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Horizontal integration, an industrial business tactic utilized by agribusiness corporations, involves the consolidation of smaller companies that operated within the same sector or production level or that produced variations within the same product line in order to increase market share and decrease competition. It is also known as horizontal expansion, lateral expansion, or horizontal combination. Vertical integration is a related tactic in which a corporation seeks to dominate all aspects of production, from supply through distribution and retail. Horizontal integration can occur at any level of production or distribution. A narrow definition of horizontal integration would include those corporations that focus on a specific product, such as wheat, corn, chickens, or beef, while a broad definition would include those corporations that focus on a broader single sector, such as grains or meat. The end result of horizontal integration has been the reduction of the number of corporations operating within each sector of agricultural production and distribution.

Traditionally, U.S. agriculture was based on the small, self-sufficient family farm model in which individual farms supplied their own inputs and grew enough diversified agricultural products to support the family. Any surpluses were small and were sold or traded within the local community. This pattern began to change to a commercially based agricultural model with the advent of the Industrial Revolution in England and the United States in the mid-19th century. Growing urban, industrial populations increasingly relied on farmers to produce surplus food for the market. Consequently, the farms themselves became larger and developed into more mechanically based factory-style farms.

The Growth of Agribusinesses

As agriculture became increasingly commercialized, many industrial business practices such as horizontal integration were adopted. The consolidation of various agricultural sectors and aspects of production into the hands of fewer and fewer large corporations slowly evolved through the process of mergers and acquisitions. This process came to dominate the agriculture industry later than it came to other industrial sectors, but was largely in place by the mid-20th century. Examples of large agribusiness corporations include ConAgra, Tyson Foods, Phillip Morris, Altria, Monsanto, Cargill, Maple Leaf Foods, Smithfield, Philip Morris, British Nutrition, Chiquita, and Imperial Foods.

The adoption of horizontal integration among other industrial business tactics helped foster the increasing specialization of agriculture. Rather than producing a variety of crops and animals, most farms now specialize in one particular crop or animal, often grown for a specific purpose. For example, some chickens are destined to become broilers or nuggets, and some potatoes are destined to become a particular brand of fries or chips even before their life cycle has begun. The development of an agribusiness model also led to the growth of corporations that now served as middlemen between the farmers and growers who produced agricultural products and the consumers that purchased them. The growing number of stages within the production of the food supply led to increased opportunities for horizontal integration within these stages. Initially, many firms competed within each agricultural sector. As horizontal integration proceeded, however, fewer and fewer firms operated within each sector.

Impact of Horizontal Integration

Horizontal integration aids in the production of a large affordable food supply for the urban marketplace, but has also negatively impacted the local agricultural industry. The agricultural specialization that resulted in part from horizontal integration meant that farmers or growers often had to acquire large amounts of capital to invest in the necessary inputs of production, such as seed, feed, fertilizer, buildings, machinery, and labor, leaving many farmers in a constant state of indebtedness to agricultural banks or large corporations. Many smaller local companies also lack sufficient capital to compete with larger corporations, leaving them vulnerable to elimination or acquisition. Specialization also left farmers and growers more economically vulnerable to hazards such as crop blights, diseases, weather phenomena, or economic declines in their particular agricultural commodity.

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