Commission Agents Research Articles

Price Spread, Marketing Efficiency and Postharvest Losses in Marketing of Selected kharif Vegetables in Palghar District of Maharashtra State, India

Vegetables play an important role both in the regional and national economy of the agricultural sector. These crops are generally of short duration. The post-harvest losses in kharif vegetables due to insufficient storage, packaging, transportation, and handling technologies for perishable crops, such as vegetables, lead to significant wastage. The present study was undertaken to estimate these losses at various stages and price spread of selected vegetables in study area. The study was conducted in Palghar district of Maharashtra, involving 90 farmers, 6 commission agents, 9 wholesalers and 30 retailers, that the study involves multiple groups of stakeholders (farmers, commission agents, wholesalers, and retailers), with specific numbers from each group. The sampling technique used in this case likely purposive sampling. The important kharif vegetables were identified for the detailed analysis. In of case brinjal the total postharvest losses were 12.62 kg/q. out of which maximum postharvest losses of brinjal vegetables was observed to be highest (4.62 kg/q), at retailer level followed by (3.2 kg/q) at wholesaler level and (1.65 kg/q) at commission agent level. Similarly in case of okra, postharvest losses in kharif season was estimated to 13.52 kg /q, out of which the retailers level postharvest losses was highest at (5.12 kg/q), followed by (3.78 kg /q) at wholesaler level, (2.87 kg /q) at farmer level and (1.75 kg/q) at commission agent level .Whereas for cowpea total postharvest losses was workout to 12.73 kg/q out of which 4.12 kg /q postharvest losses was observed at retailer level, 3.65 kg /q losses at wholesaler level, 3.08 kg /q at farmer level and 1.88 kg /q postharvest losses at commission agent level. In study were identified channel-I (Producer-Commission agent-wholesaler-Retailer-Consumer), channel-II (Producer-Wholesaler-Retailer-Consumer) and channel-III(Producer-Consumer). For brinjal, the price spread was Rs. 2962.91 in Channel-I and Rs. 2634.72 in Channel II, with marketing efficiency of 1.01, 1.24, and 33.76 in Channels-I, II, and III, respectively. Channel-III exhibited the highest marketing efficiency, while Channel II had the lowest price spread. For okra, the price spread was Rs. 1939.70 in Channel-I and Rs. 1733.20 in Channel II, with marketing efficiency of 1.51, 1.85, and 28.84 in Channels-I, II, and III, respectively. Channel II demonstrated the highest marketing efficiency and lowest price spread. In the case of cowpea, the price spread was Rs. 4000 in Channel-I and Rs. 3260 in Channel-II, with marketing efficiency of 0.91, 1.76, and 29.76 in Channels -I, II, and III, respectively. Again, Channel III provided the highest efficiency, while Channel II had the lowest price spread. Channel-III emerged as the most efficient channel for all crops due to the direct sale to consumers, resulting in the highest marketing efficiency. Channel-II also showed better efficiency, especially in okra, while Channel-I consistently had the lowest efficiency across all crops.

Understanding Market Dynamics and Profitability in Small Ruminant Marketing: An Economic Analysis in Southern Karnataka, India

Small ruminants, particularly sheep and goats, play a crucial role in India's agricultural economy, serving as a significant source of income and livelihood for millions of small and marginalized farmers. In regions like Southern Karnataka, where livestock farming is integral part of rural households as they are not only a source of meat, wool, and milk but also provide financial security during times of economic distress. Despite their importance, the marketing of small ruminants remains largely unorganized, posing significant challenges for farmers. The marketing of small ruminants such as sheep and goat involves the procurement of animals at primary markets from farmers, selling these animals at local markets, and further distribution to terminal markets through wholesalers or commission agents. For sheep and goat farmers, selecting the appropriate marketing channel is crucial, as the benefits they receive are largely dependent on this choice. The chosen channel must minimize marketing costs while maximizing the farmer's share of the consumer's rupee. So, this study was undertaken focusing on analysing the existing marketing channels for small ruminants in Karnataka, particularly sheep and goats, and to evaluate the cost structure of different marketing channels, understand the role of middlemen, and propose measures to reduce marketing costs and improve the farmers' share of profits. In the study area, four primary marketing channels were identified: (1) Farmer → Village Trader → Wholesaler/Butcher, (2) Farmer → Local Trader → Wholesaler/Butcher, (3) Farmer → Local Trader → Farmer, and (4) Farmer → Wholesaler → Distant Trader. The cost of marketing is a significant concern for sheep and goat farmers, encompassing expenses such as transportation, feeding, market fees, middlemen charges, personnel expenses, and loading/unloading fees. The average marketing cost per animal across various channels was ₹91.71, with transportation costs making up the largest portion (49.61%), followed by feeding costs (14.72%) and middlemen charges (17.01%).This highlights the challenges related to high transportation costs and inadequate market facilities, particularly for sheep and goat marketing. So, to improve the marketing efficiency and reduce costs for sheep and goat farmers, there is a need for the establishment of regulated markets for livestock and enhancing the transportation facilities in the rural areas to help farmers realize better prices for their small ruminants.

