6 Summary & Conclusion Estelar - Shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/26972/4/vinay...
Transcript of 6 Summary & Conclusion Estelar - Shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/26972/4/vinay...
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Summary & Conclusion
It is not enough just produce the vegetables; it must be produced
efficiently and marketed successfully. It is necessary to improve the
marketing system to aid development for two reasons; firstly it may
work as a disincentive to increased production; secondly, if the
market does not supply consumers with produce at reasonable
prices and at the time and place needed, and then the increased
production has no meaning in a welfare society (Singh, 2004)
Indian agriculture has witnessed tremendous transformations since
independence. Having achieved laudable success in agricultural
production in last 60 years, Indian agriculture is transformed from a
food deficit to a food surplus country. In the recent times, the policy
thrust has shifted towards agriculture diversification to address the
issues of nutritional security, produce marketing, employment, farm
income and sustainable use of natural resources.
The horticulture which includes fruits, vegetable, spices, flower,
medicinal and ornamental plants has proved beyond doubt its
potentiality for gainful diversification. The emerging trend worldwide
and also in the country which is indicative of paradigm shift in
dietary needs of the people with the rise in the income, which
demand for more horticulture produce. In horticulture, the vegetable
crops have been identified as the most remunerative crops for
replacing subsistence farming in rain fed, dry land, hills, arid and
coastal agro ecosystems. Being short duration crops and fewer
requirements for capital, vegetables are also best suited in the crop
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rotation. Such a diversification in favour of vegetable is sweeping
across the nation. With the production of 222.9 million tonnes, we
are today the second largest producers of these crops in the world.
The achievement in the development of horticulture is laudable, as
the sector is now contributes more than 30.5 per cent of GDP of
agriculture and has maintained the growth rate of more than 5 per
cent during the last two decades (Indian Economy 2011)
Supply chain management plays an essential role in keeping
business costs at a minimum and profitability as high as possible.
Supply chain management is defined as the design and operation of
physical, management information and financial systems needed to
transfer goods and services from point of production to point of
consumption in an effective and efficient manner so that losses are
minimized.
Uttarakhand, the 27th state of India, has huge potential of seasonal
and off seasonal vegetable production. The state is blessed with
conductive climate to grow a large number of vegetable with different
quality attributes round the year. Farmers are growing vegetables in
a very good amount. The annual production in Uttarakhand is 1.04
million tonnes from the area of about 80580 hectare. Uttarakhand
has a pleasant climate, which is a home place of different religions,
castes, occupations, cultures, speaking diverse languages and of
different food preferences.
The nature of the product on the one hand and the lack of
organized marketing system on the other have resulted in low
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producer’s price. There are production and marketing problems
challenging vegetable development in both the districts.
In spite of over-whelming importance of vegetables in our state no
systematic attempt has been made to compare the production
and marketing problems of vegetable in any region (Hill or Plains)
of Uttarakhand state. Uttarakhand opened new fields of
agricultural and agribusiness research since its formation in the
year 2000. No comparative study on the production and
marketing problems of the vegetables has been done so far. The
above problematic situation calls for a systematic investigation
into problems of production and vegetable marketing as a whole.
Keeping in the mind practical utility, present study was conducted
with the following specific objective:
1) To survey the vegetable production and marketing problems.
2) To study the existing major vegetable marketing system.
3) To work out :
Marketing efficiency, Marketing cost, Marketing margin,
and producer’s share in consumer’s rupee for as major
vegetable.
4) To identify the factors affecting vegetable production and
marketing.
5) To compare vegetable production and marketing problems in
Nainital and U.S. Nagar districts.
To evaluate the objective of the study, multistage random
sampling technique was adopted. Simple random sampling was
used to select the respondents (growers) and the selection of
vegetables was made on the basis of the maximum production
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and acreage under cultivation. Five vegetable marketing channels
were identified in which three most trendy vegetable supply
channels were selected.
The study was conducted in the Nainital and U.S. Nagar districts
of Uttarakhand. Based on the highest production and the acreage
under vegetable, Ramgarh and Dhari blocks from Nainital and
Kashipur and Bajpur blocks from U.S. Nagar district were
selected purposively. A cluster of two villages form each blocks of
both of districts were selected.
At the initial stage farmers were selected in each chain who sold
their produce in selected vegetable supply chain. In the second
stage, intermediaries involved in the supply chain especially in
vegetable supply chain channel I of vegetable marketing where
large number of intermediaries existed. In the third stage retailers
of each chain was selected. Similarly, in the final stage the
consumer who purchased the vegetables from each channel was
selected.
Firstly, in the channel-I of vegetable supply chain 20 farmers, 4
intermediaries, 5 traditional retailers and 20 consumers were
selected at randomly.
Secondly, in channel-II of vegetable supply chain 20 farmers, 5
cooperatives/retailers and 20 consumers were selected at
randomly.
Thirdly, in channel-III, vegetable supply chain 5 farmers and 20
consumers were selected at random from the local village and
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market level. Only 5 farmers were available doing direct trade
with these formats hence only these 5 farmers were selected.
