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Kerala Agricultural University, Thrissur
The history of agricultural education in Kerala can be traced back to the year 1896 when a scheme was evolved in the erstwhile Travancore State to train a few young men in scientific agriculture at the Demonstration Farm, Karamana, Thiruvananthapuram, presently, the Cropping Systems Research Centre under Kerala Agricultural University. Agriculture was introduced as an optional subject in the middle school classes in the State in 1922 when an Agricultural Middle School was started at Aluva, Ernakulam District. The popularity and usefulness of this school led to the starting of similar institutions at Kottarakkara and Konni in 1928 and 1931 respectively.
Agriculture was later introduced as an optional subject for Intermediate Course in 1953. In 1955, the erstwhile Government of Travancore-Cochin started the Agricultural College and Research Institute at Vellayani, Thiruvananthapuram and the College of Veterinary and Animal Sciences at Mannuthy, Thrissur for imparting higher education in agricultural and veterinary sciences, respectively. These institutions were brought under the direct administrative control of the Department of Agriculture and the Department of Animal Husbandry, respectively. With the formation of Kerala State in 1956, these two colleges were affiliated to the University of Kerala. The post-graduate programmes leading to M.Sc. (Ag), M.V.Sc. and Ph.D. degrees were started in 1961, 1962 and 1965 respectively.
On the recommendation of the Second National Education Commission (1964-66) headed by Dr. D.S. Kothari, the then Chairman of the University Grants Commission, one Agricultural University in each State was established. The State Agricultural Universities (SAUs) were established in India as an integral part of the National Agricultural Research System to give the much needed impetus to Agriculture Education and Research in the Country. As a result the Kerala Agricultural University (KAU) was established on 24th February 1971 by virtue of the Act 33 of 1971 and started functioning on 1st February 1972. The Kerala Agricultural University is the 15th in the series of the SAUs.
In accordance with the provisions of KAU Act of 1971, the Agricultural College and Research Institute at Vellayani, and the College of Veterinary and Animal Sciences, Mannuthy, were brought under the Kerala Agricultural University. In addition, twenty one agricultural and animal husbandry research stations were also transferred to the KAU for taking up research and extension programmes on various crops, animals, birds, etc.
During 2011, Kerala Agricultural University was trifurcated into Kerala Veterinary and Animal Sciences University (KVASU), Kerala University of Fisheries and Ocean Studies (KUFOS) and Kerala Agricultural University (KAU).
Now the University has seven colleges (four Agriculture, one Agricultural Engineering, one Forestry, one Co-operation Banking & Management), six RARSs, seven KVKs, 15 Research Stations and 16 Research and Extension Units under the faculties of Agriculture, Agricultural Engineering and Forestry. In addition, one Academy on Climate Change Adaptation and one Institute of Agricultural Technology offering M.Sc. (Integrated) Climate Change Adaptation and Diploma in Agricultural Sciences respectively are also functioning in Kerala Agricultural University.
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ThesisItem Open Access Group marketing system for fruits and vegetables in Kerala(Department of Rural Marketing Management, College of Co operation and Banking Management, Vellanikkara, 2007) Bibin, Mohan; KAU; Philip, SabuThe study entitled “Group marketing system for Fruits and vegetables in Kerala” was undertaken with the following objectives: To analyse the marketing behaviour of commercial fruits and vegetables farmers and to evaluate the structure, conduct and performance of Swasraya Karshaka Samithies (SKSs) promoted by Vegetable and Fruit Promotion Council, Keralam (VFPCK). The study was conducted in Thrissur and Palakkad districts which accounted for the largest volume of business through SKSs. Commercial farmers and traders of fruits and vegetables constituted the population of the study. For the study, five SKSs were selected from each district randomly. From the area of operation of each SKS, ten member farmers who marketed their produce through SKS and five farmers who marketed their produce otherwise were selected randomly to constitute the sample of farmers. Similarly five traders selected from each SKS constituted the sample of traders. Data were collected from the sources through personal interview method by administering separate pre-tested structured schedules to farmers and traders. The data thus obtained were analysed by using bivariate tables, percentages, satisfaction indices, and ranking. Analysis of the socio-economic profile of the farmers revealed that older generation are more interested in farming than younger generation. The analysis also brought out the predominance of men in agriculture, and they possessed vast experience in farming. The results indicate that marginal and small holdings dominate the agricultural sector in the study area. Analysis of the annual income of the farmers showed that the number of farmers with an annual income of Rs.1,00,000 and above was higher among SKS farmers than Non-SKS farmers. The share of income from fruits and vegetables in the