An analytical study on value chain finance to tomato and mango as a component of high value agriculture in the Eastern Uttar Pradesh of India

The study conducted an extensive field survey utilizing pre-tested interview schedules with tomato and mango growers and chain actors. A multi-stage purposive-cum-stratified random sampling method was employed to select sample units. The findings of this study highlight the cost orientation of tomato and mango production, indicating a greater need for consequential credit. The research revealed that growers of both commodities within fragmented value chains had a higher proportionate share in the value addition (price) than growers in integrated chains, primarily due to direct sales of produce to consumers. Additionally, downstream actors such as commission agents, wholesalers, and retailers received a comparatively higher proportionate share in the value additions (price) compared to upward actors, indicating that producers could not effectively compete with increased demand in the marketplace. Observations within the chain indicated that finance for tomato and mango production circulated through a product commitment relationship established between chain participants. Downstream actors provided financing to upstream actors from either their surplus funds or external finance received from financial institutions. The study suggests developing a producer-driven chain financing model as an alternative to the buyer-driven financing model for tomato and mango production. This could be achieved by promoting farmers' organizations as long-term financing strategies for financing institutions.

Banana Supply Chain in Navi Mumbai, India

This study investigates the banana supply chain in Navi Mumbai, aiming to identify existing supply channels, analyze their efficiency, problems faced by producers and anayse the market potential of banana in the study area. Primary data were collected from respondents to accomplish these objectives. Secondary data were obtained from private and government publications, and review papers. Utilizing a descriptive research design and employing a probability sampling method, the study surveyed 50 farmers, 5 village traders, 5 pre-harvest contractors, 10 wholesalers cum commission agents, and 10 retailers using a semi-structured schedule. Three marketing channels were identified. Among them channel-III (Farmer - Wholesaler cum commission agent - Retailer - Consumer) was the most efficient option, offering the highest producer's share in the consumer's rupee (40.05%) and the highest marketing efficiency (0.67), with a price spread of Rs. 1711.55 per quintal. In the study area, banana producers face challenges such as high input costs, delayed availability of planting materials, and losses due to diseases and pests. Marketing hurdles include lower prices, distant selling unit locations, delayed payments, and inadequate transportation and storage facilities. Village traders, preharvest contractors, wholesalers cum commission agents, and retailers also encounter various obstacles such as price fluctuation, handling and transportation losses, low-quality produce, and labour shortages. As the total market demand for banana in Navi Mumbai was estimated to be ₹62.26 crore, addressing these challenges is vital for enhancing the efficiency and profitability of banana marketing in the study area, necessitating coordinated efforts from policymakers, agricultural stakeholders, and market participants. Establishing FPOs and FPCs can ease access to affordable planting materials and address marketing challenges, benefiting all banana market stakeholders.

