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ThesisItem Open Access Study on brand promotional activities of double horse(College of co-operation, banking and management, Vellanikkara, 2016) Prabin, M; KAU; Prema, AThesisItem Open Access Study on efficiency of distribution system of double horse products(College of co-operation, banking and management, Vellanikkara, 2016) Sishith, V C; KAU; Prema, AThesisItem Open Access Emotional intelligence among the employees of ESAF microfinance and investment (P) Ltd., Thrissur(College of co-operation, banking and management, Vellanikkara, 2016) Aiswarya, S; KAU; Helen, SThesisItem Open Access Product & service customization model for vegetable marketing in the context of peri-urban agricultural system under Krishi Bhavan, Kazhakuttom, Thiruvananthapuram(College of co-operation, banking and management, Vellanikkara, 2016) Ranjini, Thomas; KAU; Usha, JohnThesisItem Open Access Human resource development climate in Kerala Kerakarshaka Sahakarana Federation Ltd., (KERAFED), Kollam(College of co-operation, banking and management, Vellanikkara, 2016) Kavitha, S; KAU; Arularasan, G SThesisItem Open Access Export marketing strategies of coffee in India and Ethiopia(Department of rural marketing management, College of co-operation banking and management,Vellanikara, 2015) Shiferaw, Mitiku; Tebeka, KAU; Ushadevi, K NAttempts were made to examine and design coffee export marketing strategies of India and Ethiopia with specific objectives of analysing the trends and composition of coffee exports; identifying the major determinants of coffee export; examining the coffee export marketing strategies of India and Ethiopia and suggesting appropriate coffee export marketing strategies for the two countries. Primary data was collected using pre-tested questionnaire from 20 percent of the total Indian and Ethiopian coffee exporters. The samples were drawn using simple random sampling technique. In order to triangulate the findings of the study interviews were made with the Secretary of Coffee Board of India and the Ethiopian Commodity Exchange, Chief Strategy Officer. Additionally, time series secondary data Viz., production, export volume and monetary value, domestic consumption, prices paid to coffee growers, value added products of coffee were collected from different authenticated sources like International Coffee Organizations, World Bank, Coffee Board of India and Observatory of Economic Complexity from the year 1980-2010. Analytical models such as exponential compound annual growth rate, Instability analysis of linear coefficient of variation, Auto Regressive Conditional Heteroskedasticity and Generalised Auto Regressive Conditional Heteroscedasticity, Johanson Cointegration, Market share and Market growth model, Herfindahl–Hirschman Index, Markove Chain model of transitional probability matrix, Kendall’s Wallis Coefficient of Concordance and simple descriptive statistics such as percentage and frequency were computed to analyse the data. Economic views (EVIEWS), Lingo Programming-Optimisation, Statistical Package for Social Sciences (SPSS), and Advanced Excel computer packages were used to generate results. Accordingly, with regard to the trend in production, domestic consumption, exports, prices paid to coffee growers in India and Ethiopia from 1980-2010 the followings are the major findings. The Indian coffee sector witnessed a significant positive incremental growth in production, domestic consumption, export and prices paid to coffee growers throughout the study period; the incremental growth noted during pre-liberalization period was not significant. On the other hand, with the exception of a negative incremental growth noted in the production and export volume of coffee from 1980-1990, the Ethiopian coffee sector witnessed a positive incremental growth in production, domestic consumption, export and prices paid to coffee growers throughout the study period (1980-2010). The increase in the volume of coffee production in India had a direct implication in the rise or drop in the volume of coffee export and domestic consumption of coffee during preliberalization period; this relation did not reflect on the rise or drop in the volume of domestic consumption of coffee during post-liberalization period. Likewise, the increase in the volume of coffee production in Ethiopia has reflected in the rise or drop of export volume of coffee; the volume of domestic consumption of coffee was found to be independent of production throughout the study period. The trend in country wise export Italy and Russian Federation export target markets of Indian coffee and Germany and USA for Ethiopian coffee were found to be the most stable market with high retention potential; Japan and Germany export target markets for Indian coffee; and France and Other export target markets for Ethiopian coffee were found as the most unstable market. With the exception of Russian Federation, USA and Japan export target markets, the growth in the volume of coffee export from India witnessed a positive and significant incremental growth in the major Indian coffee export destinations viz., Italy, Germany and Others. Similarly, with the exception of USA coffee export target market the growth in the volume of coffee export from Ethiopia has witnessed a positive and significant incremental growth in the major Ethiopian coffee export destinations viz., Germany, France, Japan ,Saudi Arabia and Others (based