However the total size of the sample with respect to farmers was
decided keeping in mind the time, resources and availability of
sample for the investigator.
Thus, total 90 farmers, 4 intermediaries, 10 retailers and 60
consumers were selected from the each district in aggregate for all
the channels of VSC. For the homogeneity of the result 4
vegetables namely tomato, pea, cabbage and potato which were
commonly belt in large quantities in all the selected channels of
VSC were selected for the study.
The secondary data of vegetable production of both the districts ware
collected from the district horticulture department (DHO) and other
government department. The primary data regarding the vegetable
production and marketing for the year 2010 were collected from the
farmers with respect to cost of marketing, value added and price
received by them. Similarly, the data on cost and return obtained by
the market intermediaries as well as by the retail formats were
obtained through interview through questionnaire schedule, which
contains indicators such as physical losses involved, quantity sold,
selling price and commission received by the intermediaries or by
any firm. Similarly, the data regarding the roles played by
intermediaries, factors influencing the vegetable production, supply
chain and marketing, problems and expectations of the farmers,
retail formats and consumers were also collected through structured
schedule by personal interview and discussion.
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Simple conventional method of tabular analysis was used to study
the pricing efficiency. Averages and percentage analysis were used to
examine the roles played by the intermediaries and contracting
firms, marketing efficiency, marketing cost, marketing margin,
Producer’s share in consumer’s rupee, factors affecting the production
and marketing, problems and expectations of the producers, retailers
and consumers in the vegetable supply chain was worked out.
Findings of the study
The most important findings of the study are summarized below.
Vegetable production and marketing problem status
The state of Uttarakhand is important in respect of vegetable
cultivation in the country. The productivity of vegetables is 9.86
MT/Ha in the state according to the Directorate of Horticulture and
Food Processing, Uttarakhand Udhyan Bhawan, Chaubatiya, 2010-
11. This sector is a good source of income and employment
generation. Kumaon region has produced almost 50 per cent of total
production of vegetable in the state in year 2010-11. Among 13
districts of Uttarakhand, Nainital district in Kumaon region accounts
for the highest production of 82711 MT. vegetable in the state, while
U.S. Nagar 65172 MT.
The present study pertains to the Uttarakhand states, Nainital and
U.S. Nagar districts in particular. The growth rates in the area and
production of different vegetable crops in Nainital and U.S. Nagar
district were observed for the period from 2006-07 to 2010-2011. The
vegetable production data indicated that Nainital and U.S. Nagar
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districts (Table 1.2 and 1.3) have diversity in their geographical
climate and agriculture practices especially for vegetables. The Four
major vegetables namely Tomato, Cabbage, Pea and Potato are
commonly belt in large vegetable production in both of the district.
While the area under vegetable and production is also being
increasing year by year.
The production of vegetables, being seasonal and off-seasonal (in
hills), localized to favoured agro-climatic conditions and the
perishability of the produce created several problems on production
and marketing fronts. In both of the study areas, the cultivation of
vegetables is carried out mostly by small and marginal farmers. The
vegetable growers are normally set with the problem of low
productivity, inadequate availability of good quality seeds,
inadequate extension services, unorganized marketing, inadequate
infrastructure and lack of high quality inputs and machinery for
technology dissemination. The severity of such problem is expected
to be more in hilly areas that are capable of producing and supplying
good quantity vegetables round the year but are poor in
infrastructure. This situation in turn leads to low returns realised by
producers-farmers. Future, the diversion of agricultural land to non-
agricultural uses is on rise in the state. The continuously
diminishing land holding coupled with the various constraints call
for various measures to be taken for improving production of crops
including vegetables. All these aspects are to be looked into while
planning any future strategy to increase vegetable production and
marketing in Uttarakhand.
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Major problems at farmers/producer’s level
On the basis of higher priority, the respondent of Nainital
districts were largely faced problems related with production
e.g. lack of irrigation, lack of information, manpower,
finance/credit, inputs, production levels, insect/pest, diseases,
poor linkages with extension agencies inadequate soil testing
facilities, risk aversion, Problems related to marketing included
transportation, standardisation and grading, infrastructure,
unfair deductions, storage, market-related information,
bargaining and low price received by the farmers for the
produces. There were also other, less important problems.
Farmers were aware about most of problems but unfortunately
they had no access by which they could overcome these
constraints. While U.S. Nagar district is much better due to
easy transportation, infrastructure and market availability.
Problems at middleman’s level
Most middlemen faced problems related to the uncertainty of
the arrival of producers and consumers, the arrival of
quantities of produce, standardisation and grading, storage,
information on the market prices, quality of produce, varied
mixture in produce and highly perishable nature of produce.
Existing major vegetable marketing system in the study
area
Mostly vegetable is traded through regional marketing system
in both of the study area of Uttarakhand. The town and villages
in the producing area serve as assembly markets. The markets
of production area feed the markets of consumption area.
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Haldwani, Nainital and Ramnagar from Nainital and Rudrapur,
Bajpur, khatima, Pantnagar and Kashipur from U.S. Nagar
districts are the largest vegetable consuming cities of vegetable
produce in kumaon division of Uttarakhand.
