This chapter focuses on the issue of inclusiveness in agro-industries. The 'business model' is defined as the way by which a business creates and captures value within a market network of producers, suppliers and consumers. The chapter describes a range of business models that improve the inclusiveness, fairness, durability and financial sustainability of trading relationships between small farmers and downstream agribusiness. It is argued that the chief challenge for modern agrifood businesses in working with small-scale farmers is the difficulty of organizing supply chains so as to ensure that the benefits of logistics, economies of scale, traceability and compliance with private sector standards are achieved. Despite the difficulties faced, there are sound business reasons for agro-processors, retailers, exporters and other buyers to include small farmers in the farm-to-consumer value chain. A typology of organizational models, covering models organized by the producers themselves, by the end-customer companies or by an intermediary such as a trader, wholesaler or exporter, is introduced. It is argued that evidence on benefits and impacts of the different models is still weak, and that no single modality is inherently superior for smallholders. It is argued that despite the recent trends towards increased inclusiveness, the participation of smallholders and SMEs in modern markets is still more of an exception than the rule. They identify three priorities for enhancing competitiveness and inclusiveness of smaller-scale sup pliers. The first is skills development to prepare farmers to be reliable partners and suppliers. The provision of key infrastructure services, public investments in services such as agricultural research, education and extension, and policies to maintain competitive markets, is emphasized. The third is for private sector actors to ensure that their procurement practices work to the benefit, rather than the detriment, of small-scale producers and suppliers.