on the result generated by the Market share and Market growth). Among the targeted markets of Indian coffee exporters Italy, Germany, USA and Japan markets were found being highly competitive market (characterized by perfect competition); while, Among the targeted markets of Ethiopian coffee exporters France, Saudi Arabia, USA, and Japan target markets were found being highly competitive market. Among the targeted markets of Indian coffee exporters the Russian Federation market was found being monopoly market (characterized by highly concentrated market); while, among the targeted markets of Ethiopian coffee exporters Germany market was found being monopoly market. In attempts made to identify the determinants of coffee export market in Indian and Ethiopia the geographic location and the proximity of coffee export firms to major ports were found to be the major determinants of coffee export marketing in India. Similarly, the geographic location and export and import duty protection imposed by the Government of Ethiopia were found to be the major determinants of coffee export marketing in Ethiopia. With the objectives of assessing the existing coffee export marketing strategies and design the future coffee export marketing strategies for Indian and Ethiopian coffee exporters providing leaflet, pamphlet, poster about their product (coffee) and offering direct mailing promotion to international customers were found to be the two major promotional strategies presently being implemented by Indian coffee exporters. Whereas, deliberately featuring the brand of Indian coffee in the film and/ or television programs found as the future export promotional strategies of Indian coffee exporters. Participation of coffee exporters in business-expo in representing the export firms and offering coffee for new customer for user trial were found as the existing promotional strategies of Ethiopian coffee exporters. Whereas, deliberately featuring of the brand of Ethiopian coffee in film and or television program was found to be the future promotional strategies of Ethiopian coffee exporters. Reaching customers via their mail order, meeting customers demand without compromising the quality of coffee throughout the market supply chain by using appropriate logistics were found as the existing export distribution strategies of Indian coffee exporters. While, creating on line application for receiving purchase order as well distributing products accordingly was found to be the future export distribution strategy for Indian coffee exporters. Reaching customers via their mail order, meeting customers demand without compromising quality throughout the supply chain by using appropriate logistics and inventory system and distributing using wholesalers were found as the major export distributions strategies of Ethiopian coffee exporters. Whereas, using distribution channel coverage better than competing coffee exporter countries was found to be the future export distributions (place) strategies for Ethiopian coffee exporters. Supplying preferable coffee variety by international customers and supplying specialty coffee were found as the two major export product marketing strategies presently followed by Indian coffee exporters. On the other hand, supplying certified organic coffee was found to be the future export product marketing strategy of Indian coffee exporters. Providing preferable variety of coffee, offering specialty coffee and maintaining the good image of the brand of Ethiopian coffee at the international market was found as the major export product strategies being implemented by the Ethiopian coffee exporters. On the other hand, offering of certified organic coffee was found as the existing and future export product strategy of Ethiopian coffee exporters. Following premium pricing and offering credit term to the customers were found as the current and future export pricing strategies of Indian coffee exporters. Similarly, following premium pricing strategy was found as the most practically implemented export pricing strategies by Ethiopian coffee exporters. However, offering credit term to customers was found to be the future export pricing strategy of Ethiopian coffee exporters. Employing export market targeting better than competing coffee exporter countries was found as areas where marketing efforts were made to position the brand of Indian coffee in the international customers’ mind. Supplying quality coffee at the right price better than competing coffee exporter countries was found as an area where marketing efforts were made to position the brand of Ethiopian coffee in the international customers mind. Providing complete details of exportable coffee which are being sold including, participating on trade show, providing indicative price lists, photographs or actual products to show at a trade show were found as the major marketing strategies employed to build the brand of Indian coffee in the international customers’ mind. Providing of complete details of product being sold by Ethiopian coffee exporters and participating in trade shows and exhibitions were found as strategies employed to build the brand image of Ethiopian coffee in the international customer mind. The competitive advantage Indian coffee exporters was found in collecting of market information in the export market; whereas, the competitive advantage Ethiopian coffee exporters was found to be both collecting of market information in the export