A wide variety of marketing agency ie village commission agent,
wholesalers, retailers, brokers, commission agents and others
operate at various stages of vegetable marketing. These markets
can be distinguished on the basis of market place and the
nature of the trade activities.
Five vegetable marketing channels were identified during the study
in both of district, in which three most trendy and common
vegetable supply channels (mostly used by the farmers) were as
follows:
Channel (I)
ProducersVillage Commission Agent/ WholesalersRetailers
Consumers
Channel (II)
Producers Cooperatives/RetailersConsumer
Channel (III)
ProducersConsumer
1- Producers to village commission agent/wholesalers to retailers
to consumer. Two middlemen used this. While 52.2%
respondents from Nainital and 58.9% from U.S. Nagar districts
were used it.
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2- Producers to cooperative/retailers to consumer. One
middleman used this. Where 32% from Nainital and only 17.8%
respondents from U.S. Nagar districts used it.
3- Producer to consumer. No middlemen used this (producers
himself play the role of middleman) and only 12.2% of
respondents from Nainital and 23.3% from U.S. Nagar used it.
The study revealed that vegetable was the high income generating
crops grown by farmers both in Ravi and Kharif season which
collectively covered 20 to 25% of total cropped area in both of the
districts. Tomato, pea, cabbage and potato were the very important
vegetables crops of the study area. Regarding disposal of the produce
channel-I (producer village commission agent/wholesaler retailer
consumer) was the important one being followed 52.2 to 58.9%
vegetable producers of both of districts who could dispose more than
60 percent of the total produce.
In channel-II (producers cooperative/retailer consumer) can play
an efficient role in terms of farmer’s high return in Nainital and U.S.
Nagar district while the producers share in consumers rupee is
(39.85%) and (39.28%) respectively.
And channel III (Producers Consumer) may be plays a good role for
small farmers of both of district who dispose there produce directly
farm level to consumer and get a good amount 42.80 to 46.50% in
consumers rupee but the numbers of these farmers were very
limited.
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Marketing efficiency, Marketing cost, Marketing margin
and Producer’s share in consumer’s rupee.
Marketing efficiency
The index of marketing efficiency for Nainital district was found out
to be 0.76, 0.90, and 0.96 for channel I, II and III of vegetable supply
chain respectively. Whereas in U.S. Nagar district the index of
marketing efficiency was found out to be 0.78, 0.87 and 1.02 for
channel I, II and III of vegetable supply chain respectively.
Hence, the index of marketing efficiency of the different formats
indicated for both of districts that channel III VSC was found to be
more efficient than channel II and I VSC because of low operational
costs and physical losses in the supply chain resulted in more
producers’ net price to total gross marketing margins.
It is advisable to the farmers of both of the district to sell their more
vegetable produce through channel III and II to be encouraged to
provide vegetables to consumers, even channel I and II of VSC
required more attention to improve their marketing efficiency.
Marketing cost
In Nainital district the cost incurred per kg of vegetables by channel
I, II and III was found out to be Rs. 1.28, Rs. 1.99 and Rs. 1.75
respectively. The total returns per kg of vegetables found out to be
Rs. 5.22, Rs. 4.55 and Rs. 4.73 in channel I, II and III respectively.
The net return realized by it for one kg of vegetables was Rs. 3.94,
Rs. 2.56 and Rs. 2.97 in channel I, II and III respectively.
In the same way, in U.S. Nagar district the cost incurred per kg of
vegetables by channel I, II and III was found out to be Rs. 1.21, Rs.
1.29 and Rs. 0.81 respectively. The total returns per kg of vegetables
found out to be Rs. 5.01, Rs. 4.30 and Rs. 4.84, in the channel I, II
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and III respectively. But the net return realized by it for one kg of
vegetables was Rs. 3.80, Rs. 3.01 and Rs. 4.04 in channel I, II and III
respectively. Hence, in both of districts the highest marketing cost
was incurred by channel II which followed by other channel in
vegetable supply chain.
Marketing Margin
Marketing margins measures the gap between net price received by
the cultivators and the price paid by the consumer. In the point of
view of marketing efficiency this gap has to be reduced to the bearest
minimum.
In Nainital district the marketing margin as percentage of consumer
price was found to be less in channel III of VSC (1.92%) as compared
to channel I (1.96%) and in channel II (1.99%) because of high gross
marketing margin in channel I and III as compared to channel II of
the VSC.
While in U.S. Nagar districts marketing margin percentage in
consumer’s price was found to be less in channel II of VSC (1.97%)
as compared to channel I (1.99%) and in channel III (2.06%) because
of high gross marketing margin in channel III as compared to other
formats of the VSC.
Producers share in consumer’s rupee
The producers share in the consumer rupee in Nainital districts was
found out to be higher in channel III VSC (42.80%) compared to
channel II (39.85%) and channel I (31.85%).
On other hand in U.S. Nagar district it was found out to be higher in
channel III VSC (46.50%) compared to channel II (39.28%) and
channel I (31.37%).
