Cooperative Marketing & Processing

Productivity, 2008

Since the post-WTO world trade order will put increasing pressure on the agricultural marketing system and trade practices of various agricultural commodities, co-operatives have to play a vital role in strengthening marketing of agricultural goods. At present, the losses incurred by primary co-operative marketing societies (PCMS) are noticed to be more than two folds than the profit earned by them. There has been growing trend in number of societies incurring losses as compared to societies making profit. The emergence of certain negative factors like erosion of values, tendency to depend too much on government help and financial support, absence of knowledge based market orientation, etc. have adversely affected the functioning of PCMS in India. This has resulted into weak co-operative marketing structure in India. The weaknesses arise due to complex nature of marketing of agricultural produce, particularly fruits and vegetables. An efficient marketing system requires quick transport and storage facilities to avoid losses of produce, aside from keeping a watch on demand-supply forces to ensure remunerative prices to member farmers.

"Industry competition, legal constraints, the impact of technology on product design and social concerns are some of the many important conditions that shape the business environment in general and it is also applicable in Bihar. But the conditions prevailing in this specific region are of some peculiar type, so it is very pertinent to examine them from all aspects. This article examines the forces that define marketing's environment. Every organization needs to think seriously about the environments in which it operates. All firms must identify, analyze and monitor external forces and assess their potential impacts on the firm's goods and services. Although these forces frequently operate beyond the marketing manager's control, decision makers still must consider those 'uncontrollable' influences together with the variables of the marketing mix in developing the firm's marketing plan and strategies."

2023

This study aim to analyze the role of Gadat Vibhag Vividh Karyakari Sahkari Khedut Mandali Ltd. cooperative societies and their services with respect to supply of agricultural inputs, finance, marketing of produce etc. by the mango, sapota and banana growers of Navsari district of Gujarat state. The aim of the study was to comparison of different horticultural produce marketing cost, margins and price spread in the operational area Gadat Vibhag Vividh Karyakari Sahkari Khedut Mandali Ltd. With their members and non-members. This study provides more insight on the impact and performance of the small scale cooperative. The present study was on "Performance and Profitability of Gadat Vibhag Vividh Karyakari Sahkari Khedut Mandali Ltd., Gadat of Navsari District, Gujarat". The selected cooperative society is one of the oldest cooperative society existed since 1944.The selected cooperative society was operating in 9 villages and study covered all 9 villages, from each village 10 registered members and 10 non-members of the society were selected randomly. The primary data were collected from respondents pertains to the year 2019-2020. The market related data was collected from concerned markets as well as retailers and wholesalers. Secondary data were collected from the previous records of the society and its audit reports. In order to fulfill the stipulated objectives of the study, the major analytical tools employed were tabular analysis, marketing cost, marketing margins and price spread. The study investigated the marketing channels for bananas in the study area, identifying two predominant routes: Channel-I involving Cooperative Societies and Channel-II involving Commission agents cum Wholesalers. The analysis delved into the marketing costs incurred by different intermediaries in each channel, revealing distinct patterns. In Channel-I, the total marketing cost was ₹ 71.75 per quintal, with producers incurring 26.09%, cooperatives 33%, and retailers shouldering the majority at 40.97%. In Channel-II, the overall cost was higher at ₹ 294.54 per quintal, attributed to elevated spoilage charges and transportation costs. The study compared the marketing costs and revealed higher expenses in Channel-II. The subsequent examination of price spread unveiled that Channel-II experienced a higher spread of ₹ 579.48 per quintal compared to Channel-I's ₹ 481.20. Despite Channel-II's wider price spread, Channel-I was deemed more efficient due to its lower spread. This finding aligns with previous research, emphasizing the efficacy of cooperative channels in minimizing price spreads. The study underscores the importance of optimizing marketing channels for the benefit of both producers and consumers.

2006

The International Journal of Humanities & Social Studies

There is a growing advocacy for achieving not only sustainable food security in Nigeria but expanding market for farm produce and a lot of efforts have been directed at finding appropriate institutions for organizing millions of smallscale farmers towards achieving such. Cooperative is one of organized business with the objective of providing more than one service to them. Mande & Lawal (2014) points out that, cooperative promotes integration of economic activities such as mobilizing capital to provide credit and inputs of production to members. It may also assist members with storage, processing and marketing of produce. The range of services provided by the cooperative is determined by the members and the society's capability (Adeleye, 2012). The need for effective marketing of farm produce has never been pressing as it is today. This is as a result of the current inflation and economic recession plaguing both the western and the third world countries alike. The developing countries are worse because of the dual nature of their problem. That is, the inefficient production method and defective distribution of what has been produced (Onoh, 2007). According to Okechukwu (2001) production and marketing are interrelated that any defect in one would readily affect the performance of the other. To many scholars even recently, marketing development still remains neglected. It still remains difficult given the country's economic philosophy. Cooperatives are therefore geared toward assembling, processing, packaging and grading (value chain) for marketing of farm produce. It is as a result of growing need of marketing as (Paridhi & Mishra, 2014) notes that the need for marketing arose and grew as the society moved from an economy of agriculture and self-sufficiency to an economy built around specialization, industrialization and urbanization. Cooperative is therefore set up to add value to their member's products which then guarantee high price as much as possible and to increase return on the member's output. Umebali, (2004) stresses that cooperative generally sell

The cooperatives is one of primarily, autonomous, economic institu¬tions of user members united voluntarily to meet their common economic, social, cultural needs and aspirations through a jointly owned and democratically controlled enterprise. Even before formal cooperative structures came into being through the passing of a law, the practice of the concept of cooperation and cooperative activities were prevalent in several parts of India. Cooperative Credit Societies Act, 1904 was the first Incorporation in India related to the cooperatives. Over the years the cooperatives have grown to a mammoth institution which supports and influences the lives of millions of people in India. The following paper provide an idea about how this grass root movement has evolved over the years.

Vertical Markets and Cooperative Hierarchies, 2007

This paper examines marketing cooperatives' (MCs') structure from a members' perspective. We support the notion that the utility that members derive from the attributes of MC's structure enhances our insight in members' commitment. Using a conjoint experimental design, we elicit the utility that producers attach to attributes of a MC. These attributes are related to the cooperative's internal organizational structure and strategic behavior. The results of 120 producers of a Dutch horticulture cooperative show that the selected cooperative attributes are significant drivers of members' utility. In particular, members attach high importance to strategic attributes and prefer a more individualized cooperative structure.

the paper addresses the core tenets on which cooperative organisations are built and managed, the principles of cooperation and how the digression happened in managing the cooperatives under a law that continuously went away from the cooperative principles to bureaucratisation, politicisation and resultant failure across sectors. The paer tries to bring back a semblance in their management, so as to build sustainability in cooperative enterprise