New York State Potato Industry Priorities - 2003
The upstate New York potato advisory committee developed a list of potato industry concerns, issues, and needs. This group consisted of chip, seed and tablestock growers as well as representatives from processors, consultants, extension staff and university faculty. The NYS potato industry identified where research is needed and established direction and goals for the future. It is their goal to work collaboratively with researchers and industry groups within the Northeast to address mutual needs and produce a stronger potato industry.
1. Variety development was identified as the research objective with the highest potential for addressing the most needs of the industry. Improved varieties are the most economical and environmentally sound cultural practice to address disease and pest control, provide enhanced quality and produce higher yield.
a) Higher, more stable yield, consistent quality, and improved appearance.
b) Disease resistance: scab (common and powdery), late blight, early blight, Colorado potato beetle, leafhopper, golden nematode.
c) Stress (heat, drought) and bruise (blackspot, cork spot) resistance.
d) Long term-storage capability at low temperatures.
e) Develop new niche markets – flesh color, unique flavor, new products.
2. Optimal cultural practices need to be developed for the most efficient, consistent and profitable production. Potato farming is a very complex system where it is very important to know the interactions between cultural practices, the crop, and the environment to be able to correctly select the most appropriate combination of production practices for an efficient and environmentally sound operation.
a) Variety profiles and cultural practices to aid in new variety adoption.
b) IPM and best management strategies – disease, insect & weed control.
c) Soil health management – disease, fertility, manure, compaction and erosion.
d) Profitable crop rotation studies.
e) Irrigation development and water management.
f) “Snake Oil” evaluations by non-biased trials.
3. Adoption and utilization of new technologies to help all segments of the industry remain progressive, competitive and profitable. The potato industry is very competitive and requires appropriate and timely decisions, precise cultural practices and an eye on national and world competition and markets.
a) GPS technology to accurately map weeds, soil type and trouble spots, as well as allow precision application of materials such as fertilizer.
b) Updated storage design and computerized control of storage facilities.
c) New sprayer technology for better coverage with less material and drift.
d) PC-computer access to internet for instantaneous world-wide data.
4. Marketing strategies need to be developed to address consolidation of markets and to provide the consumer with enhanced and enticing products. Alternative marketing structures could allow smaller operations to compete as a single enterprise and provide access to larger markets. Consumers know very little about the range of flavor, texture and eating quality which could be addressed by marketing potatoes by specific use or other culinary attributes.
a) Study the feasibility of using cooperatives, joint ventures, strategic alliances and other means for developing a critical marketing mass.
b) Promote potatoes by specific and unique processing and eating qualities.
c) Trend research for consumer demand and import/export issues.
d) Develop markets for off-grade classes.
5. Current cost of production and marketing data to enable informed decisions based on local, national and international information. Cost of production analyses cross both production and marketing areas, as it is helpful for growers to know if they are producing at a reasonably profitable level and also in helping to justify their price in the market place.
a) Determine point of diminishing return on production inputs.
b) Evaluate relative costs between cultural practices.
c) Establish realistic prices based on national and international markets.