market and product quality Marketing strategies required for the Indian coffee industry to improve their export competitiveness in the export market as it was descriptively suggested by Indian coffee exporters are organizing of coffee exporters conference, provide financial incentives for coffee exporters for procuring quality coffee, providing more up-to-dated market intelligence service, coordinating and allowing coffee exporters to using export containers on sharing basis to reduce their operational cost, organizing coffee expo in India, arranging coffee expo visit for Indian coffee exporters in different countries, organizing awareness creation program on the importance of coffee quality for all stakeholders throughout the coffee supply chain, promotion of quality as a product positioning theme for Indian coffee and increasing the publicity of Indian coffee through different mass media. Marketing strategies required for the Ethiopian coffee industry to improve their export competitiveness in the export market as it was suggested by Ethiopian coffee exporters are shortening the coffee supply chain by removing uncontrolled participants in the export marketing system, launching of private quality inspection institute, maintaining quality throughout the supply chain, following international market price, employing intensive and effective generic promotion of Ethiopian coffee, streamlining effective export facilitating system and logistics, providing training on the knowledge of international trade to coffee exporters, intensifying the use of well organized warehouse management also improve their operation, providing technical and managerial support for exporters, coffee exporter firms should equip themselves with educated person, providing best cup quality coffee, compliance to purchase order, increasing supply without compromising quality and providing training for farmers on continuous basis. Less awareness of coffee growers on the importance of coffee quality, unfavorable climatic condition, coffee diseases, lack of extension support, lack of skilled laborers, lack of consistent agro-processing firms, lack of logistics facility during monsoons season, unfavorable weather condition to maintain quality, difficulty to advertise individual product, high price seasonality, high competition of exporters and export agents, high operational cost and high price fluctuation were found as the major responsible factors attributed for reducing the quality of exportable Indian coffee. Lack of modern agricultural inputs, increasing number of contraband businesses, poor farm practice including post harvest practices, poor inventory and logistics system, lack of training for farmers and exporters, less involvement of coffee specialist with coffee growers, poor handling and packaging of different origins of coffee, less awareness of coffee growers on importance of coffee quality, lower prices being paid to coffee grower and less attention for the prevention of indigenous breeds as well as introduction of new breeds were found as the major responsible factors reducing the quality of exportable Ethiopian coffee. High processing and operational cost, high cost of planting coffee processing technology, low and inconsistent demand for processed value added products of coffee in the export market, lack of high quality coffee for further value addition, high labor cost and high cost of packaging materials were found as the major challenge for Indian coffee exporters to diversify into marketing of value added products of coffee in the export market. It is necessary to organize “Cup of excellence” international competition within the country to identify and support geographic areas with comparative advantage for the production of quality coffee in the two countries; this would result in receiving premium prices for high quality coffee. Finding export partner from Ethiopian coffee consumer countries, high cost of planting coffee processing technologies, lack of the required skill and knowledge for value addition of coffee, lack of finance and lack of policy that would encourage stakeholders to penetrate the value added products of coffee export market were found as the inhibiting factors for Ethiopian coffee exporter to diversify in to value added products of coffee. Conclusively, despite the incremental growth noted in the volume of coffee production, domestic consumption, export and the prices paid to coffee growers it was found that there were different factors that come into play in determining the export marketing of coffee in India and Ethiopia. Accordingly, in response to the finding of the present study, marketing strategies which were sought to be appropriate in addressing the major challenges exhibited in the export marketing of coffee in India and Ethiopia were drawn in the form of general and policy recommendations. General and Policy Recommendations The study suggests that Indian and Ethiopian to pursue new marketing strategies that involve market segmentation, value-adding activities, and strengthening local and global organizations to establish direct market links with consumers and stabilize prices. Easing the import duty on modern coffee processing technologies to motivate local investors in the coffee industry is necessary. Breeders across the two countries should work with more synergy with the international collaborative projects like the International Multi Location Variety Trial (IMLVT) to come up with