이용선 국승용 김성우 서대석 김종진 신유선 노호영 노수정 2018-11-15T09:46:10Z 2018-11-15T09:46:10Z 2012-12-30 R681 http://repository.krei.re.kr/handle/2018.oak/20233 원예·특작산업은 생산액이 15조 원이 넘고 농업의 37%를 차지하는 중요한 산업이다. 원예·특작산업은 부가가치가 높기 때문에 성장이 둔화되고 있는 농업의 성장동력으로서의 역할을 유지할 필요가 있다. 이 연구는 2개년에 걸쳐 수행될 계획이다. 올해는 원예산업을 중심으로 성장동력을 유지하기 위한 정책방향과 발전전략을 제시하기 위해 수행되었다. 이를 위해 원예산업의 생산·경영, 출하, 소비 구조의 변화 특성과 차별화 요인을 분석하였으며, 품목·품종이나 상품을 유형화하여 신규 또는 성장 유형의 품목·상품군의 발전전략과 이를 지원하기 위한 정부의 지원전략을 제시하였다. Background of Research The production volume of the horticulture and special crop industry was 15.3 trillion won in 2010, accounting for 36.6% of the total production volume of agriculture, and this means that it is an important industry. Because the horticulture and special crop industry is a high-value-added industry, it has to retain the role of an agricultural growth engine. Therefore, this study aims to analyze its production, management and delivery, features of the change in consumption structure, and factors of product differentiation in the horticulture industry, and to suggest strategies and policies for each categorized type so that the horticulture industry can continue to be a growth engine. Method of Research Concentration ratio and the coefficient of local specialization for main production regions in 2000, 2005 and 2010 were calculated to analyze the change of competitiveness and features in the main production areas. A questionnaire was used for 27 distribution centers in production areas and local experts to examine post-harvest management, joint account and bottlenecks of local production organizations. A hedonic price model based on the transaction data of two major wholesale corporations in the period of 2009∼2011 was used to assess the market values for each attribute of apples and tomatoes. A questionnaire survey was also conducted on 650 households which were chosen by a stratified sampling method to identify the behavior and preference structure of vegetable and fruit purchases. A logit model and an ordered probit model were used to analyze the awareness and payment intentions for each type of vegetable and fruit. The product-market matrix by the BCG (Boston Consulting Group) was used to embody the strategy for developing the horticulture industry. Research Results and Implications The horticulture industry is a great growth engine which contributes to agricultural growth. However, its recent growth rate is dropping, and the growth trends are differentiated across items or grades in the horticulture industry. Although the market scale of new western vegetables or new varieties of fruits or fruit vegetables is not so great yet, their growth potential is great. The secondary varieties of fruit vegetables or fruits have a greater market scale and a high growth potential. The market of the vegetables for spices grown outdoors and the main breed of fruits has been saturated to result in stagnant growth or decline. Because the area for growing horticulture crops has increased and the number of farmers has decreased, the scale of cultivation per farmer has gradually increased. The protected facility area has gradually increased and the glass greenhouse for growing vegetables has continued to increase in particular. Production has concentrated on main production areas, and competitiveness of production areas has been enhanced in areas for growing relevant varieties of increasing demand or new suitable areas resulting from climate change. In particular, the number of full-time farmers has decreased mainly for vegetables which are grown outdoors. For the real management expenses of horticulture farmers during the period of 2000∼2011, the expenses for fertilizers, labor costs, lighting and heating for farming have increased annually by 2∼3%, and real income has decreased annually by 1∼5%. The organizations for selling products in their production sites have gradually grown and joint sale has also increased. Post-harvest management was shown to be difficult in terms of grading and storage quality. It is considered that this is because there is a lack of specialized knowledge and management know-how on the quality difference resulting from production method rather than the facility itself. The market value of horticulture products was analyzed to be highly different depending on product attributes such as variety, production area, joint sale, type of authentication, and size. The consumer survey revealed that important consumption factors of fruits are taste, freshness and safety, and those of vegetables are freshness and safety, but satisfaction therewith was not great. Emphasis was laid on quality assurance and uniform quality, of which the satisfaction was not great. The criteria for deciding quality depend on appearance, but not greatly on the standard grades. Although the awareness of GAP-authorized fruits and vegetables was not high at approximately 45%, the ratio of consumers who are willing to pay more to buy them is higher than other authorized products. In order for the horticulture industry to be developed as a sustainable engine of growth, it needs to aim for becoming a market-leading industry that quickly responds to diversified and changing consumer preferences. The government policy should be in the direction of arousing interest in diversified varieties and items, and one that considers mid- and long-term demand and supply, and further creates markets and enhances ‘private investment’ to encourage the private sector’s investment. The strategy for developing the horticulture industry depends on the type of items and market. The items can be divided into 4 types: "New," "Star," "Cash-cow" and "Dog" depending on growth rate (attraction of the market), market scale and share (competitiveness). The ‘diversification strategy’ is needed for developing the type New, the ‘product development strategy’ for the type Star, and the ‘market penetration strategy’ for holding the market scale for the type Cash-cow for which the market is saturated. In order to develop New and Cash-cow as growth engines, it is necessary that the government reinforces technology development and dissemination, provides market information and encourages consumption, rather than promoting support policies for each item. To this end, it is necessary to build a support system to correctly reflect the market and changes of demand. In the short term, it is necessary to expand the government and public R&D budget for private sector’s participation and entrust the information support project to a government-funded research institute for implementation based on “platform” method. Also, a self-funding plan should be made by producer organizations. Researchers: Yong-Sun Lee, Seung-Yong Gouk, Seong-woo Kim, Dae-Seok Seo, Jong-Jin Kim, You-Seon Shin, Ho-Young Rho, Su-Jeong Noh Research Period: 2012. 1～2012. 12 E-mail address: yslee@krei.re.kr 제1장 서 론 제2장 원예산업의 성장과 위상 제3장 원예작물 생산 및 경영구조 제4장 출하 구조의 변화 제5장 수요 변화 및 시장차별화 요인 제6장 소비자의 구입 행태와 선호 제7장 발전 전략 제8장 요약 및 결론 한국농촌경제연구원 신성장동력 발굴을 위한 원예·특작산업 발전전략(1/2년차) : 원예산업을 중심으로 Strategy for Developing Horticulture and Special Crop Industry as New Growth Engine - Focusing on Horticulture Industry (1st yr of 2-yr project) KREI 보고서 Lee, Yongsun Gouk, Seungyong Kim, Seonwoong Suh, Daeseok Kim, Jongjin Shin, Youseon Rho, Hoyoung Noh, Sujeong 특작산업 원예산업 신성장동력 발굴을 위한 원예·특작산업 발전전략(2의1차년도)