Farm diversification at succession

At succession of a farm successors often evaluate the farm operation and whether to continue in the same way, to diversify or to specialise. An increasing number of successors chooses to diversify their farm income, either by diversification which aims at changes in agricultural production and management (like adding production-oriented branches, processing and selling home-made products and the switch to organic production) or by broadening which aims at adding non-agricultural activities to the farm company (such as creating farm leisure services like camping sites, B&B overnight stays, workshops etc.). The market for this type of products and services is growing, but there may also be other reasons to choose for diversification and broadening. It may create more employment (for a partner, family and others) and lead to more satisfaction because there is direct contact with the end-users of the farm products.
This case study focuses on diversification and addresses two Flemish farms where at the moment of succession or at the entrance of the new generation decisions were made about agricultural management. They kept agricultural production as main source of income and adapted their agricultural management either by switching from traditional to organic agricultural production (Biohoeve Hof te Muizenhole) or by adding an agricultural branch to the existing organic farm management (organic dairy goats and home processing and direct sales). De Speiboerderij). The two examples are situated in Flanders (Belgium) in the province of East-Flanders in two neighbouring municipalities, Herzele en Lierde (Figure 1).