next generation variety with exceptional quality, high yield, diseases resistance and climate resiliency also strengthening of extension services to increase in production and productivity. Generic promotional role for introducing and building the brand of Indian and Ethiopian coffee in the global market through frequent media coverage in the world press and television and creating occurrence of extraordinary events which may affect international perceptions of the countries in building the brand of Indian and Ethiopian coffee is necessary. The Coffee Board of India and the Government of Ethiopia have to look for partners to help with the expansion of local coffee processing and product packaging capacity to improve export of processed coffee to the emerging foreign coffee markets. Incorporating education to farmers in varies coffee stakeholders websites on how to improve the quality of coffee and standards of quality coffee through dissemination of technical knowledge, pest control and disease control mechanisms is necessary Fostering the relationship with international buyers is necessary especially India with Japan and Germany; while Ethiopia with France and Saudi Arabia since these markets were found to be unstable coffee export targets markets. Hence organizing visit in India and Ethiopia, respectively to match the need of consumers with the type and quality expectations, thus stabilize the instability of the target market and increase their loyalty. The Ethiopian Commodity Exchange [ECX] need to create a transparent Coffee marketing system and strengthening coffee marketing service to ensure quality throughout the supply chain. Simplification of Government policies particularly in structuring of the Ethiopian coffee industry to be under one organizational structure is necessary.ThesisItem Open Access Value chain analysis of banana; Nendran variety in Thrissur district(Department of Rural Marketing Management , College of Co-operation , Banking and Management, Vellanikkara, 2019) Haritha Paul; KAU; Vinaikumar, ENendran is one of the most important commercial varieties of banana grown in Kerala. This variety is grown for both fruit and vegetable purposes. The long and thick fruits with good shelf life make nendran widely acceptable among consumers. Nendran varieties like Nedunendran, Chengalikodan, and Zanzibar are the varieties grown as irrigated crops. In south India nendran varieties are grown mostly in Kerala and Tamil Nadu. Nedunendran and Chengalikodan varieties are the most popular varieties grown in Kerala. The nendran banana which is originated and cultivated in Chengazhikodu village of Thrissur district in Kerala state of India is known as Chengalikodan nendran and has GI certification since 2015 due to its unique features. It differs from other varieties of nendran as the bunch bear 20 to 25 kg golden yellow coloured fruits if properly taken care of. During the growth stage, traditional farmers cover the banana bunches with old banana leaves so that it can get the colour and special shape. It is also offered as Kaazchakula for lord Guruvayoorappan by the devotees. Even though Kerala has a good potential for banana cultivation, due to careless handling of produce, about 25-40 percent are being wasted, 2-3 percent is processed as value added products, and the remaining being used in the raw form (Report of department of agriculture and co-operation 2017-18). This leads to non-realisation of optimum price and wide price variations, both spatial and temporal, which disheartens farmers. In order to sustain production and growth potential, it is essential to produce value added products from banana, so that farmers can get an assured price for their produce throughout the year. Due to inefficiencies at various points in the value chain, the producer gets less than optimal and the consumer pays more than optimal price. The present study entitled ―Value chain analysis of banana; Nendran variety in Thrissur district‖ was undertaken with the objectives viz., to map the value chain of Nendran variety of banana, to identify and analyse the various chains and actors involved in the value chain, to analyse the costs and margin involved in the value chain and to identify the constraints and possible solutions at different levels in the value chain to enhance the efficiency. Two varieties of nendran namely nedunendran and Chengalikodan were taken for the study. For the purpose of collection of primary data a sample of 60 farmers (who cultivated at least 200 suckers of Chengalikodan or nedunendran banana) were selected from four blocks of Thrissur district (15 farmers each). From the other actors in the value chain, two SKS of VFPCK, seven wholesalers, 16 retailers and 80 consumers were selected based on the information received from farmers. Primary survey was conducted using a pre- tested structured interview schedule. The collected data were analysed by using percentage analysis, indices, rank order scale, Kruskal Walli test, ANOVA, price spread, marketing cost, marketing efficiency, and marketing margin. Mapping the value chain of Nendran variety of banana revealed that the core processes include input supply, production, procurement, marketing and consumption. Farmers, wholesalers, retailers, consumers, Krishibhavan, local traders, and SBI were the major actors involved in the value chain of Chengalikodan, whereas farmers, SKS, retailers, consumers, local traders, and SBI were the major actors