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Thus, the above data indicating that the producers share ranged
between 31.37 to 46.50% including both of the districts and rest
went to the middleman. The latter’s share need to be reduces in such
a way that it provides better remunerating to the producers without
affecting the vegetable marketing business adversely.
Factors, affecting vegetable production and marketing
Through the direct observation and discussion with the farmers of
both of the district’s it has been found that the following factors are
mostly affecting vegetable production and marketing:
Household assets endowment
Household’s labours: the farmers of both of districts had
difficulties to assign a member to look after the vegetables
production because there are lot of work needs to be done, such
as looking after cattle, weeding, house work, and other farm
activities.
Household’s assets/equipments: households belonging and
assets such as television, radio, bicycle, motor and farm
equipment are important causes effecting to farmer’s decisions.
Few programs on television and radio showed market information
or agriculture techniques, according to both of districts farmers.
So, even thought farmers have the media equipment, they still
cannot get any information related to their vegetables production
improvement or marketing information.
Household’s understanding/education: labour’ skill and
education are other dynamic factors. It directly affected two
components of vegetable production managements that are inputs
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application and new techniques practicing. According to key
informants interviewed farmers who have good transportation but
do not access vegetables inputs market level. Lack of knowledge
and skill in using for vegetable.
Household’s vegetable expenses/capital: capital is also another
factor in asset endowment. Farmers mainly used their own capital
for investing vegetable production. Their scale of growing
vegetables also depended on their limited capital. Vegetable
growers rarely took the credit or borrowed money to invest in their
vegetable production.
GOs and NGOs involvement
Techniques provided to farmers significantly affect farmers’
perception. It is not true that all techniques were accepted. The
specific lessons would be the cause. Few of farmers in Nainital
and U.S. Nagar districts have changed some of their old
techniques for growing vegetables. If GOs and NGOs did not play
any intervention, farmers might still keep their outdated
techniques which provide very low productivity. The GOs or NGOs
advocate replacing the old techniques with modern one. Farmers
have started initial step to apply the new techniques maximum
change was seen in the use of improved seeds. Thus Gos and
NGOs are really helpful to farmers.
Social relationship
Friendship: Relatives, neighbours, or friends have been available
for building a good relationship with local vegetable producers in
trading process. There were three main internal reasons for
farmers to decide so. Broken relationship was the first reason.
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They were afraid that, their good relationship would get broken if
they decide to sell to another middleman or other places. They
believed that middleman would bring high price to their
vegetables’ product because of their good relationship. So, they
did not spend more time in accessing with other market actors.
Loosing good collector who can buy their product in the future
was another worry of farmers. They thought that it would only be
good for today or this season if they choose another market actor
and the well known middleman would not buy their product
anymore the next season or harvest, if no other buyer turns up in
next season. No matter if the benefit is not high, even the benefit
is less, farmers decided to sell their produce to only one trader,
who has very good relationship with them for getting sustainable
profits.
Trust: The farmers of both the districts do not help each other in
vegetable production. Each household grew and sold their
vegetable commodities in very individual way. This condition was
wonderful for me why they thought so. That is still the question
related to the trust in vegetable selling process within farmers.
Farmers did not trust each other to organize a vegetable group’s
community as come out from the household group discussion.
They had no believes that in group they can supply enough
quantity with required quality to hotels and restaurants in the
nearby city, If their group fails in supplying required vegetables to
those stakeholders, they have to compensate the losses as they
broke the contract. The worry about trust is the core problem
which blocks the cooperation of farmers for vegetables trading.
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This made farmers sell their vegetables product in individual
perception model.
Vegetable price fluctuation from different stakeholders
The price fluctuation made bad impact on farmers’ decision in
terms of production investment level. Many farmers from group
discussion replied that, they do not dare to expand their scale
because it needs higher investment. Neither government nor
private sectors guarantee the prices of each vegetable commodity.
And, vegetables’ prices always fall during harvesting season
without controlling from authorities. So, it is risky for vegetable
growers to enlarge their level of investment. However, price
fluctuation is the significant factor in trading, creating obstacle for
expanding investment level.
Natural conditions (weather and land status)
Natural condition is likely to affect farmers’ view. In group
discussion with farmers of U.S. Nagar and Nainital districts,
farmers agreed that weather and land status are the factors
affecting most of their decision in scale and seasonality and off-
seasonal vegetables. The farmers of U.S. Nagar claimed that
vegetables do not need too much water. If they take the risk to
grow in rainy season, their vegetables get damaged by excesses
moisture. So, they prefer to grow in dry seasons only because it is
the best choice to avoid the natural risk. In hilly area lack of
moisture problem and farmers preferred to grow vegetable in rainy
season only. The farmers also claimed that they cannot increase
their production scale due to lack of high area that would help to
avoid huge water and dryness respectively in U.S. Nagar and
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Nainital districts. Surely, it is important factor blocking farmer’s
interest in expansion of the land scale for investment in intensive
way.
Food security thought
Food security is another main factor for determination. The
farmers of both of study area told that they allocated a very small
piece of land to grow vegetables as compared with the rice and
wheat cultivated land. Farmers in both of districts allocated little
land for vegetable even they knew that it could provide high
income to their families. The thought of food security had brought
farmers to decide so. They trusted on rice and wheat production
rather than vegetables.