total agricultural income was higher for SKS farmers. ‘Better price for the produce’ followed by regular market for the produce, ‘better measurement and grading practices in the market’, ‘feeling of farmers own organisation’ were the most important reasons for farmers to take membership in SKS. Regarding the ownership pattern of cropped land of the farmers, the share of farmers cultivating on leased land was more among the SKS farmers than Non-SKS farmers. The SKS also attracted farmers with larger area under fruits and vegetables cultivation to its fold. The selected farmers depended more on man made sources of water than natural sources for irrigation and the majority of the farmers used either electric pump or diesel pump for irrigation. Majority of the SKS farmers preferred VFPCK as the main source of seeds for cowpea, bittergourd and amaranthus. In the case of nendran the most preferred source of suckers was traders. When the Non-SKS farmers preferred own sources and fellow farmers for the purpose. The main source of suckers of nendran was traders. Analysis of the different varieties of crops preferred by farmers revealed that in the case of nendran farmers in general preferred Mettupalayam, Kottayam and Manjeri varieties. In the case of cowpea Lola was the most preferred of SKS farmers and Non-SKS farmers preferred Lola, Local and Vyjayanthi varieties. Regarding bittergourd when SKS farmers showed a strong preference towards Preethi, Non-SKS farmers mostly preferred Local variety. Arun was the most preferred variety of amaranthus SKS farmers and Kannara Local by Non-SKS farmers. In the case of ivy gourd majority of SKS farmers preferred Sulabha variety while Non-SKS farmers preferred Local variety. The main sources of planting material for farmers were VFPCK, KAU, traders and fellow farmers. KAU was the only institutional agency which supplied all types of planting materials. Out of the four sources of planting materials, KAU was the dearest and VFPCK the cheapest. Majority of the SKS farmers availed credit from commercial banks linked to SKS when majority of the Non-SKS farmers preferred money lenders and traders for their credit needs. The SKS farmers harvested nendran coinciding with the SKS market days. Cowpea, bittergourd and ivy gourd were harvested thrice a week by majority of the SKS farmers. Vast majority of Non-SKS farmers harvested nendran weekly. Majority of the Non-SKS farmers harvested cowpea and amaranthus thrice in a week. In the case of bitter gourd and ivy gourd majority harvested two days in a week. SKS was the prime source of market information to SKS farmers while traders constituted the main source of information to Non-SKS farmers. The SKS farmers were better placed with regard to scientific marketing practices. All the produces except amaranthus and cowpea were graded and sold in SKS. Only nendran and bitter gourd were graded in Non-SKS market. Majority of the SKS farmers used plantation leaves for packing nendran. Plastic bags were used for packing other crops. Majority of the farmers in Non-SKS markets marketed nendran without packing. The main reason for selling the produce outside the SKS market was farm gate collection by the traders. The important means of transportation for SKS farmers was tailed autorikshaw and head load for majority of Non-SKS farmers. Price fluctuation was the only one risk perceived by SKS farmers, while the Non-SKS farmers perceived the risk of unsold produce, physical damage, and default in payment besides price fluctuation. In order to manage the price risk a majority of the SKS farmers sold the produce to the same trader even at a lower price when Non-SKS market sold to other traders. Regarding the realization of credit sales, 90 per cent of the SKS farmers received payment within a week while majority of the Non-SKS farmers received payment within two weeks. Lack of adequate processing and storage facilities were reported as the most serious problems faced by the commercial fruits and vegetables farmers. The SKS farmers were found better trained than Non-SKS farmers. While analyzing the structure of SKS market, it was found that majority of the sample traders were wholesalers. Majority of them had more than five years experience in fruits and vegetables trade. Majority of them had more than five years experience with the SKS. Regarding the admission in SKS, vast majority of the traders found the rules simple. Seasonality analysis of the market for the selected crops disclosed that the farmers especially nendran farmers realized the best price during Onam season as demand outstripped the supply during the season. The SKS market exhibited conditions of ‘slightly concentrated oligopsony’. Market power concentration analysis showed that in Elevenchery, Pariyaram and Thottipal the market power was highly concentrated in top four traders compared to other SKSs.. However the market power was less concentrated in top four traders in markets like Kottayi, Kanjirapuzha, Viyyakurishi and Pazhayannur. Conduct of the SKS market revealed that majority of the traders waited till the close of the market to buy the produce at a lower price as the price used to cool down towards the end of the market. The purchased produce were fed by the traders to the end markets situated far and wide from the SKS. Majority of the traders operated in more than one market. Regarding the management of price risk the traders signed forward contracts with their retailers and