For emerging farmers and agribusinesses, access to finance is only one part of the growth equation. Building a business that can attract funding, meet market requirements and secure reliable customers requires practical support, mentorship and meaningful market access.
This was a key message from a panel discussion hosted by Standard Bank at the 2026 Organic and Natural Products Expo in Sandton, Johannesburg, where representatives from the bank and an agribusiness owner explored what effective enterprise and supplier development (ESD) support should look like.
Nokhanyo Ntshingila, senior manager for enterprise and supplier development programmes and partnerships at Standard Bank South Africa, said many development programmes risk becoming ineffective when they focus mainly on training rather than addressing the constraints that prevent businesses from growing.
“There are a lot of development programmes out there, and there is a bit of saturation. For me, the most impactful programmes are those that address the actual constraints of small businesses,” she said.
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Building fundable businesses
Ntshingila identified three areas that should form the foundation of effective agribusiness development: building business capacity, improving access to funding, and creating access to markets.
“It is important to build a fundable business so that you can scale, while also creating access to markets,” she said.
For farmers, this means development programmes should help them strengthen the business systems needed to support growth, rather than simply providing theoretical training.
Partnerships with other organisations are also used to bring specialist expertise and market opportunities into the programmes. Ntshingila highlighted export development as one example where partnerships can help businesses understand the practical requirements of entering new markets.
“We want to be practical. We don’t just train compliance,” she said, emphasising the importance of tools such as cash-flow templates, business planning, networks and exhibitions.
Inayath Buckus, manager of Merchant Acquisition for the Gauteng region at Standard Bank South Africa, said digital merchant platforms are increasingly doing more than simply processing payments.
“Digital solutions and merchant platforms are an essential co-factor for SMEs. They do far more than just process transactions. They help businesses operate more efficiently, improve cash flow and create better customer experiences,” Buckus said.
He highlighted integrated platforms that combine payments with functions such as invoicing, inventory management, sales reporting and business analytics. For farmers and other agribusinesses selling directly to consumers or operating across multiple sales channels, these tools can help consolidate business information and provide greater visibility over transactions and stock.
Market access remains critical
The importance of market access was echoed by Bayanda Maseko, co-founder and director of Noliqua Legacy, an agribusiness that has diversified from snail farming into value-added skincare products.
Maseko said development programmes had been most valuable when they combined learning with opportunities to engage directly with markets and industry experts.
“We are tired of programmes. We want partners who can say, ‘We’re going to show you this, we’re going to teach you this, and we’re going to open opportunities for you’,” he said.
Through its engagement with Standard Bank, Noliqua Legacy participated in development programmes and exhibitions that Maseko said helped the business connect with potential customers, including international buyers.
He said exposure through an exhibition eventually led to interest from customers in the United States, creating a market opportunity the business might otherwise have taken years to access.
Ntshingila also called on large corporates to make it easier for smaller businesses to enter their supply chains.
She said emerging businesses can struggle with certification, packaging, working capital and other requirements, causing corporates to favour established suppliers.
Instead of excluding smaller businesses, she argued that corporates should create development pathways that allow them to build capacity against specific procurement needs.
“Instead of excluding these businesses immediately, there is an opportunity to create a development pathway,” she said.
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