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University of Agricultural Sciences, Bengaluru
University of Agricultural Sciences Bangalore, a premier institution of agricultural education and research in the country, began as a small agricultural research farm in 1899 on 30 acres of land donated by Her Excellency Maharani Kempa Nanjammanni Vani Vilasa Sannidhiyavaru, the Regent of Mysore and appointed Dr. Lehmann, German Scientist to initiate research on soil crop response with a Laboratory in the Directorate of Agriculture. Later under the initiative of the Dewan of Mysore Sir M. Vishweshwaraiah, the Mysore Agriculture Residential School was established in 1913 at Hebbal which offered Licentiate in Agriculture and later offered a diploma programme in agriculture during 1920. The School was upgraded to Agriculture Collegein 1946 which offered four year degree programs in Agriculture. The Government of Mysore headed by Sri. S. Nijalingappa, the then Chief Minister, established the University of Agricultural Sciences on the pattern of Land Grant College system of USA and the University of Agricultural Sciences Act No. 22 was passed in Legislative Assembly in 1963. Dr. Zakir Hussain, the Vice President of India inaugurated the University on 21st August 1964.
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ThesisItem Open Access SMALL RUMINANT VALUE CHAIN ANALYSIS - A STUDY OF SHEEP REARING ALONG SOUTH TRANSECT OF BENGALURU(University of Agricultural Sciences, Bangalore, 1-01-31) K., NISHMITHA,; GIRISH, M.R.The present study was conducted in South Transect of Bengaluru (Bengaluru Urban and Ramanagara districts) to map the sheep value chain; to assess the financial viability, production efficiency of sheep enterprise and marketing of sheep; to analyse the consumer preference for sheep meat; and to identify the constraints in sheep rearing. The major actors in sheep value chain in the study area were input suppliers, sheep rearers, butchers, and consumers. The total cost incurred and the gross returns realised per annum for rearing a flock size of 51 sheep was ₹ 2,86,384.62/- and ₹ 4,29,364.83/-, respectively, resulting in a net returns of ₹ 1,42,980.21/-. Labour was the major cost accounting for about 49 per cent of the total variable cost. At 12 per cent discount rate, the NPW, BCR and IRR were found to be ₹ 3,36,569.23/-, 1.24 and 36 per cent, respectively, indicating the financial viability of sheep rearing. In the study area, two channels were prevalent for marketing of sheep, viz., Channel I: Farmer – Farmer and Channel II: Farmer – Butcher – Consumer. Majority (50 %) of the sample sheep farmers sold their sheep exclusively through Channel I while 37.50 per cent of the sheep farmers sold their sheep exclusively through Channel II. Tenderness was the most important factor influencing the purchase of sheep meat by sample consumers. The incidence of diseases and lack of organised marketing facility were the major constraints faced by sheep rearers.ThesisItem Open Access MANAGEMENT OF CREDIT DISTRIBUTION TO AGRICULTURE SECTOR BY KCC BANK(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) PALLERI, KASHINATH N.; VIJAYAKUMAR, H.S.Institutional credit being a powerful means to improve agriculture, in modern agriculture, credit is a crucial input. Among the various financial Institutions the co operatives have emerged as a major source for agricultural credit. In Karnataka most of the DCCB's are operationally sick and suffering from inefficient and ineffective credit management. The management of credit distribution to Agriculture sector by KCC bank has been studied as it is one of the largest lending institutions in Dharwad district. The study is based on the secondary data for 10 years (1986-87 to 1996-97). Tabular analysis and compound growth rate were used for analyses of the data. The deposit mobilization of KCC bank indicated a three fold increase and the rate of growth in total deposits indicated an increase by 13.88 per cent the total cost incurred in mobilizing deposits was Rs. 11.03 per Rs.100 which included both non-interest cost (Re. 0.48) and interest cost (Rs. 10.55). There was substantial increase in the total funds for lending. The study showed that proportion of agricultural advances in the total bank lending had increased during study period. The total number of beneficiaries also showed increasing trend. The non-interest cost incurred in lending Rs. 100 by the bank was Rs. 1.07. The percentage of overdues of loans was more than 50 per cent in 7 years out of 10 years and the growth rate of recovery was 23.68 per cent. The cost of recovery of loans was Re. 0.68 on recovery of every Rs. 100 it has lent. On an average, the bank spends Rs. 10.43 on every Rs. 100 lent and the average interest earned from lending was Rs. 12.46. Thus there was a profit margin of Rs. 2.02 per Rs. 100 lent. The bank incurred a loss of 0.53 per cent for Rs. 100 lent in the category of loans of less than Rs. 25000. The poor recovery performance and lending in