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ThesisItem Open Access Institutional intervention in marketing of non-timber forest products (NTFPs) in Kerala(Department of Rural Marketing Management, College of Co-operation, Banking and Management, Vellanikkara, 2023-05-13) Vijayakumar, N; KAU; Ushadevi, K NIndigenous communities living in the forests depends on the forest resources like Non-Timber Forest Products (NTFPs) for their survival and livelihoods. The dominance of the middlemen, lack of accessibility of the market and lack of awareness of the price of NTFPs were the main problems faced by tribals in the collection and marketing of NTFPs (Rawal, 2020). There is a growing market for NTFPs, but its large potential still needs to be tapped by both the collectors and the institutions involved. Since efforts have been going on for quite a long time, new agencies and institutions, have been established and programmes and schemes have been implemented to promote the NTFPs and thereby develop the tribal community. It is time that an assessment of these interventions be done to assess whether these interventions are within reach of the tribals, to what extent the policy measures of central and state government have positively affect the marketing of NTFPs and the livelihood of tribes collecting NTFPs, whether the institutions address the problems faced by the tribals and to what extent they succeeded in solving the issues related to marketing of NTFPs. In this context the present study entitled ‘Institutional intervention in marketing of Non-Timber Forest Products (NTFPs) in Kerala’ was undertaken to analyse the existing market structure of NTFPs, to examine the role of institutional intervention in promoting NTFPs, to examine the extent of awareness, accessibility and impact of institutional interventions among selected tribes and to analyse the problems faced by the selected tribes in the collection and marketing of NTFPs. This study will fulfil the research gap of the institutional contributions towards improving the livelihood of NTFPs collectors and would help the institutions to identify and prioritise the areas in need of their interventions. Both primary and secondary data were collected for the study. As per the data collected from the records of Scheduled Tribes Service Cooperative Society (STSCS) (2018-2019), it was found that Irular, Kattunayakan, Paniyan, and Kadar were the tribes mainly engaged in the collection of NTFPs. Among them Kattunayakan and Paniyan tribes are settled in Wayanad district, Irular tribe is settled in Palakkad district and Kadar tribe is mainly settled in Thrissur district. Through stratified random sampling method, 204 tribals collecting NTFPs, from these four tribes were selected. With respect to the selection of institutions, all the categories of the institutions involved in promoting NTFPs collectors based in Kerala state were selected with a total sample size of 12 viz Kerala Forest and Wildlife Department (KFD), STSCS, Tribal co-operative Marketing Development Federation of India (TRIFED), Kerala State Federation of SC/ST Development Cooperative Ltd (SC/ST Federation), Scheduled Tribes Development Department (STDD), Kerala State Development Corporation for Scheduled Castes and Scheduled Tribes (KSDC-ST/SC), College of Forestry (CoF), Kerala Institute for Research Training and Development Studies for SC & ST (KIRTADS), Kerala Forest Research Institute (KFRI), Kerala Forest Development Corporation (KFDC) and National Afforestation and Eco-Development Board (NAEDB). Data from tribals were collected through Participatory Rural Appraisal (PRA) method, by using semi-structured interview schedule. Primary data from the institutions were collected from officials of the institutions by using pre-tested structured interview schedule. Secondary data were collected from annual reports, and official websites of selected institutions. Percentage analysis, pair-wise ranking and seasonal calendar were used to analyse the existing market structure of NTFPs. The role of institutional interventions in promoting NTFPs was examined with the help of Venn Diagram. Awareness was examined with the help of percentage analysis. Mobility Map and Impact Diagram were used to examine the accessibility and impact of institutional interventions respectively. Problems of tribals were identified by using Garret Ranking and by drawing ranking ladder. From the analysis of existing market structure of NTFPs in Kerala, it was found that tribals, SC/ST Federation, STSCS, TRIFED, and KFD are the major players in the market. In addition to this the presence of institutions like STDD, KSDC SC/ST, CoF, KIRTADS, KFRI are also found in promoting NTFPs through conducting training, workshops, exhibitions, promoting NTFPs through social media etc. Tribal community are the sellers and STSCS, KFD and TRIFED are the main buyers. A common market structure for NTFPs does not exist in Kerala .An oligopsony market structure was identified where institutions were present and monopolistic competition was observed in the absence of institutions in certain tribal settlements. The STSCS main activity is regularly procuring NTFPs from tribals and marketing NTFPs with the help of the SC/ST Federation through auction cum quotation and negotiation. Eco-Development Committees (EDC) and Vana Samrakshana Samithi (VSS) of KFSD collect NTFPs from tribals and market through Vanasree eco shops, Vanasree e-portal and exhibitions under the brand name Vanasree. Institutions provide a pool of information to help the tribals to undertake their operations more systematically and scientifically. Majority of the tribals prefer to sell the collected NTFPs to STSCS. They had expressed, better price, spot payment, flexible payment options, bulk procurement and regular consumers as the reasons for preferring STSCS over other institutions. Among the institutions TRIFED offers an effective product differentiation support. TRIFED had trained the tribals to produce seven value added products from honey. KFD have an effective supply chain logistics which facilitates the prompt delivery of the product to the customers. . Majority of the tribal community consider KFD, CoF, STDD, and STSCS as important institutions. Out of these they considered STSCS as effective in rendering the service. Institutions had provided product development and market development supports to tribals in additions to the implementation of various schemes of the central and state government. However, the services and supports of the institutions are not benefitting the tribals to the expected level due to their low level of awareness The awareness of the tribals with respect to the interventions of the institutions are very low as they had not received any awareness programme on services offered by the institutions till now. The officials from the majority institutions were not visiting the colony and disseminating the necessary information to the tribals. Most tribals mentioned the forest office, STSCS, and its depot as being conveniently accessible to them. Many institutions that assisted NTFPs collectors (tribals) were far away from the colony, making it difficult for them to access these institutions. The study brought out that institutional interventions had resulted in increasing tribals income, reducing school dropouts, increasing the number of women collectors, reducing tribals debt, and tribals migrations. The major problems faced by the selected tribals with respect to collection of NTFPs were negative interactions with wild animals, inadequate availability of NTFPs in the forest and low price availability of NTFPs. Lack of guidance and support from government officials for marketing of NTFPs, no institutional support/follow up after training programme and long distance to market place cause considerable interruption in marketing of NTFPs. The study brought out the need for certain policy interventions which will help to improve the lively hood of NTFPs collectors. Many marketing channels exist in Kerala for marketing NTFPs and the procurement price and selling price differs based on the channels. If a uniform marketing channel can be created uniform pricing of the NTFPs would be possible.. Even though most of the selected institutions were conducting training programme the intended benefits are not reaching to tribal communities due to the lack of follow up measures. It would be better if institutions arrange follow-up programmes and making monthly visit to tribal settlements. This would help them to sell NTFPs as value added products and build a good relationship with the institutions. As the tribals were unaware of much information, the timely communication of various programmes, services and implementation of schemes etc is necessary. Institutions should take utmost care in this respect. It is difficult for tribals to access the services of institutions, as tribals were situated far away from the institutions and they don’t have vehicle or public transport services. Therefore, it is suggested that institutions should visit the colony monthly to provide their services and identify the problems of the tribals. Inadequate availability of NTFPs in the forest will make a negative impact in their collection and income. Arrangement for clearing the forest every month from the part of the Forest Department will help to address this issue. Addressing these suggestions will help to make the existing interventions of institutions more effective and bring out better reflection on the socio economic upliftment of tribals in Kerala.ThesisItem 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.
