product quality and establish stronger relationships with buyers. These activities require investment, planning and an understanding of market demand, so farmers must assess the costs and benefits before expanding into them. However, value addition can create additional income opportunities when businesses identify suitable products and manage their operations effectively.
The Tholo Agricultural Poultry Expo 2026 in Gabane provided a relevant setting for discussions about turning agricultural production into profitable business activity. Poultry farming can create opportunities for entrepreneurs at different scales, from small backyard operations to larger commercial enterprises. However, successful poultry production requires careful management of feed expenses, animal health, housing, biosecurity, labour and access to reliable markets. Feed costs can have a major effect on the financial performance of a poultry business, making cost control and efficient production particularly important. Farmers also need to understand customer demand and plan production to reduce the risk of unsold products. Approaching poultry farming with a clear business plan can help producers identify realistic targets and build operations that have a better chance of remaining financially viable.
The fourth edition of the Farmers Conference in Gaborone further reinforced the importance of treating agriculture as a commercial sector with room for innovation and enterprise development. Farmers’ conferences can provide opportunities to exchange experiences, discuss industry challenges and consider ways to improve production and business performance. For agricultural entrepreneurs, learning from other producers can reveal practical approaches to managing costs, identifying markets and organising operations more effectively. Discussions about profitability are especially relevant when farmers face changing input prices, market uncertainty and pressure to remain competitive. A stronger focus on business skills can help producers assess their performance and make decisions based on reliable information rather than assumptions. Connecting agricultural knowledge with financial planning can support more informed choices throughout the farming process.
Honourable Mathoothe also encouraged aspiring entrepreneurs to form clusters, highlighting collaboration as a way to strengthen agricultural businesses and unlock opportunities for growth. Agricultural clustering allows farmers or related businesses to work together around shared interests, resources or commercial goals. Depending on the arrangement, participants may coordinate the purchase of inputs, share equipment, organise transport or negotiate with buyers as a group. These activities can help reduce certain operating costs and make it easier for smaller producers to reach markets that might be difficult to serve individually. Collaboration can also create opportunities to exchange technical knowledge and learn from the experiences of other farmers. When clusters have clear objectives, transparent management and fair participation, they can become useful structures for improving agricultural productivity and profitability.
For smallholder farmers in particular, collaboration may offer a practical route towards commercial growth. Individual producers often have limited resources, which can restrict their ability to purchase machinery, transport goods or meet the supply requirements of large customers. By working together, farmers may be able to combine production, coordinate delivery schedules and negotiate more effectively with suppliers or buyers. Group purchasing can sometimes improve access to agricultural inputs, although the actual savings depend on the quantities involved and the terms negotiated. Shared services can also help members avoid unnecessary duplication of equipment and other resources. However, successful clusters require trust, clear financial arrangements and agreement on responsibilities so that all members understand how decisions are made and benefits are distributed.
The transition from smallholder farming to commercial agriculture was another important theme in the Acting Minister’s remarks. Smallholder farmers play a role in food production and rural livelihoods, but expanding into a larger business requires additional planning and investment. Farmers need to understand their production capacity, identify reliable customers and determine whether increased output will generate enough revenue to justify the additional costs. They may also need to improve recordkeeping, strengthen quality control and establish more consistent supply arrangements. Profitability can provide the resources needed to make these changes without relying entirely on outside financial assistance. As smallholder enterprises become more stable, they may be better positioned to invest in equipment, increase production and develop stronger relationships with commercial buyers.
Commercial farmers face a related challenge as they seek to grow into fully developed agribusinesses. Producing agricultural goods at scale is only one part of building a successful enterprise. Agribusinesses must also manage finances, monitor markets, coordinate suppliers, maintain product standards and identify opportunities to expand their customer base. Some may benefit from investing in processing, storage or distribution, while others may achieve better results by improving efficiency in their existing operations. Expansion should follow a clear assessment of demand, available resources and the risks associated with additional investment. A profitable commercial farm can become a stronger agribusiness when its owners combine efficient production with sound management and a clear understanding of the market.