Marketing Dynamics of Grapes in Pune Division: Channels, Efficiency, and Stakeholder Issues

India emerging as the world's second-largest producer of fruits and vegetables. Farmers who produce agricultural products are spread over distant communities whereas customers live in semi-urban or urban areas. This produce must reach consumers for final usage and consumption. This product passes via various agencies and functionaries before reaching the consumer. The study objective is to identify different marketing channels of Grapes, estimate the price spread and marketing efficiency of identified channels, and identify Problems faced by different stakeholders. Primary data were collected through 60 farmers and 30 intermediaries. A descriptive study design with a non-probability sampling method and purposive sampling technique was employed. Tabular, percentage and Garrett ranking methods were utilized for data analysis to obtain the desired results. From this study, four marketing Channels were found namely Channel I (Farmer – village trader- wholesalers cum commission agents - Retailer - Consumer), Channel II (Farmer – pre-harvest contractor- wholesalers cum commission agents - Retailer - Consumer), Channel III (Farmer -Wholesaler cum commission agent - Retailer – Consumer) and Channel IV (Farmer - Company CC - Company DC - Consumer. Channel III stands out with the highest producer's share in the consumer's rupee (62.43%) and the highest marketing efficiency (1.66). The majority of farmers faced the challenge of high costs incurred for the purchase of inputs and for the transportation of produce. The quality variation was a major problem faced by village traders. Price fluctuation was a major problem faced by pre-harvest contractors. Facing competition from other private players was a major problem for private companies. Quality variation was a major problem for the wholesaler cum commission agent. Retailers' major problems were price fluctuation followed by high transportation costs.

POST-HARVEST LOSSES OF MAIZE SUPPLY CHAIN IN PUNJAB, PAKISTAN

Maize holds significant importance in Pakistan's agricultural sector, as it is among the primary cereal crops grown extensively throughout the country. The growing food demand due to the increasing population is a significant issue. Post-harvest losses (PHL) of maize relate to losses that happen laterally in the whole grain logistics network, after harvest to final consumption. The study was conducted in the district Vehari to assess the different types of post-harvest losses and identify the underlying factors responsible for such losses in the maize supply chain. For this purpose, data were collected from 210 respondents by using purposive samplingtechnique. The sample size includes 120 growers, 30 village traders, 30 commission agents cum wholesaler and 30 retailers. Structured questionnaires were used to gather data from major supply chain actors. The study findings revealed that the average losses at the grower’s level, village traders, commission agent cum wholesaler and retailer were 12.21, 2.36, 3.21 and 1.01 percent of the total production respectively. It is recommended that the implementation of modern storage facilities, drying using advanced technologies, training programs for the supply chain actors, financial innovations, and efficient transportation systems will result in significant reduction of post-harvest losses (PHL) in maize production and thus contribute to food security.

THE EFFECT OF COVID-19 ON THE VALUE CHAIN OF PADDY AND CARROT VARIETY OF IARI

The arrival of COVID-19 was no less than any apocalypse for the global economy. The growth of global GDP spiralled down to a very low point. The condition in India was no exception to it. Almost all the sectors of the economy were severely affected. Notwithstanding this, agriculture emerged as a bright spot in the dark horizon. Even though the growth rate was positive, there were serious impediments in the commodity value chain and agricultural marketing. Paucity in input supply, restriction in movement, closure of market, reduced demand of food products brought challenges that existed never before. In this backdrop, a study was conducted to find out the effects of COVID-19 on the value chain and marketing of Paddy Commercial variety Pusa Basmati 1121 and Carrot Commercial variety Pusa Rudhira. The research design was ex-post facto in nature and a total number of 160 farmers and 50 stakeholders including exporters, commission agents, wholesalers, and millers were consulted for the study. The locale of the study was Soodhna (U.P), Sangohi (Haryana), Khwajpur (U.P) and Nizampur (New Delhi). From extant review of literature, pilot study and discussion with experts, several constraints faced by the value chain stakeholders were identified and rank ordered using Rank Based Quotient Method (R.B.Q). Results showed that in case of farmers "difficulty in getting buyer, price fluctuation and wastage" were among the top constraints, and for stakeholders such as millers, wholesalers and retailers, "unavailability of labour and price fluctuations" were the causes of concern. Moreover, for exporters "hike in freight charges" was the most severe constraint. The findings of the study could highlight the vulnerable areas in the commodity value chain which ought to get due attention in policy making and better preparedness for future events of similar nature.