Compare vegetable production and marketing problems in
both of districts.
The steady growth in the production and marketing of vegetable
was not without problem. Problem stretched from input supply
late to marketing. Understanding problems and opportunities
with priorities was very important both research and
development initiatives. A number of frequent rapid field survey
supported with group discussion was undertaken and the
following problems were indentified in both of districts in order
of importance. For sake of clear understanding problems are
divided into production and marketing section in tabular
format ahead:
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Problem reported by producers/Farmers
% of respondents
reported
Nainital U.S. Nagar
PRODUCTION RELATED
Lack of information regarding
horticulture varieties
75.56
62.22
Lack knowledge of scientific
techniques of crop production 83.33 71.11
Non-availability of financial Credit 78.89 68.89
Non-availability of timely inputs
(Seed, fertiliser, pesticide etc) 76.67 55.56
Low level of crop production (off-
seasonal vegetable) 78.89 58.89
Non-availability of irrigation facility
from govt. Sources 83.33 42.22
Problem of insect, pests and diseases 84.44 74.44
Lack of synchronous maturity in
horticulture crops 72.22 68.89
Problem of theft of produce 52.22 36.67
Problem of wild animal and monkeys 83.33 72.22
MARKETING RELATED
Non-availability of transportation or
cheap transportation
78.89 16.67
Lack of information regarding
standardization and grading at
producers level
84.44 62.22
Poor infrastructure of market place 66.67 63.33
Unfair deduction by marketing
agents 61.11 51.11
Non-availability of storage facilities at
village/producer level 62.22 47.78
Non-availability of marketing related
information regarding price of
produce and their trends at
86.67 75.56
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producers level
Too much bargaining regarding price
of produce. 63.33 54.44
Problem reported at middleman’s level
Arrival of producers and consumer in
Haldwani market always uncertain 91.11 86.67
Arrival quantity of produce with
producers always uncertain 80.00 75.56
Lack of standardization and grading
of produce 74.44 67.78
Lack of storage facility at middle
man’s level 62.22 53.33
Lack of information regarding market
prices of produce at middle man’s
level
65.56 58.89
Lack of quality produce 77.78 81.11
Varied mixture in produce 84.44 72.22
Highly perishable nature of produce 87.78 91.11
Problem reported at consumer level
Problem of non-availability of quality
produce 66.67 62.22
Problem of varied mixture of produce 68.89 66.67
High level bargaining used 71.11 65.56
Very high fluctuation in price of
produce 62.22 64.44
Problem related to freshness of
produce 53.33 51.11
Problem of non-availability of
standardization and graded produce 57.78 52.22
Problem related to poor Unhygienic
storability of vegetable produce 81.11 84.44
Problem of cheating during weighing
of produce 64.44 68.89
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Policy Recommendations
On the basis of the results the study makes major recommendations over the constraints for enhancing
vegetable production and marketing in both of districts. The constraints and recommendations are
categorized into seven major aspects which are presented as follows:
Categories Constraints Recommendations
Technology/
production
development
Technology is lacking at
production level.
Cultivation practices are not
well known to the farmers,
focused on the management of
the crop.
Lack of improved seed with
large produce size, good quality
fertilizer etc.
Quality maintenance (poor
grading and packaging of
vegetables)
High wilting problem.
Government /DADO /Private /NGOs intervention regarding
organize training to the producer (cultivation techniques with
low cost technology approach) on vegetable production
technology focused on management, critical stages (flowering
stage, pod formation stage) to be note down on the crop
calendar for its better management and post harvest
management techniques should be focused.
Produce quality seed for growing seasonal/off-seasonal
vegetable crop by developing community based seed producers
(CBSP) groups in the village level.
Provide new high yielding, disease resistant and bold produce
varieties for better yield(Local NGOs, DADOs and Village Level
Agent)
Marketing Lack of knowledge /
information regarding market
price poor women are
underpaid than market price.
No price regulation
Roads are graveled
Pricing system should be done scientifically with the
involvement of representative of farmes’
Government /Village Level Agent /NGO/ DADOs intervention
regarding pricing system and broadcasting of market
information through community radio and local newspaper,
Pricing techniques should be developed on the basis of
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parameters involved during production period (Inputs,
processing, cleaning, grading and transportation).
Government should construct black topped road in rural hilly
area, so that the produce can be transported in an easy
manner and in a cost effective way.
Input supply Unavailability of quality seed
(quality assured from
government), fertilizers
(fertilizes without quality
testing), pesticides etc. good
quality variety (high yielding) is
lacking.
High price of agriculture inputs
(cost of seeds, fertilizers etc)
Processing in receiving loan is
lengthy. After registration with
application for loan, the loan
will be released lately i.e. one-
two months.
New varieties in place of old
variety (diseased, low yielding),
forced to grow this variety as
there are no option for this
variety.
Quality assured seeds (germination>70%, purity>85%) from
National seed company, Private seed company, CBSPs should
provide in reasonable price and in accessible manner.