regulated their purchase from SKS according to the price and quantity contracted with their customers. The Marketing Efficiency Index for all the selected crops except bittergourd was the highest in SKS market compared to other markets as the marketing cost was the lowest in the SKS market. The farmers were ‘highly satisfied’ and the traders were ‘highly satisfied’ with the working of the SKS market. The VFPCK, through its group based production and marketing approach has been able to give a fillip to the vegetable and fruit cultivation in Kerala. The Swasraya Karshaka Samithies (SKSs) promoted VFPCK have enabled the farmers to enhance their production and productivity through scientific cultivation practices. The SKS market owned and operated by the farmers have enabled the farmers to realise better price for their produce by setting up best trade practices and price discovering mechanism.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 Response behaviour towards branded agro-processed products(Department of Co- operative Management, College of Co- operation, Banking and Management, Vellanikkara, 2006) Prameela, V; KAU; Sakeer Husain, AThe study entitled “Response behaviour towards branded agro-processed products’ was undertaken with the following objectives: 1. To examine the response behaviour towards selected branded agro-processed products (BAPs) 2. To identify the factors influencing purchase decision and consumer choice 3. To compare the response behaviour towards BAPs of co-operative and private sectors The study was conducted in six wards of Kannur Municipality. From each of the selected wards, twenty five household consumers of the five selected BAPs viz., sambar powder, meat masala, rasam powder, pickle and jam were selected. Thus a total of 150 household consumers constituted the sample of the study. The study was based on primary data collected with the help of structured pre-tested interview schedule. Percentage, index, Kendall’s coefficient of concordance and Friedman test were the major statistical tools used for analysis. The study revealed that cent percent of the respondents consumed sambar powder and pickle while majority of them consumed meat masala (96.67%), jam (90.67%) and rasam powder (86.67%). Among the respondents, majority purchased packed branded items. ‘Easy availability’ and ‘convenience’ were the major reasons for the use of the selected BAPs. ‘Dinesh’ was the most known brand among the respondents in the case of all selected BAPs. Advertisement in the electronic media was the major source of awareness about the selected BAPs. ‘Super market’ was preferred by the respondents as the major source of purchase. ‘Dinesh’ was the major brand preferred and used by the respondents in the case of curry powder and pickle, while ‘Happy’ was the most preferred and used brand in the case of jam. ‘Brand loyalty’ was found to be very high among the users of the selected BAPs. ‘Belief in the quality of the products’ supplied by the store was the main reason found for the store loyalty of the consumers. ‘Product features’ and ‘advertisement’ were the important factors that influenced the purchased decision of all the BAPs. ‘Taste’ and ‘freshness’ were the important product features that influenced consumer choice. No significant difference was found between the co-operative and private brands of selected BAPs with regard to factors and product features influencing purchase decision and consumer choice. Any way the consumers were more satisfied with ‘availability’ and ‘quality’ of the products of co-operative and ‘availability’ and ‘taste’ of the products of private organizations. In general consumers were satisfied with the products supplied by both co-operative and private organizations. However, the selected BAPs of co-operative organizations were found to be comparatively better when compared with private products except in the case of jam.ThesisItem Open Access Comparative study of marketing strategies of co-operativfe public and private sector units in handloom industry in Kerala(Department of Rural Marketing Management, College of Co-operation and Banking, Mannuthy, 1989) Xavier, K I; KAU; Rajan Nair, N‘A Comparative Study of Marketing Strategies of co – operative, Public and Private Sector units in Handloom Industry in Kerala’, is aimed at assessing the effectiveness and relative merits and demerits of various marketing strategies followed by Hantex, Hanveev and private sector firms and price spread of selected fabric under different marketing channels. The sampling frame consists of Hantex, Hanveev and our private sector firms each from Trivandrum and cannanore districts. A consumer panel of 75 consumers each was selected from urban and rural areas to study the attitude of consumers on the marketing strategies adopted by the sample units. The attitude was measured using Likert scale. Price spread was analysed by collecting data from ten primary societies, five retail shops, and five hawkers after identifying seven different distribution channels. All the samples were selected randomly. The various marketing strategies, viz., product, price, promotion and distribution were analysed. It was found that majority of the sample units were not in the practice of using these strategies. Even where these strategies were found in vogue, they locked scientific basis as is evident from the conspicous absence of market segmentationThesisItem 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.