Value Chain Analysis of Groundnut in Tamil Nadu, India

Oilseeds provide vegetable oils which not only form an essential part of human diet but also serve as an important raw material for the manufacture of soaps, paints, varnishes, hair oils, lubricants and various other products. Among all the oilseed crops groundnut is an important oilseed and supplementary food crop. Itis also called as ‘the king of oilseeds. In Tamil Nadu, Ground nut is being cultivated in almost all the districts. Totally, 240 farmers were contacted from 24 villages spread over in 8 blocks of 2 districts. Besides farmers, traders and processors were contacted in each district at the rate of 10 traders per district. The data were analysed by using value chain mapping and price spread analysis. Results indicated that cost of cultivation under rainfed condition was Rs. 30967.81 per ha and Rs. 34789.21 per ha under irrigated condition. The net income realised was Rs. 30628.38 and Rs.32450.26 per ha in rainfed and irrigated condition respectively. The results reveal that net income from groundnut was found to be higher under irrigated condition. Value chain analysis indicated that there were 5 marketing channels through which groundnut were marketed by the sample farmers. Nearly 23.33 percent of the sample farmers sold the produce to the village merchants. The percentage of the sample farmers marketed through commission agents and regulated markets were 25.00 and 33.33, respectively.

Mechanism for Assessing Financial Stability to Identify the Risks of Working with Contractors

Relevance. The article examines the existing methods of assessing the financial stability of commercial organizations and identifies differences in approaches to assessing the financial stability of production and trade organizations, including those working under a commission agreement and/or agency agreement. A mechanism for assessing the financial stability of a counterparty is proposed, which allows step-by-step: to assess the liquidity of the balance sheet and calculate the payment surplus/shortage; to determine the type of financial stability using various assessment methods; to analyze the indicators of financial stability in dynamics by means of calculating and comparing the corresponding values of the coefficients. The existing methodology for calculating aggregated indicators to determine the type of financial stability of counterparties who are commission agents and/or agents has been clarified.The purpose is develop a financial stability assessment mechanism applicable to determine the risk of nonfulfillment of obligations by counterparties.Objectives: to analyze approaches to the definition of "financial stability"; to identify types of risks when working with counterparties; to classify counterparties according to the degree of risk of default; to propose a methodology for calculating aggregated balance sheet liquidity indicators for resellers, as well as a methodology for calculating aggregated indicators when analyzing the financial stability of resellers.Methodology. A wide range of research methods and theoretical concepts have been used to assess financial stability. The main methods of analysis and synthesis, didactics, coefficient analysis, financial analysis, contributing to a detailed consideration of the research problem.Results. A mechanism for assessing the financial stability of a counterparty is proposed, on the basis of which the types of risks when working with counterparties are determined; the existing methodology for calculating aggregated indicators to determine the type of financial stability of counterparties who are commission agents and/or agents is clarified.Conclusion. The result of the study was the developed mechanism for assessing the financial stability of the counterparty, which is carried out in stages.

Betel Vine Marketing in Tamil Nadu, India: Price Spread Analysis

Tamil Nadu is one the leading betel leaf cultivating states in the country. Besides, it faces significant challenges in producing betel vines due to risk of pests and diseases. These risks have a negative impact on the farm economy. Disease outbreaks can be incredibly concerning and have an impact on a company's profitability. The higher labour costs, pest and disease and natural calamities have made it difficult for farmers to produce their crops. Therefore, it was essential to study the marketing cost, price spread and marketing efficiency of betel vine in Tamil Nadu. The use of a well-structured interview schedule allowed for the collection of information from farmers regarding the cost and return of producing betel vines. From the local marketplaces in Thanjavur District, village traders, commission agents, wholesalers and retailers were chosen. Price spread and marketing efficiency were used to know about the marketing cost and the price received by the farmer. The efficient marketing channel was channel III (Producer → Retailer → Consumer) because it has the lowest price spread of 18.9 per cent which be due to a smaller number of intermediaries. The marketing efficiency in channel III (16.1) was higher than in channel I (10.6) and channel II (6.3) respectively. Thus, marketing of betel leaf in channel III was more efficient for farmers.