Fertilizers should be provided through the government
channel not through open boarder movement. Open boarders
has forced farmers’ to use low quality fertilizers in a high rate.
This should be controlled through government sector. Or
should encourage private sector for fertilizer supply. Sudden
check on dealers for the quality and price of fertilizers should
be done.
Loan sanction process should be quick and in a simplified
manner.
Government should promote newly released and high yielding
varieties in the area, where they are not introduced, through
information required document (IRD) or publications.
Management
and
organization
No producers/ farmers or
retailers association for
advocacy.
Association of stakeholders (DADO, retailers, farmers), should
be made for advocacy. Facilitation to make association,
through a meeting. Initiatives can be taken by NGOs, or
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Farmers’ voice is not taken
seriously in the house.
Government.
Farmers’ association should be aware and brought into action
proactively for incorporating their voice. Awareness program
can be done through Farmers’ political wings.
Policy Lack of policy regarding price
fixation and crop insurance.
Lack of subsidy provision in
agriculture inputs.
Government should facilitate to established agriculture
insurance and provide subsidy provision to poor farmers (in
energy, fertilizer, seed etc.)
Price fixation can be discussed in a policy level, so that the
farmers’ are not in vain. Price fixation committee for vegetable
produce can be done in a district level headed by DADO.
Lobby with government department to fix the minimum
support price of the vegetable products and compensation for
crop failure due to natural calamities.
Infrastructure Inadequate storage facilities
during vegetable collection and
off-seasons.
Inadequate irrigation facilities.
Lack of grading and packaging
material in farmer’s level.
Poor quality rural road for
transportation.
DDC/VDC have the budget for infrastructure building. So they
can facilitate and support to develop storage, irrigation facility
those area where vegetable production are extremely high.
Can recommend a group/cooperative in DADO for irrigation
facilities.
A meeting with DADO to recommend the potential seed
producers in the district for receiving the fund from
Government for establishing POST HARVEST CENTER
through Engineering department of agriculture.
Crete pressure group to channelize the total government
budget to rural road construction.
Finance Deposit needed to get loan.
Long and tedious process of
loan sanction.
Loan should be provided in a simplify manner, for that the
process can be shortened. (Collateral and a application can
release the loan for the farmers)
216
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200
High interest rate for short
term loan.
Limited access of farmers to
bank for vegetable farming.
Government / Market regulatory authorities should provide
loan to the farmers in a low interest rate (Low interest for
agriculture). This would be an attraction for poor farmers and
provide confidence and encourage cultivating the vegetable
crops.
Community based own microfinance institute (MFIs) should be
established in block level for easily receiving the loan to the
farmers.
Develop trust between bank and entrepreneur through
coordination, linkage and preparing business plan to reduce
risk factor of bank.
217
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216
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APPENDIX – I No :
Date : FARMER
1. Name of the respondent : 2. Village : 3. Taluk : 4. Name the vegetables that are grown : 5. To whom you sell vegetables : 6. Disposal of the produce to different agencies
Sl. No.
Vegetables Frequency / time of
sale
Qty sold (qtls)
Place of
sale
Agency income
sold
Price received (per qtl)
Total amount
Commission
Basic Value
7. Are you have an agreement to sell to particular agency Yes/No. If yes
Sl. No.
Vegetables Frequency of delivery
Qty to be delivered at each
time
Price at which it is delivered
Total value
Total qty delivered in a week
Total amount
8 A. Mode of packing and its costs
Sl. No.
Mode of packing Qty packed Cost incurred Total cost (per qtl)
1. Gunny bag a. Labour
2. Wooden boxes b. Material
3. Other specify
a.
b.
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B. Mode of transportation and its cost
Mode of transport
Qty transported
Distance covered
Hired / owned
transport
Transportation cost per qtl.
Total transport
cost
Cost incurred
Loading charges
Total loading charges
Unloading charges
Total unloading charges
C. Any other cost incurred in selling the produce
Item of cost Amount (per bag) Total amount Remarks
Labour charges for
cleaning at farm level
Loading and unloading
Weigh man charges
Commission charges
Other specify
i.
ii.
iii.
9. Reason for the sale of produce at a particular agency i.e., where they sell.
a. Provide credit facility
b. Proximity
c. Cut in margins – may be through
i. Reduction in number of intermediaries
ii. Less charges for the service
iii. Less physical loss
d. Service rendered by them
e. Provision for technical guidance
f. Getting storage and transport facility by them
g. Absence of middlemen
h. Spot payment
i. Remunerative price
j. Correct weight
k. Less charges
l. Others specify
i. Contract arrangement with them for quantity
ii. Contract arrangement with them for quality
iii. Contract arrangement with them for price
10. Problems faced by the farmers
a. Far off location of selling unit
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iii
b. Transportation facility (i) Inadequate
(ii) Costly
c. Lack of market information
d. Malpractices of buyers
e. Lack of grading facility
f. Lack of packing facility
g. Lack of storage facility
h. Lack of cold shelf facility
i. Lack of financial assistance from any company
j. Delay in payment and sale proceeds
k. Other specify
i. Lack of contracting agencies
ii. Dishonouring of contract
iii.