the category below Rs. 25000 of the bank need to be revitalized.ThesisItem Open Access MANAGEMENT APPRAISAL OF AN AGRI-BUSINESS UNIT-A CASE STUDY OF THE CENTRAL ARECANUT AND COCOA MARKETING AND PROCESSING CO-OPERATIVE LIMITED, MANGALORE(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) ALSE, JAGADEESH; WADER, L. K.Investigation was conducted to study the procedure and costs involved in procurement and sale of arecanut, grades and grading methods followed, development and growth pattern of the co-operative over the years. The primary data were collected by discussion with personnels and personal observations. Secondary data were obtained from the annual reports and records of the co operative for ten years. Financial Ratio Analysis, Compound Growth Rate Analysis, Regression Analysis were employed along with other statistical tools such as percentages, averages etc. Details of different grades and grading method were recorded. channel for of arecanut no cost of Channel-III formed the followed by Three channels for procurement and one sale of arecanut were identified. The quantity procured was maximum in Channel-I (63.6%) where procurement was incurred, which was maximum in throughout the study period. Commission charges major proportion (94.95%) of cost of procurement delivery charges. The cost of sale was maximum for the produce which was procured through channei-III where commission charges of . procurement resulted in higher sales tax which formed the major part. Six size based subgrades of main grade 'New Supari' in Mangalore, four subgrades of 'Saraku' and three subgrades of 'Bette' In Shimoga four subgrades of 'Rashi* in Sirsi were identified. Satisfactory levels of current ratio (1.5754), acid-test ratio (0.46), inventory-turnover ratio (3.3413), gross ratio (5.8134), net capital ratio (1.1963) were obtained, whereas poor performance in profit based ratios such as net profits to total assets (0.00069), net profits to working capital (0.00025) was observed because of lower and also of negative profits. Two fold increase in price as well as quantity of arecanut handled resulted in the increase of turnover by four folds. Almost all the financial indicators showed the higher growth rate above ten, while lower growth rates were observed in case of physical indicators. There is a need to strengthen the procurement andThesisItem Open Access BUSINESS MANAGEMENT OF MAT APRABH A CO-OPERATIVE SUGAR FACTORY LIMITED(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) GOJANUR, UMESH C.; SADATH ALI KHAN, H.S.In India about 25 million farmers are engaged in the sugarcane cultivation on 3.5 million hectares of land. At present there are 416 sugar factories, of which 232 factories are in co-operative sector whose major activities includes management of procurement, processing and marketing of sugar and by products. Using the secondary data the various management activities of the factory were studied. The study revealed that the area of operation of the factory was 45 kilometer in radius, covering 585 villages. On an average the sugar factory procured only 70.77 per cent of total sugarcane produced due to low installed capacity (3500 t/day). 81-17 per cent of the sugarcane area was under late maturing varieties. 78.13 per cent of total cane bill was paid in first installment. Major cost of procurement included prime cost of cane (85.10%) purchase tax on cane (6.14%), transport (4.07%) and harvesting (2.45%). The average sugarcane crushed was 6.54 lakh tonnes with 4090 hours of crushing (186 days). Hours lost due to cleaning was the highest (4.25%), followed by mechanical problem (4.24%), cane shortage (3.25%), miscellaneous (2.41%). Sugar loss in by products was 2.22 per cent which was lower than the norms fixed by Bhargava commission. The cost of production per quintal of sugar was Rs.837.25, of which the raw material cost constituted a major share (78.03%), other variable costs (7.01%), fixed costs (14.96%). Factory earned a profit margin of Rs.0.33 per quintal of sugar and by products sold. It implied that the costs and returns obtained were almost equal with very nominal profit margin. Sixty per cent of the sugar produced was sold in open market and 40 per cent was through levy quota. The price spread of sugar in Dharwad and Hubli market was Rs.102.81 (7.13% in consumer's price). Major problems faced by farmers were low price for cane, low harvesting charges paid by the factory, delayed payment, shortage of labour during harvesting and problem of transportation.ThesisItem Open Access BUSINESS MANAGEMENT APPRAISAL OF AN AGRIBUSINESS UNIT - A CASE OF THE TOTGARS' CO-OPERATIVE SALE SOCIETY LTD., SIRSI (N.K.)