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ThesisItem Open Access Coffee economy of Kerala-an analytical study(Department of Agricultural Economics, College of Agriculture, Vellanikkara, 2021) Abhinav, M C; KAU; Anil KuruvilaCoffee is considered as the favourite drink of civilized world and the second largest traded commodity after petroleum. For many nations in the tropic, coffee is a major source of foreign exchange. India is the third largest producer and exporter of coffee in Asia. The trade liberalization policies have brought challenges as well as opportunities for plantation crops including coffee because of the increased integration of the country with the world, with serious implications for price stability and trade competitiveness. In this context, the present study was undertaken with the objectives; to study economics of coffee cultivation and marketing, asses the implications of changes in prices at farm level and constraints in production, analyse the price behaviour, formation and transmission between Indian and international markets, study the magnitude and determinants of volatility in prices of coffee and analyse India’s export performance and competitiveness in coffee trade. The total cost of cultivation and production of coffee in Kerala state were estimated as ₹1,51,877 per hectare and ₹67 per kg respectively, while the net return was worked out as ₹41,652 per hectare. The major marketing channels identified for coffee were, Channel I: Farmer-Wayanad Social Service Society (WSS) - Consumer; Channel II: Farmer-Village Trader-Wholesaler- Up-country Wholesaler-Retailer-Consumer; Channel III: Farmer-Brahmagiri Development Society-Consumer (BDS); Channel IV: Farmer-Exporter-Consumer and Channel V: Farmer-Exporter-Export Agent-Consumer. Majority of the farmers (52 per cent) sold their produce to the WSS, while 21 per cent farmers sold to village traders. The marketing efficiency was relatively high in channel I because of the highest producer’s share in consumer’s rupee, while it was lowest in channel V. The changes in farmgate prices of coffee influence the farm level decisions of coffee farmers by affecting their decisions on inputs, special benefits provided to farm labourers, health care expenses, savings and borrowings. Among the ii constraints faced by coffee farmers, low farmgate price, climatic issues and lack of irrigation facilities were critically constraining coffee cultivation in Kerala. The intra-annual volatility of Indian and international monthly prices of coffee declined marginally in period II and III, while the inter-annual volatility of Indian and international monthly prices of coffee increased in period II and III. The results of the instability analysis in annual coffee prices showed that the magnitude of volatility indices have increased in period II, while it decreased in period III. The determinants of price volatility of coffee were identified as production and consumption at national level, Rupee-US Dollar exchange rate and climatic factors such as temperature, rainfall and relative humidity. The co-movement between the coffee prices in the Indian and international markets was confirmed in period I, II and overall periods, while there was decreased integration in period III. The Error Correction Model (ECM) indicated the presence of short-run disequilibrium between the Indian and international prices, which got corrected with varying speeds of adjustment. The Granger causality tests confirmed that the price transmission was from international market to Indian market in the long-run. The rate of growth and instability in coffee export decreased in the post-WTO period as compared to the pre-WTO period. The export unit value contributed 108.20 per cent growth in the export value of coffee between pre- and post-WTO period. Nearly 83 per cent of change in the export value variance between pre- and post-WTO period was found to be due to the changes in the variability of export unit value variance. The geographic concentration of coffee exports from India was high in preWTO period, while it decreased in the post-WTO period. There was a changing pattern in the stable export markets for Indian coffee and Germany, Italy and, Japan were found to be the most stable markets in the post-WTO period. The Nominal Protection Coefficient (NPC)) was greater than one (1.25) in the post-WTO period, indicating lower export competitiveness of Indian coffee. iii The challenges in coffee cultivation can be addressed by implementing awareness programmes on optimal input usage and providing irrigation development subsidy to the farmers. A market intelligence system with the crop specific price stabilization mechanism is needed to tackle the high volatility in coffee prices. A stable income for coffee farmers could be ensured by value addition and branding of coffee at the farm level or in cooperative lines. More transparency is required in the marketing channels to reduce the asymmetric information flow to the farmers. In order to promote the export and improve India’s competitiveness, farmers should be encouraged to produce high quality coffee at reduced cost and the country also needs to formulate trade policies for stable export markets and develop strategies for entry into non-traditional export marketsThesisItem Open Access Economic impact of subicsha on SHG members of Kozhikode district(Department of Agricultural Economics, College of Agriculture, Vellayani, 2018) Abhinav, M C; KAU; Paul Lazarus, TThe research entitled "Economic impact of