11. Expectations of the farmer
a. Nearness of selling unit/place
b. Good transportation facility
c. Market information at right time
d. No malpractices should be followed at selling unit
e. Good grading
f. Good storage facility
g. Good packing facility s
h. Cold shelf facilities during storage of produce
i. Credit facilities by companies
j. Immediate payment after the sale of produce
k. Presence of contract sales
l. Other specify – i. ii. iii.
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Appendix – II
INTERMEDIARIES
1. Name of Respondent : 2. Age : 3. Education : 4. Type of ownership : Individual/partnership / any other 5. Investment made in business :
a. Owned funds b. Borrowed funds c. Interest rate on borrowed funds
6. Vegetables handled : a. b. c. d.
7. From how long you are in the business : 8. Do you make outright purchases in the field and transport on your own ? 9. What facilities do you provide to the producer who brings his produce for sale
Sl. No.
Particulars Yes/ No
Qty Price Total value
I. Advisory roles
a. The time of planting
b. Varieties to be planted
II Extending physical facilities
a. Supplying the pesticides
b. Supplying the seeds
c. Supplying the fertilizers
d Supplying the credit
e. Procuring at the farmer door steps
f. Provides the transport facility
g. Are they are grading at farmer level or by trader
h. Quantity procured : is any fixed quantity, if yes,
quantity for procurement / any amount
i. Time of delivery of produce and place of
delivery of produce by the clients
II. Physical functions
a. Assembling activities/ cleaning, grading activities
b. Packing activities
c. Storage activities
III. Credit facilities
IV. Retailing activities
V. Other specify a. b. c. d.
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10. Do you grade the vegetables ? Yes / No
If yes, what is the basis for it a. Size
b. Colour
c. Freshness
11. Physical loss in different activity i. Assembling and transportation
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
ii. Cleaning and grading
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
iii. Sales and distribution
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
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vi
12. Mode of packing and its cost
Sl. No.
Mode of packing Qty packed
Cost incurred
Total cost (per qtl)
a. Gunny bag
b. Wooden box
c. Other specify
i. ii.
B. Mode of transportation and its cost
13. Labour employed in marketing
Sl. No.
Employees Number Nature of work
Salary Any other cost
Total cost
14. Weigh man charges
15. Commission charges
16. Income tax
17. Licence fee
18. Shop rent (including electricity and other charges
19. Market fee
20. Establishment charges
21. Maintenance charges
22. Taxes paid
23. Any other cost (specify)
a.
b.
c.
d.
Mode of transportation
Qty transported
Distance covered
Hired / owned
Cost incurred Transportation cost per
qtl
Total transportation
cost Loading charges
Total loading charges
Unloading charges
Total unloading charges
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vii
24. Vegetable transaction per day A. Purchase / Procurement
Sl. No.
Vegetable Qty purchased
From whom
purchased
Price at which it
was purchased
Time or frequency
of purchased
Total quantity
Total value
B. Sales
Sl. No.
Vegetable Qty sold
To whom
produce was sold
Price at
which it was sold
Total value of
the product
sold
Method of sale
Commission charged
Basis Total amount
25. Physical loss in different activity i. Assembling and transportation
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
ii. Cleaning and grading
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
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viii
iii. Sales and distribution
Sl. No.
Name of the
vegetables
% of waste
Qty Value % of good grade
Qty Value
% of qty
FAQ
Value Remaining %
Qty Value
26. Problems faced by intermediaries
A. Commission agent
1. Lack of transportation facility
2. Absence of grading facility
3. Low sale absorption capacity of market
4. Too much price fluctuation
5. Lack of storage facilities
6. Lack of knowledge about neighbouring market
7. High tax payment
8. High licence and other market fee
9. Other specify
i.
ii.
B. Wholesaler
1. Wholesale market is too conjusted
2. High rent charges
3. Lack of transportation facility
4. Absence of grading facility
5. Low sale absorption capacity of market
6. Lack of storage facilities
7. High tax payment
8. Too much price fluctuation
9. Other specify
i.
ii.
Estelar
ix
Appendix III
RETAILERS
1. Name :
2. Place :
3. Year of establishment :
4. Owned /rented/leased :
5. Ownership of the business : Sole proprietor / Partnership
6. If owned average rent for the same in : Rs.
that area
7. If leased : Rs. _______ Per _______Years
8. Initial investment incurred to set up the shop : Rs. ___________
9. Vegetables usually handled :
10. Do you have cold shelf facility ? : Yes / No.
a. Rent :
b. Electricity :
c. Maintenance :
d. Others :
11. What are the taxes you pay to the Govt : Rs.
How much
12. Employment pattern
Number Salary / month (Rs.)
Family Male
Female
Hired Male
Female
13. Do you grade vegetables : Yes / No
If yes, basis of grading :
14. Do you incur any transportation cost ? : Yes / No
If yes, total Cost. Rs. _________ / Unit
15. Do you incur any packing cost ? : Yes / No.
If yes Total cost Rs. __________/Unit
16. Cost of transaction for the retailers
a. Vegetable purchase
Sl. No.
