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The article presents the results of an assessment of dairy farm business of Paul and Lorette Davidson in Taranaki, New Zealand from the financial management to environmental management practices.

The article discusses the lessons learned by dairy farmers from two seasons of high payout from Fonterra to 4.55 New Zealand dollars that sent most farming operations into tailspin. According to the article, the reality motivated many farmers to overhaul their farm systems while others showed resilience by analyzing every cost and setting a budget that would either break even or make a profit at the end of the season. The low payout also made farmers look hard on whether they were getting returns from imported feeds.

The article addresses the leadership issue facing the New Zealand dairy industry. According to the author, dairy farmers need to become future leaders at all levels of the industry, otherwise their multimillion dollar businesses will fail to perform. The strength of the dairy industry has been leadership at all levels. As well as needing leaders to run a more complex business, there is also a need for people to take more modest positions. The good leaders who come forward locally are at the risk of being overused, the author says.

The article provides insights on determining whether to change dairy farm system in New Zealand. It emphasizes the need to consider the performance of the current system by using DairyBase reports. According to the author, the strongest driver of differences in operating profit is operating cost. It recommends conducting a full financial budget to ensure that the change is feasible.

Talks about achieving condition score five at calving by dairy farmers in New Zealand. Influence of the breed of cow on the feed required to put on one condition score; Factors that affect body condition score gain before calving.