SUBICSHA on SHG members of Kozhikode district" was conducted in Perambra block of Kozhikode district. SUBICSHA means Special project for Sustainable Business Development of Innovative Coconut Based Micro-Enterprises for Holistic Growth and Poverty Alleviation. The objective of the study was to analyze the economics and marketing of major coconut products produced by SUBICSHA, to assess the economic impact of SUBICSHA on SHG members and to study the constraints faced by SUBICSHA and SHG members. Both primary and secondary data were used for the analysis of this study. Secondary data regarding SUBICSHA were collected from the SUBICSHA headquarters located at Nochad in Kozhikode district. Data on production and price of coconut based products and data on capital investment, fund distribution, machinery and details of cost incurred in the production and establishment of the firm were collected for the period 2003-2017. Primary data were collected from 120 SHG members associated with SUBICSHA. The respondents were classified into Group I (SHG generating more than 4 lakh per annum), Group II (SHG generating 2- 4 lakh per annum) and Group III (SHG generating less than 2 lakh per annum). Financial analysis were done to understand the profitability of four major products by SUBICSHA viz; 1) coconut oil 2) virgin coconut oil 3) chutney powder 4) sandal soap. Marketing channels of SUBICSHA were identified and cost of production of four major products was computed. Percentage analysis and paired ttest were done to identify the economic impact of SUBICSHA on SHG members. Garret's ranking technique was used to rank the constraints faced by SHG members associated with SUBICSHA and constraints faced by SUBICSHA were listed out. Compound annual growth rate was calculated for the quantity produced and average unit prices over the years (2003-17) to know the growth trend. Among the 59 products developed by SUBICSHA, 25 products were exclusively from coconut. All the products analyzed were found to have positive growth trend for price and quantity produced over the years. Among 4 major products virgin coconut oil showed the maximum growth of 5.04 per cent per annum for quantity produced. The annual turnover of SUBICSHA from all the products produced in 2016-17 was 5.47 Cr. Out of this 83.4 ( 4,56,40,496) and 8.57 ( 47,07,576) per cent were contributed respectively by coconut products and by products. In the year 2016-2017 SUBICHA producer company received an annual net profit of 8,51,035. SUBICSHA was initiated with the supporting and revolving fund from Swarnajayanthi Gram Swarozgar Yojana (SGSY) of GOI, 1999. SGSY scheme endured 66.5 per cent of the total establishment and developmental cost of the project. The cost incurred for the production of 1 kg of coconut oil, virgin coconut oil, chutney powder and sandal soap were 202.72, 303, 167 and 264 respectively. Firm sells coconut oil, virgin coconut oil, chutney powder and sandal soap with an average price of 220, 560, 245 and 270 per kg. The net returns obtained from four major products of SUBICSHA per year was 15,10,850 with a B-C ratio of 1.02. From financial analysis, it was found that the net present value of coconut oil, virgin coconut oil, chutney powder and sandal soap were 85,25,413, 9,64,523, 1,21,009 and 2,81,754 respectively and benefit cost ratios of these products were respectively 1.50, 1.10, 1.24 and 1.12. The estimated internal rate of return of coconut oil, virgin coconut oil, chutney powder and sandal soap were 44.70, 16.61, 26.27 and 20.39 per cent respectively. SUBICSHA had only two channels for marketing all its products. More than 90 per cent of the SUBICSHA products were sold through SUBICSHA outlets itself. Less than 10 per cent of the quantity sold through other retailer shops. SUBICSHA had a high marketing efficiency due to its direct selling pattern in the market. Economic impact of SUBICSHA on SHG members was analysed based on before and after status using paired t-test. It was found that the income levels, overall expenditure pattern, saving habit, borrowing power and asset creation of SHG members were significantly improved after joining SUBICSHA. Garrett ranking technique was used to rank the major constraints faced by the SHG members associated with SUBICSHA. In constraints related to participation in SHGs, weak financial status of the SHGs was the prominent constraint faced by Group I and III while lack of stability and unity among members were ranked as first constraint by Group II. In constraints related to participation in SUBICSHA, inadequate technical training was ranked as first by Group I (high income generating SHGs) members while wage problem was ranked first by Group II (middle income generating SHGs) and Group III(low income generating SHGs) members. Regarding socio economic constraints, benefit sharing problem was given as first rank by Group I member while low returns was given as first rank by Group II and Group III members. Among the constraints faced by SUBICSHA, coordination of more than 522 SHG groups, inefficient handling of the technology, unavailability of raw material (coconut) were the prominent constraints in formation, developmental and nurturing stages respectively. Summing up, it can be concluded that SUBICSHA as a women empowerment and poverty alleviation programme was successfully implemented in Kozhikode district and SUBICSHA had significant economic impact on SHG members associated with it. Hence such initiatives may be replicated and promoted in the other districts of Kerala.