involved in nedunenthran. It was observed that almost the entire produce of Chengalikodan and nedunendran flowed in the form of raw banana among the actors. The main source of information was Krishibhavan for Chengalikodan farmers and SKS for nedunendran farmers. The rest of actors in the Chengalikodan and nedunendran depended on Shakthan Thampuran Fruits and Vegetables market (Thrissur) for collection of business related information about the product and price. These varieties were sold within the various places of Thrissur district, and there was no export activity undertaken by the value chain actors. It was found that Chengalikodan farmers were earning a high margin of 56.6/kg compared to a margin of 37.3/kg for nedunendran. The study also identified major constraints faced by the actors in the value chain. The analysis of various chains and actors involved in the value chain highlighted that there was only one marketing channel for Chengalikodan and one for nedunendran in the study area. Farmers, wholesalers, retailers and consumers were the actors involved in the value chain of Chengalikodan whereas farmers, SKS, retailers and consumers for nedunendran. No one took advance amount in sales contract in any manner. The actors other than retailers and consumers had to wait one to two weeks for realisation of price. Consumers of both Chengalikodan and nedunendran expressed moderately favourable attitude towards taste of banana. ANOVA results showed that there was no difference in the attitude of consumers towards Chengalikodan and nedunenthran. Chengalikodan and nedunendran consumers had a resigned stage in respect to price, taste, nutrient value, freshness, hygiene, availability and shelf life of the nendran banana. Analysis of variance result indicated that the satisfaction level of consumers was similar for both Chengalikodan and nedunendran. The cost and margins involved in the value chain showed that there was a considerable difference in margin received by Chengalikodan farmers ( 56.6/kg) and nedunendran farmers ( 37.3/kg). Comparing the channel of Chengalikodan and nedunenthran, Chengalikodan farmers were receiving more margins from sales. The wholesalers received a margin of 10.1/kg and SKS 15.1/kg whereas retailers earned a margin of 8.9/kilogram and of 2.1/kilogram for Chengalikodan and nedunendran respectively. In short it was clear that Chengalikodan was more profitable than nedunendran cultivation. Marketing efficiency was higher in Chengalikodan than nedunendran. It might be due to the fact that Chengalikodan was a popular GI product in Kerala and the taste, quality and appearance helped the product to get premium price. The identified constraints faced by the farmers were the lack of availability of labour, lack of irrigation facilities, effect of climate change, natural calamities, high transportation cost, attack of pest and diseases, delay in cash realisation and attack of animals. Lack of fair price, price fluctuations and lack of knowledge about financial support system were the main constraints cited by the SKS. For wholesalers and retailers, price fluctuations in the market were the major constraint. The other constraints are inadequate storage facility, quality of the product, less shelf life, attack of rats, insects etc, inadequate demand and proper market information. Non availability of required quantity of product throughout the year was pointed out as the major problem faced by consumers. To conclude, the present study mapped the value chain of nendran variety of banana and analysed the various actors involved in the value chain. The study also examined the cost and margin for each value chain actors and identified the constraints faced by them at different levels. The study found out one marketing channel each for Chengalikodan and nedunendran in the studied area. Among these marketing channels in the value chain, channel for Chengalikodan provided a good profit margin to all actors. The involvements of intermediaries still exist in the value chain of nendran varieties. It reduced the marketing efficiency of nendran value chain due to the increased cost and shared margin among the intermediaries. The farmers faced the problems such as lack of irrigation facility, lack of quality suckers, lack of quality pesticides, natural calamities, lack of training on new production technology, post harvest technology, and high transportation cost. The important suggestions of the study are to provide quality pesticides and quality suckers to farmers through Krishibhavan and SKS, intervention of Kerala Agricultural University in providing appropriate technical guidance and KVK may conduct trails/ demonstrations on the technical constraints faced by banana growers, and to provide irrigation facility by releasing water through canals for farmers as and when it is needed.ThesisItem Open Access Value chain mapping of paddy in Thrissur district(Department of Rural Marketing Management, College of Co-operation Banking & Management, Vellanikkara, 2019) Keerthi, P N; KAU; Mohanan, MValue chain is a set of linked activities that work to add value to a product, which consist of actors and actions that improve a product while linking producer to processors and markets. A value chain work best when their actors cooperate to produce high quality products and generate more income for all participants along the chain. A value chain encompasses the flow of products, knowledge and