Apple Value Chain Industry Mapping Value Addition and Marketing Options in Mastung and Kalat Balochistan

Present work was conducted to assess the apple value chain, and marketing margin to propose policy recommendations for apple production in Balochistan. The population of the study consists of the Kalat division; districts Mastung and Kalat were selected randomly for conducting research. A total of 120 respondents were interviewed. 25 growers, 15 wholesalers, 15 retailers, and only 10 commission agents were interviewed separately in each district. The results showed that 24.0% of the apple growers in both districts were illiterate, about 80.0% had experience of 35 to 50 years in apple production, and about 80% of the orchards were established for 20 to 25 years. Producers' profit share for different varieties of apple Tor Kulu 46.66%, Shin Kulu 34.44%, and Kaja 48.55%. Wholesalers profit share for Tor Kulu 10.31%, Shin Kulu 7.94%, and Kaja 10.29%. and the retailers' profit share for Tor Kulu was 7.50%, Shin Kulu 4.94%, and Kaja 6.27%. Further, there were no facilities for cold storage and roads. Probably, the grower’s knowledge regarding apple production and the lack of facilities for wholesalers and retailers are the main obstacles to apple production. The major problems noted during the survey were the improper infrastructure, lack of markets in the study area, illegal smuggling of apples, less availability of natural resources and credit, and the lack of market intelligence and extension services. It is suggested that there should be a good possibility to develop a policy that supports the marketing of apples, especially through agricultural cooperatives, besides further enhancing the exploitation of state subsidies for apple production.

Assessing Marketing Efficiency in the Coconut Value Chain: A Case Study of Western Tamil Nadu's Coconut Landscape

India, the world's leading producer of coconuts, also faces challenges in optimizing farmer returns within its coconut value chain. This study investigates the marketing efficiency of Coconut value chain in Western Tamil Nadu, a significant contributor to national production. A multi-stage random sampling technique was employed to collect data from 300 coconut farmers, intermediaries (commission agents, harvest contractors), processors, wholesalers, retailers, and consumers across four districts (Coimbatore, Tirupur, Erode, and Namakkal). Marketing efficiency was assessed using Shepherd's method, Acharya's modified approach (incorporating post-harvest losses), and Calkin's index. Three marketing channels were identified: (i) Through Harvest Contractors (CVC I), (ii) Through Commission Agents (CVC II), and (iii) Through Farmer Producer Companies (FPCs) (CVC III). This article delves into the factors contributing to these results, explores the existing literature on coconut marketing efficiency, and proposes FPCs as a key strategy for enhancing farmer livelihoods in the region. The findings highlight the dominance of FPCs (CVC III) as the most efficient marketing channel across all districts, followed by CVC I (through harvest contractors) in most cases.

A Comprehensive Mapping of the Coconut Value Chain Actors in Western Tamil Nadu, India

The coconut industry in Western Tamil Nadu, India, epitomizes the intricate interplay of actors and activities within the agricultural value chain. Despite India's prominent stature as the leading coconut producer globally, challenges persist, including price disparities and limited value addition. This study investigates the coconut value chain in Western Tamil Nadu, mapping its actors and activities to elucidate opportunities for enhancing efficiency and sustainability. Employing a multi-stage sampling technique, data were collected from 300 coconut farmers and various stakeholders. Six value chains were identified, encompassing domestic, processing, and export markets. Primary actors, including farmers, harvest contractors, commission agents, wholesalers, retailers, processors, farmer producer companies (FPCs), and exporters, were analyzed in terms of their roles and activities. Results highlight the significance of value chain mapping in understanding market dynamics and optimizing resource allocation. Channel III, facilitated by FPCs, emerged as a promising avenue for reducing costs and enhancing market efficiency. This study emphasizes the importance of informed decision-making and strategic interventions for fostering a sustainable and vibrant coconut industry in Western Tamil Nadu and beyond.

Transfer Pricing, Bagaimana Pengaruh Perencanaan Pajak, Tunneling Incentive, Aset Tidak Berwujud, Persentase Komisaris Independen dan Debt Covenant?

The aim of this research is to examine tax planning variables, tunneling incentives, intangible assets, the portion of independent commission agents and debt arrangements that influence transfer prices. The research object is a manufacturing company listed on the Indonesian Stock Exchange. The sample was 50 companies, selected using purposive sampling techniques. Secondary data sources using multivariate linear regression analysis techniques. The research results show that tunneling incentives have a positive effect on transfer prices. Tax planning, intangible assets, percentage of independent commission agents and debt arrangements have no effect on transfer pricing.