(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1999-08-30) NAVEEN, N.; BANAKAR, BASAVARAJThesisItem Open Access MANAGEMENT OF GULBARGA CO-OPERATIVE MILK PRODUCERS' SOCIETIES UNION LIMITED(UNIVERSITY OF AGRICULTURAL SCIENCES GKVK BANGALORE, 1998-08-19) ANJUM SHAKEEL, AHMED; SADATH ALI KHAN, H.S.ThesisItem Open Access MARKETING MANAGEMENT OF COCONUT AND ITS PRODUCTS IN KARNATAKA(University of Agricultural Sciences GKVK, Banglore, 13-07-05) KIRAN, D. T.; R.A YELEDHALLICoconut is an important commercial crop and has great influence in the Indian rural economy. Its cultivation is known in India for time immemorial as the palm is nobly described in ancient Indian literature as 'Kalpavriksha'. The raw nuts in edible copra are important articles of food. The trunk of matured tree is used for construction of houses. The outer husk of nut forms the raw material for coir industry. Tender coconut is used as refreshing drink in summer season.ThesisItem Open Access CONSUMER BEHAVIOUR AND MARKETING STRATEGY TOWARDS DURABLES OF FOREST PRODUCE IN NORTH KARNATAKA(University of Agricultural Sciences GKVK, Bangalore, 05-01-07) SHEKU RATHOD.; H. H. S KHANCONSUMER BEHAVIOUR AND MARKETING STRATEGY TOWARDS DURABLES OF FOREST PRODUCE IN NORTH KARNATAKA SHEKU RATHOD 2005 ABSTRACT Dr. H. S. S. KHAN MAJOR ADVISOR Marketing is one of the most dynamic fields .of the management area. An integrated management approach to marketing must proceed by identifying and understanding the prospective customers and their buying behaviour. The present market conditions are highly competitive and in today's buyers market, the marketing manager has to view the problems as a behavioural scientist. Therefore, there was a need to study the socio-economic and cultural characteristics, marketing strategy and it's impact on consumer behaviour, sources of raw material and cost and return for manufacture of forest durables. In order to achieve the above objectives of the study the simple random sampling procedures was adopted. Hence, required data was collected from the firms as well as from individual households to know the impact on each other. The data was summarized with the help of statistical tools like averages and percentages to obtain meaningful results. The results indicated that, higher per centages (62.5% and 57.5%) of decision makers are belongs to the age group of between 31 to 50 in case of both wooden and cane furnitures respectively. Higher per centages (43% and 37%) of family members belongs to graduates were taken better decisions in buying particular items. It was revealed that, 40% of the households are employed, which impact on consumer purchasing decisions. The consumers of forest durables were received the concessions in the form of price reduction, advertisement and credit facilities. About 70% of them were followed concessions, 40% were followed advertising, and 20% were followed credit facilities. In case of discounts, they had uniform fixed rate i.e. 5% of discounting for all the products. Majority (60%) of manufacturer cum dealers of wooden furnitures were procured their raw materials from sawmills. Where as 70 % of manufacturer cum dealers were depended on forest in case of cane furnitures.ThesisItem Open Access MARKET INTEGRATION FOR MAJOR AGRICULTURAL COMMODITIES IN KOLAR DISTRICT(University of Agricultural Sciences GKVK, Bangalore, 05-01-07) YOGISHA G. M.; N. N. KARNOOLMARKET INTEGRATION FOR MAJOR AGRICULTURAL COMMODITIES IN KOLAR DISTRICT YOGISHA G. M. 2005 ABSTRACT Dr. N. N. KARNOOL Major Advisor Market integration concept explain the relationship between two markets that are spatially or temporally separated. One of the common indicators of an efficient functioning of the markets is the existence of high degree of integration among them. Mixed trend was noticed in arrivals and prices of the all the commodities in all the markets. Majority of the markets shown increasing trend in arrivals and prices in the later periods. Arrivals of potato was maximum during September and November in Bangalore market whereas in other markets it was during Februaiy and March. Prices of potato found highest during off season and lowest during harvest period. Arrivals of onion, ragi and groundnut found maximum during harvesting months. Groundnut prices remained unchanged irrespective of increase or decrease in the arrivals. Uneven cycles were found in all the markets for all the commodities. Negative association between arrivals and prices was found in all the commodities in the selected markets except Srinivaspur and Bangalore. Positive correlation was found in arrivals and prices of groundnut in Bangalore market and Srinivsapur market revealed that the arrivals and prices of ragi and onion responded in the same direction. Distributed lag results of potato prices revealed that the Chikkaballapur took less than a day to transfer the price signals from Bangalore market followed by Srinivasapur (3.48 days), Chintamani (13.03 days) and Kolar (16.18 days). In case of onion Chikkaballapur took 1.38 days followed by Chintamani (4.38 days), Kolar (7.45 days) and Srinivaspur (7.93 days) to reflect the Bangalore onion prices. Kolar took 8.339 days to reflect Bangalore ragi prices and more number of days was observed in Srinivaspur market. In case of groundnut prices Kolar took less than 6 days and it was highest (16.01 days) in Srinivaspur market.