information, finance, payments, services and value additions at different levels. A value chain approach in agricultural development helps in identifying weak points in the chain and actions to add more value. The study on value chain mapping of paddy in Thrissur district has been undertaken with the objective of mapping value chain of paddy, identifying the factors influencing choice of value chain of paddy, analysing price spread efficiency and factors influencing it, identifying interventions necessary to improve value chain of paddy. The area of study was confined to Thrissur district. The sample respondents consist of thirty farmers, one miller, one agent, five wholesaler and three retailers. Thirty farmers were selected from two blocks of Thrissur district namely Pazhyannur and Puzhakal (with more production in paddy) through snow ball sampling. The data were collected using pre- tested structured interview schedule. The collected data were analysed with the help of value chain mapping tool (global approach), modified market efficiency (Acharya’s approach), percentage analysis, index method and chi square test. The mapping of paddy value chain revealed that the core process involved in the chain is input supply, production, procurement, processing, marketing and consumption with actors like Krishi Bhavan, open market traders, technology and information, labour and financing institutions in input supply, farmers in production process, SUPPLYCO, agents and millers in procurement and processing, PDS, wholesalers and retailers in marketing and consumers in consumption stage. The farmers are mainly depending on Krishi Bhavan for farm inputs especially for seed or fertiliser at subsidised price. The padasekara samithies are the main information disseminating agency for farmers. They provide information on input availability, registration time for selling to SUPPLYCO, information on classes/ training conducted by Krishi Bhavan/ Panchyath in the group, time of insuring crop, etc. Provisions of seeds and fertilisers are the major support to farmers from Krishi Bhavan as the cost of seeds and fertilisers are high in open market. They also provide high yielding varieties of seeds which are resistant to common diseases. The dependency on banks is mainly for financial support and maintenance of accounts since all transactions are operated through bank account only. Farmer’s contact with Krishi Bhavan, private traders, financing institutions, SUPPLYCO, millers, agents and other institutions like KAU, Paddy research station and insurance companies. The paddy produced in the field is procured by agents, millers or SUPPLYCO and converted to boiled rice, raw rice and broken rice which is then distributed to local markets, others districts in Kerala and to abroad. SUPPLYCO is the major purchaser of paddy, 60 percent of farmers in virippu and 64.70 percent of farmers in mundakan, and 100 percent of farmers in punja season are selling paddy through SUPPLYCO. The rest is marketed through channels including agents and millers. The identified marketing channels are 1. Farmers agents millers wholesalers retailers consumer 2. Farmer miller wholesaler retailer consumer 3. Farmer consumer 4. Farmer SUPPLYCO PDS Consumer In channel 1 and 2 the average price received for paddy is Rs.16.18 and Rs.19.00 per kilograms respectively. It leads to Rs. 2.73 and Rs. 3.70 loss to a farmer per kilograms. In channel 3 in which a farmer directly sell to consumers is at a good margin of Rs. 5.51 per kilogram. In first two channels actors other than farmers are profit makers. The formal channel of marketing of paddy in Kerala is through SUPPLYCO. The SUPPLYCO procure paddy from farm gate at minimum support price, which is Rs. 21.50 during the study period. In this case a farmer can get a higher margin of Rs. 9.54 for each kilogram of paddy. To identify the factors influencing the choice of value chain of paddy the variables like income of actors, availability of inputs, holding capacity, time required for realisation of payment and product acceptability norms were taken to account. The chi-square test between the choice of value chain and the selected variables showed that promptness of payment has a significant relationship in choice of value chain. Eventhough SUPPLYCO is the highest paid channel actor for farmers, delay in procurement by the SUPPLYCO and delay in payments influence the farmer to choose informal channels for marketing. It takes nearly 3 to 6 months to get payment from SUPPLYCO. So for easy realisation of cash the farmers are depending on informal channels for marketing. The paddy farmers always sell their produce after keeping for self-consumption, seed, keeping for wage and rent purpose. So the assessment of distress sale cannot be done based on quantity of paddy marketed compared to other agricultural produces like vegetable which are highly perishable. So price spread efficiency was calculated for studying channel efficiency. The increase in number of intermediaries in a value chain decreases the market efficiency through increasing cost and margin of intermediary. The percentage of producer share in consumer rupee is better for lesser intermediary chain. Among four channels of marketing, channel 1 is least efficient with market efficiency 0.71 followed by channel 2 were market efficiency is 0.83, where number of intermediaries are more. Channel 3 is most efficient channel in informal channels of marketing with market efficiency 1. The