Agricultural Produce Supply Chain Network of Capsicum: Empirical Evidence from India

Vegetables are important for both nutritional and economic stability and contribute significantly to the agricultural landscape of India. The demand for vegetables is rising, driven by population growth and increased awareness of their benefits. This empirical study highlights the dynamics of agricultural production supply chain networks of capsicum crops in the northwestern Himalayan region, specifically Himachal Pradesh, India. The study employs the Acharya approach to analyse the various marketing channels utilized by farmers in the capsicum supply chain. This methodology sheds light on the economic nuances at each stage and examines marketing channels, costs, margins, price spread and marketing efficiency. Simultaneously, the Garrett ranking method is applied to discern and prioritize constraints faced by farmers. This comprehensive approach ensures a nuanced understanding of the economic and logistical intricacies of capsicum marketing. The analysis of marketing channels reveals five distinct pathways employed by farmers, with Channel-C (Producer–Commission Agent–Retailer–Consumer) standing out as the most dominant, representing 47.25% of the total quantity. Moreover, Channel-A (Producer–Consumer) proves to be the most cost-effective for producers and boasts the highest producer price, while Channel-C, involving commission agents, incurs higher costs. This suggests a preference for intermediaries, emphasizing factors like market access and negotiation skills, whereas Channel-D (Producer–Local Trader–Wholesaler–Retailer–Consumer) has the highest gross marketing margin, emphasizing the trade-offs between efficiency and transaction volume. The results indicate that while Channel-A is the most efficient, it is not the preferred choice due to the lower transaction quantity. Further, the absence of market consultation services, inadequate road infrastructure, high commission charges, nonremunerative prices and untimely availability of vehicles are the major constraints in marketing. The findings of the study call for targeted interventions to create a more robust and farmer-friendly marketing environment for capsicum crops in the region. The study proposes targeted recommendations, emphasizing collaborative efforts between stakeholders, government bodies and farmers. This research contributes to the academic discourse and also offers actionable insights for researchers and policymakers, fostering sustainability, profitability and equity within the capsicum supply chain.

Analyzing cooperative societies vs. commission agents: A comparative study on marketing efficiency in Navsari district, Gujarat

Analyzing cooperative societies vs. commission agents: A comparative study on marketing efficiency in Navsari district, Gujarat

Analyzing Optimal Marketing Channels in the Vegetable Supply Chain: Exploring Factors Influencing Marketing Channel Selection

Potato is amongst most important vegetables being used in kitchens of ordinary and common men. The income elasticity of demand of potato is relatively high as compared with other vegetables. In Pakistan, the traditional fruit and vegetable markets and considered to be the places of pure competition and farmers are linked to these markets via different marketing channels. This study delves into the analysis of optimal marketing channels within the vegetable supply chain, with a focus on understanding the factors that influence the selection of these channels. The study used cross-sectional primary data gathered from different supply chain actors, including 120 potato growers, 20 retailers, 20 consumers, 16 commission agents, and 16 wholesalers from two districts of Punjab, namely Okara and Chinote. This research employs a two-fold methodology. First, it involves the identification of the optimal marketing channel among five alternatives using a unique ranking technique methodology. Second, it employs regression analysis with binary endogenous treatment to discern the factors affecting the choice of marketing channels. The study sheds light on the intricacies of marketing channel decisions in the vegetable supply chain, offering insights into the preferences and considerations of stakeholders in the Okara and Chinote districts of Punjab, Pakistan. The findings of the study contribute not only to the understanding of optimal channel selection but also to the broader knowledge of the factors that influence these decisions. These insights are valuable for practitioners, policymakers, and researchers aiming to enhance the efficiency and effectiveness of marketing strategies within the agricultural sector, benefiting farming communities and the country as a whole.

Mapping the Small Onion Value Chain in Tamil Nadu, India

Onion is an important crop at domestic and international level and growers faced problems in both production and marketing. Value chain analysis is essential to trace the series of activities and actors across small onion value chain and analyse their role and performance. The first step in value chain analysis is to map various actors and their roles. This study was undertaken to map the existing value chain in small onion in Perambalur district. Mapping the value chain practices will help us to understand the existing practices in small onion cultivation in Tamil Nadu. Inputs used in the production such as seedlings, fertilizer, plant protection chemicals were provided to the farmers; the farmer produced the onion and sold to the intermediaries in the value chain. Intermediaries like local traders, commission agents, retailers procured onion from the farmers and transferred to the end consumers.