Young people also have an important role to play in the future of agriculture in Botswana. Encouraging youth participation requires showing that farming can offer viable business opportunities rather than presenting it only as physically demanding work with uncertain financial rewards. Young entrepreneurs can explore different areas of agriculture, including poultry production, horticulture, livestock management, food processing and agricultural services. Digital tools can also support farm planning, recordkeeping, customer communication and the marketing of products. However, technology alone cannot guarantee success, and young farmers still need practical training, access to suitable resources and a clear understanding of market conditions. Demonstrating how agricultural businesses can generate income and grow over time may help attract more young people to the sector.
Access to markets remains essential to turning agricultural production into reliable income. Farmers need to understand who will buy their products, what quality standards customers expect and how much they are willing to pay. Producing goods without a clear sales plan can leave farmers with excess stock, wasted inputs and reduced earnings. Establishing relationships with retailers, restaurants, processors, wholesalers and individual consumers can help producers identify more dependable routes to market. Contracts and regular supply arrangements may offer greater predictability where the terms are clear and commercially suitable for both parties. Farmers who combine production planning with market research can make better decisions about what to grow or raise, how much to produce and when to sell.
Financial management is another essential part of profitable farming. Farmers need accurate records of income, expenses, stock levels and production performance to understand whether their operations are making money. Calculating the cost of producing each unit can help identify products that deliver satisfactory returns and activities that require improvement. Cash flow planning is also important because agricultural businesses often incur costs before receiving payment for their products. Seasonal changes, animal health problems, weather conditions and market fluctuations can affect income and expenses in ways that require careful preparation. By maintaining clear records and reviewing their financial position regularly, farmers can identify problems earlier and make decisions that support the long-term health of their businesses.
Sustainable farming practices also matter because profitability depends on maintaining the resources required for future production. Farmers need to consider how they use water, manage soil, protect livestock health and respond to environmental conditions. Poor resource management can increase costs and reduce productivity over time, weakening the financial position of a farm. Practical measures suited to local conditions may help producers use inputs more efficiently and reduce avoidable losses. The right approach will differ between poultry businesses, livestock operations and crop farms, so farmers should assess the specific needs of their enterprises. Sustainability and profitability can support each other when resource management helps maintain productive capacity while controlling costs.
The call to make agriculture more profitable also raises the importance of cooperation between farmers, government institutions, private businesses and other stakeholders. Farmers need access to information, training, infrastructure and markets, while businesses involved in processing, transport and retail depend on reliable agricultural supplies. Stronger connections between these groups can help identify gaps in the value chain and develop practical responses to shared challenges. Support programmes can be more useful when they reflect the actual needs of producers and help them build the skills required to operate commercially. At the same time, farmers must take an active role in planning their businesses, managing their finances and seeking opportunities to improve their performance. A coordinated approach can help create an agricultural environment in which production is linked more closely to income generation and business growth.
Honourable Baratiwa Mathoothe’s message at the Tholo Agricultural Poultry Expo 2026 and the fourth Farmers Conference was clear: profit must be recognised as a central part of agricultural development in Botswana. Farmers need to earn enough from their work to sustain production, invest in growth and encourage the next generation to enter the sector. Bridging the gap between agricultural output and farmers’ earnings will require stronger market connections, better financial management, value addition and practical cooperation between producers. Agricultural clusters can help unlock opportunities by allowing entrepreneurs to share resources, reduce certain costs and improve access to customers. With careful planning and a stronger commercial focus, farming can become a more sustainable source of income, employment and enterprise development.
Turning farming into profitable businesses requires a shift in how agricultural success is understood and measured. High production levels matter, but they must be supported by effective cost control, reliable markets and sound business decisions. Botswana’s farmers have opportunities to strengthen their enterprises by working together, improving product value and developing the skills needed to operate in competitive markets. Young people can also find opportunities in agriculture when they have access to practical guidance and clear pathways towards building viable businesses. By embracing profitability while managing resources responsibly, farmers can protect their livelihoods and contribute to national economic growth. The future of agriculture in Botswana will depend not only on how much the country produces but also on how effectively that production creates lasting value for farmers, businesses and communities.