producer share in consumer rupee was found to be higher for channel 3 (100) followed by channel 2 (83.77) and channel 1 (71.34). Even though producer share in consumer rupee was higher in channel 2 total marketing margin was negative, it was due to higher labour cost incurred by farmer in virripu season for harvesting. If the farmer is able to reduce harvesting cost they can make profit from channel 2. The only channel which give maximum return to farmer is the formal channel of marketing through SUPPLYCO. Since the PDS is not meant for margin the marketing efficiency was not considered for the channel. The problems faced by actors were analysed to find out interventions required in the value chain. The major problem faced by farmer are labour shortage, attack by pest and diseases and lack of fair price in marketing of produce. The agents and millers face the problem of non-availability of demanded variety in the market and higher storage expenses. The government intervention during festival season through Onam and Vishu markets negatively affect the business of wholesalers and retailers very much by reducing demand for their produce. The study pointed out the major area of interventions necessary to improve the value chain of paddy. The development and dissemination of good quality seeds and fertilisers are to be continued by the institutions involved in it. The timely distribution is also an important factor for better production result, since the farm output is decreasing day by day. The training programs in this aspects can be imparted through Krishi Bhavans in association with Panchayathraj organisations. Timely availability of harvesting machines are also important since on maturity, the crop won’t stand on the plant as days passes. Lack of storage facility and timely procurement problem in formal channels can be reduced by setting up of rural godowns in main production centers and pooling the produce in such centers. Setting up of labour bank and spreading it to all major production centers are to be taken up by the cooperative societies. Inadequate support price and high loading unloading charges affect farmers in the marketing stage. Exploitation of farmers by intermediaries is found in Pazhayannur area. These improper marketing channels need to be eliminated by the proper intervention of the Padasekarasamithies and the government. Paddy sector of Kerala can be improved only by making farmers comfortable ie, by improving procurement and payment. SUPPLYCO should change its procurement policy by speeding up procurement and payment system. So that the hesitated farmers will come back to cultivation and the dependency on other states can be reduced.ThesisItem Open Access SWOC analysis of women food processing enterprises in Palakkad district(Department of Rural Marketing Management, College of Co-operation Banking and Management, Vellanikkara, 2018) Zita, V Bosco; KAU; Ushadevi, K NIndia is one of the world’s largest producer as well as consumer of food products, with the sector playing an important role in contributing to the development of the economy. Food processing industry in India is increasingly seen as a potential source for driving the rural economy as it brings about synergy between the consumer, industry and agriculture. It is one of the largest industries in India and ranks fifth in terms of production, consumption and export (ibef, 2016). Kerala ranks third in terms of the largest number of licensed food processing units after Maharashtra and Tamil Nadu. The state is rich with resources and raw materials such as fruits and vegetables, cereals, pulses, freshwater etc. Among the districts of Kerala, Palakkad district, ranks first in cultivation of vegetables (14.85%), fresh fruits (13.68%) and pulses (32.8%). Major portion of the cultivable area in the district is used for raising food crops i.e., 86453 hectares, which accounts approximately 41 percent of Kerala’s total cultivable area under food crops, 212544 hectares (GOK, 2015).Food processing enterprises play a major role in reducing the wastage of food crops through value addition process and in the generating employment opportunities to rural fold particularly for women In this context, the objectives of the present study were framed to evaluate the performance of women food processing enterprises, to identify the factors that motivate women food processing entrepreneurs, to analyse the backward, forward and institutional linkage of women enterprises and to assess the problems faced by women food processing enterprises. The study area confined to the five taluks of Palakkad district namely Alathur, Palakkad, Mannarkkad, Chittur and Ottapalam and sample units were taken proportionately from these taluks. A total sample of 50 actively working food processing enterprises of women (micro enterprises with at least three years of existence) comprising of 30 units registered under District Industries Centre (DIC) and 20 units registered under Kudumbashree Mission, were selected. For the purpose of analysis, the units registered under DIC was termed as Category 1 and under Kudumbashree Mission was termed as category 2. The primary data were collected by using pretested structured interview schedule and the analysis was carried out using descriptive statistics, indices, Chi-square test, Kruskall-Wallis test and Kendall coefficient of concordance test. Further, SWOC matrix was also formulated from the results of the study. The performance