Exploring the value chain of organic pineapple of Assam, India

PurposeThe global organic market is expanding, and India is in an advantageous position with the highest number of organic producers worldwide. Although many articles have been published on the value chain of organic products from India, no significant studies were found related to the value chain analysis of organic pineapple. This study aims to know the various aspects of the organic pineapple value chain, i.e. network structure, value addition at various stages of chain actors, value chain upgradation and governance structure.Design/methodology/approachThe study is explorative in nature, and primary data from various actors involved in the chain is collected and analyzed. Primary data through a structured schedule and interviews are collected from farmers and traders. A multistage sampling plan has been adopted. A sample of 75 farmers was randomly selected from the study area. For traders, snowball sampling is used due to the nonavailability of the sampling frame. A total of 10 commission agents, 10 wholesalers and 20 retailers were thus selected for the study. For objectives 1 and 4, descriptive statistics are used. For objective 2, a modified formula described by (Murthy et al., 2007) is used to calculate farmer’s net price and marketing margin. For objective 3, Garrett’s ranking technique is used to identify various constraints in upgrading the organic pineapple value chain in Assam.FindingsThis study shows that the value chain of organic pineapple is in the initial stage and proper value addition is required to have a complete regulated value chain. Six marketing channel is identified, and products are sold through farmer producer company only in case of export and trade with distant buyers. The marketing efficiency for channels II and III is 1.69 and 0.99, respectively. The degree of value addition for channel II in the hands of the commission agent, wholesaler and retailer is 11.65%, 4.56% and 12.60%, respectively. In the various constraints in upgrading the value chain, farmers rank “policy support” as a major constraint. In the governance structure, trade with distant traders and exports is done formally and through written contracts.Research limitations/implicationsThe study performs value chain analysis of organic pineapple in Cachar district of Assam, India for the year January 2022–January 2023. Future studies are encouraged related to various aspects of the supply chain and value chain of organic pineapple from various northeastern states of India and other states.Practical implicationsThe study will help policymakers and key actors to know the existing chain and frame a well-coordinated and regulated value chain.Originality/valueThis study is one of the first study to explore the value chain of organic pineapple of Cachar district of Assam, India. Implementation of these findings can help various actors to strengthen the existing value chain.

Stakeholders' knowledge of threatened freshwater fishes and their involvement in fishery value chains in order to assist conservation in developing countries

IntroductionImproved conservation of exploited freshwater biodiversity is an increasing priority globally, but in developing countries there is often little insight of stakeholder attitudes within the value chains through which exploited species are passed, upon which to make informed management decisions.MethodsWe determined knowledge concerning threatened freshwater fishes in Bangladesh by key stakeholder groups (fishermen, faria agents, commission agents, retailers and consumers; n = 485 respondents) and their participation level in the threatened fish value chain. We also determined factors affecting local ecological knowledge and participation in the value chain.Results and discussionThe highest mean number of threatened fish species (4.8 ± 3.5% of species) was identified by the fishermen group, whereas consumers identified fewest (0.5 ± 1.1% of species). All respondent groups participated in the threatened fish value chain and their participation varied across respondent groups. 45.3% of the total number of threatened fish species appeared in the value chain. Participation level was highest for commission agents, involved in the trade of 21.5 ± 4.2% of threatened fish species, and lowest for consumers (7.4 ± 6.5% of threatened species). For fishermen, the principal component “experience-income-age” and the interaction between education and financial loan factors affected fishers' participation in the threatened fish value chain positively whereas, this was negatively affected by their knowledge level of threatened fishes. This study reveals the poor knowledge of stakeholder groups regarding threatened fishes, but establishes their active participation in the value chain of these species in Bangladesh. With limited resources for conservation of threatened species in many developing countries, it is very risky to implement commonly used in-situ conservation methods (e.g., habitat quality improvement) without fuller buy-in from the stakeholders.ConclusionsWe recommend specific protection laws for threatened fishes and awareness building campaigns for stakeholder groups to ensure minimum impact to threatened fish species. As overharvesting is a major cause of threatened fish species decline, such training programmes should be designed for fishers in developing regions. Education programmes on threats to ecosystems and biodiversity should be prioritized in schools and fishing communities. In addition, regular monitoring for protected species at harvesting sites and fishing markets should be ensured.