Name of vegetables
Qty purchased
Price unit
Total value
Frequency of
purchased
From whom
purchased
Qty purchased
Values per
month
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x
b. Vegetable sold:
Sl. No.
Name of vegetable
Qty sold
Price / unit
Total value
Qty unsold
Wastage To whom sold
Remarks
Qty Value
Qty per month
Value per
month
17. Total quantity of selected commodities handled daily and their value
Sl. No.
Particulars Commodity Qty Price Value
1. Total quantity procured daily i. ii. iii. iv.
2. Total quantity sold daily i. ii. iii. iv.
3. Total cost per day including cost of procurement
4. Total cost per day including sale of procurement
18. Planning for procurement of vegetables (or) How do you decide about the quantity of stocks to be purchased
Sl. No.
Particulars
Tomato Pea Cabbage Potato
Qty Value Qty Value Qty Value Qty Value
I. Buying activities
Buy the same quantity
every time
Buy based on previous
days/weeks/months sale
Buy based on coming
days / weeks / months
expected demand
II.
Agency from whom he
buys :
i. Farmers
ii. Intermediaries
(Wholesaler/commission agent)
III. Inventory maintained
i. Every day
ii. Every week
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xi
19. Do you provide any facilities to the producer who brings his produce for sale
Sl. No.
Particulars Yes/No Qty Price Total value
I. Advisory roles
a. The time of planting
b. Varieties to be planted
II. Extending the physical facilities
a. Supplying the seeds
b. Supplying the pesticides
c. Supplying the fertilizers
d. Procuring at the farmer door steps / provides the transport facility
e. Are they are grading at farmer level or by trader
f. Quantity procured is any fixed quantity procurement/ any amount
g. Time of delivery of produce and place of delivery of produce
II. Physical functions
a. Assembling activities / cleaning, grading activities
b. Packing activities
c. Storage activities
III. Credit facilities
IV. Retailing activities
V. Other specify i. ii. iii.
20. Problems faced by the retailer
a. Inadequate physical facilities b. Absence of grading facilities
c. Absence of storage facility
d. Lack of transportation facility
e. Price fluctuation (wide and low)
f. Non-availability of suitable weighing facilities
g. Failing in assessment of demand
h. Procurement problems
i. More physical loss of produce / storage loss
j. Timely supply
k. Other specify
i.
ii.
iii.
21. Expectation of the retailer
a. Good physical facilities
b. Less charges
c. Less price fluctuation
d. Good grading, storage and packing facility
e. Good transportation facility
f. Meeting he customer requirement / Rendering all customer service
g. Right planning for procurement
h. Less handling loss of produce
i. Right market information
j. Timely availability of produce
k. Timely supply to consumer
l. Assessing the demand at right time
Estelar
xii
Appendix IV
CONSUMERS
1. Name :
2. Age : ________ Yrs _________
3. Occupation : Employee / Employer
4. Sex : Male / Female
5. Education : Primary / School / High school / PUC / Graduate / PG
6. Family size : Male Female
Adults
Children
7. No. of people employed :
8. Family income per month (Rs.) : <10,000 / 10-15000 / 15-20000 / 20-25000/
25-30000 / 30-40000 / >40000
9. Monthly expenditure on vegetables (Rs.) :
10. From where you are buying the vegetables
Sl.
No.
Particulars
Tomato Pea Cabbage Potato
Qty Value Qty Value Qty Value Qty Value
Retail outlets
Local
/producers
vender
Any other
11. Frequency of purchase : Daily / Once a week / Twice a week
12. Amount spent on vegetables (Rs.) in each : Vegetables Price
purchase for selected commodities
13. Mode of payment :
14. Reason for purchasing vegetable at a :
particular outlet
a. Timely availability :
b. Proximity :
c. Quality of produce :
d. Timing :
e. Common phobia to enter multinational :
stores
f. Visual merchandising and store design :
g. Promoted by promotional tools and :
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xiii
credit sales
h. Advertisement :
i. Wide range of products are available :
j. Price :
Reasonable
High
Discount
k. Good services rendered by the outlets :
l. Vegetables which are very good :
m. Others specify
i. Better suited time
ii.
iii.
15. Problems faced by the consumers :
a. No timely availability of produce
b. Absence of wide range of products
c. Very high prices
d. Quality of product is unsatisfactory
e. Unsatisfactory responses and services rendered at a retail outlet
f. No proper promotional tools and sales on credit
g. Inconvenience / not nearness of the retail outlets
h. Unhygienic condition
i. No proper store design and visual merchandising
j. No proper packing
k. No facility for feed back
l. Timings of the retail outlet
m. Other specify
i.
ii.
iii.
16. Expectation of consumers
1. Timely availability of produce
2. Less price
3. Good quality of produce
4. Convenience/nearness of retail outlets
5. Maintain hygienic condition
6. Good service and response by retailers
7. Availability of wide range of products
8. Good sore design visual merchandising
9. Good packing facility
10. More credit sales
11. Timings of retail outlets should be extended
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xiv
12. Other specify
i.
ii.
iii.
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