of women enterprises was assessed through number and type of products produced, size of the organization, growth of capital, sales turnover and employment generation. Majority of the units were registered as sole proprietorship business followed by Joint Liability Groups. Bakery products were the main category of the products produced by the units and they were using traditional methods of production. Majority were found to be homebased units. Local markets were figured out as the major market segment and they were mainly following cost plus pricing. These units lacked proper record maintenance, quality control, promotion strategies, market study and sales target fixation. Internal motivational and external motivational factors of women entrepreneurs were examined by selecting 20 internal motivational factors and 10 external motivational factors( finalised through pilot study and experts opinion).Index method and Kendall coefficient of concordance test were used for analysis. The results showed that among internal motivational factors ‘substitute for male earner’ (I=98.3) and ‘welfare of the family’ (I=98.3) and among external motivational factors ‘women friendly environment’ (I=99.18) were perceived as highly motivating. Kendall’s coefficient of concordance for both internal (W = 0.459) and external (W = 0.439) motivational factors indicate that there was significant difference in the opinion among entrepreneurs. The analysis revealed that the internal motivation factors (CI=85.14) were more motivating than external motivational factors (CI=77.41) for women entrepreneurs. The backward, forward and institutional linkage of the food processing enterprises were analysed in terms of supply of inputs, market information, linkages with Governmental, Non- Governmental organizations, training institutions, financial institutions, farmers, farmer organizations, association of women entrepreneurs, distribution channel members etc. Percentages, indices, ranking method and Kendall’s co-efficient of concordance were used for analysing this objective. Findings of the study revealed that own source was the major source of finance. The category 1 did not have membership in any farmer’s /women entrepreneur organization and category 2 had membership only in Kudumbashree mission. Majority of women entrepreneurs were not aware about the grants and subsidy. Half of women entrepreneurs were attending training programmes to boost their confidence level as well as to widen external exposure. The units were having good linkage with DIC office, bank, Kudumbashree Mission and channel members (wholesalers and retailers).The entrepreneurs were receiving adequate information about price of the product (I=94.6), price of the raw materials (I=94.6) and training (I=83.6). Updated information on supply, demand and new technology were not available to them on time. The channel members were disseminating information through informal channels. Mobile phones were mainly used by financial institutions whereas, Kudumbashree Mission and DIC were disseminating the information through meetings. The problems of women entrepreneurs were assessed by index method and Kruskall Wallis test. Based on index method, marketing problems (I=71) followed by production (I=63.27) and financial (I=61.5) problems were perceived as ‘mostly felt’ problems by the food processing units. Whereas gender, legal and technical issues were recognized as ‘moderately felt’ problems. The results of the study point out that marketing problem was the major challenge faced by the enterprises and it is mainly due to the competition from other units, low price for the products, lack of demand for the products and frequent price fluctuations. Based on the results of the study, strength and weakness of women enterprises engaged in the food processing industry were derived. Domination of middle aged group, similar family background, internally motivated entrepreneurs, good relationship with channel members and limited problems like technical, legal and gender were the major strengths identified. Concurrently, lack of awareness about beneficiary schemes, grants and financial sources, scarcity of raw materials, lack of promotional methods, lack of quality control methods and lack of proper monitoring were prioritized as the major weaknesses of enterprises. Results of the research work pointed out the scope for reducing the cost of production by enhancing proper linkage with farmers. The research findings also advocate implementation of quality control system to set up export oriented business ventures. Suggestions were also made to perform regular and systematic market study in order to address issues like low demand for the products and high competition from other similar enterprises. However, lack of timely release of fund, inadequate and lack of updated information on demand and supply and limited awareness regarding the latest technologies were identified as the major challenges to the successful running of the enterprise. Therefore, proper and regular monitoring of all the units registered under District Industries Centre (DIC) and Kudumbashree Mission, co-ordination of Government level training programmes to create awareness about new beneficiary schemes, financial sources and, new technologies and ensure that the benefits of the schemes are reaching the real beneficiaries are some of the possible suggestions to improve the overall performance of the women enterprises.
