Good practice:

Bäuerliche Erzeugergemeinschaft Schwäbisch Hall – Farmers‘ producer group Schwäbisch Hall

The initiator of the Bäuerliche Erzeugergemeinschaft Schwäbisch Hall (BESH) was Rudolf Bühler. He and seven other farmers joined up in 1988 to save the old pig race of the Schwäbisch-Hällische Landschwein, which was close to extinction. In order to achieve this, they founded a group of producers (in German ‚Erzeugergemeinschaft‘), which raised these pigs. For this model to be sustainable, they needed to be able to sell the meat at a higher price than conventional pork. To achieve this higher price they employed two strategies. First, they built up a brand which makes them recognisable and communicates the high quality of their meat. Secondly, they cover a large part of the supply chain themselves. They own a slaughterhouse where they slaughter all their animals and produce own sausages. They have their own fleet and drivers which distribute the wares to butchers, restaurants and catering companies. Furthermore they also have their own stores and restaurants where they sell directly to customers. Beneficiaries are the farmers, who can raise pigs better and receive appropriate prices for their meat. The customers profit because they can buy regional meat and sausages of high quality. BESH also has the explicit goal to strengthen the region of Hohenlohe where it is situated, with bringing opportunities to the region and thus preserving and building up local structures.

BESH has established a sustainable business model, which allows it to run without external funding. In the past, BESH, received support as their brand was established as a protected geographical indication from the European Commission, and for the renovation of the slaughterhouse.

The practice has saved an almost extinct pig race sustainably, as the members of BESH have been raising these pigs since 1988 without any major external funding. BESH also managed, through joint lobbying efforts with other organisations, to avoid a patent on their pigs which would have destroyed their current business model. Since 1988, BESH has grown from 8 founding members to 1450 members and in addition employs a staff of about 600.

One difficulty BESH had to overcome was the impending closure of the municipality’s slaughterhouse as it was not deemed to be sustainable any longer. However, BESH managed to acquire the slaughterhouse and therefore keep its commitment to local production.

BESH already has expanded its activities to other countries for sourcing the spices they need to produce their sausages. Here they have established cooperations with groups of farmers in India, Serbia and in Tanzania (Zanzibar). The principle of bringing together farmers into a producer group and marketing their products under a common brand is a strategy which is potentially relevant for many other European regions. Important is here to strive for a sustainable business model and sustainable changes within society and not to focus on short-term business gains. BESH is also active in lobbying for farmers’ rights worldwide and has an advisory status with the United Nations.