Tomato Market Research Articles

Analysis of Tomato Market Diversity among Rural Smallholder Farmers in Kirinyaga County, Kenya

Analysis of Tomato Market Diversity among Rural Smallholder Farmers in Kirinyaga County, Kenya

Scheduling vegetable sales to supermarkets in Europe: The tomato case

This article analyzes the temporal programming of sales for a horticultural marketing company, e.g. a cooperative. The empirical study references the European tomato market, where most of the production is sold through the retail channel dominated by large distribution chains. We study the marketing schedule for an individual company, or even a prominent farmer, using a modified Markowitz model, assuming that his decisions do not affect the balance of market prices. As a result, this model can manage risk and improve decision-making. The data also provide information on the risk borne by marketers depending on their sales calendar, which often depends on their geographic location.

Analisis Pemasaran Sayuran di Pasar Inpres Ruteng Kabupaten Manggarai

Vegetable production in Manggarai Regency is still low so that it requires supplies from other regions. This study aims to identify vegetable marketing channels and to assess the efficiency of vegetable marketing channels by focusing on tomatoes, beans, mustard greens, and kale, as the most consumed vegetables in the Inpres Market in Ruteng City. To this end, this study applies marketing margin analysis, farmer acceptance percentage analysis (F's) and marketing efficiency analysis (Ep). The results find that Vegetable marketing channels at the Ruteng Inpres Market consist of Farmers - Consumers, Farmers - Retailers - Consumers, Farmers - Middlemen - Retailers - Consumers. Based on the difference in prices at farmers and prices at consumers, marketing of tomatoes using channel II is more efficient, while marketing of mustard, beans and kale using channel III is more efficient. Marketing of tomatoes, beans and kale using channel II is more efficient according to the large percentage of farmers' income compared to marketing mustard greens. Meanwhile, based on the profit margin percentage, marketing channel II is more profitable for retailers than channel III, because middlemen take a larger percentage of profits than retailers in marketing channel III. Furthermore, based on the comparison of marketing costs with selling prices, marketing of tomatoes, mustard greens and beans in channel III is more efficient than channel II, except for marketing of kale. Tomato, chickpea and kale farmers are advised to apply marketing channel II. The middleman in marketing channel III needs to reduce the percentage of profit taking so that the retailer is able to get a profit that approximates the profit of the middleman.

Analisis Pemasaran Sayuran di Pasar Inpres Ruteng Kabupaten Manggarai

Vegetable production in Manggarai Regency is still low so that it requires supplies from other regions. This study aims to identify vegetable marketing channels and to assess the efficiency of vegetable marketing channels by focusing on tomatoes, beans, mustard greens, and kale, as the most consumed vegetables in the Inpres Market in Ruteng City. To this end, this study applies marketing margin analysis, farmer acceptance percentage analysis (F's) and marketing efficiency analysis (Ep). The results find that Vegetable marketing channels at the Ruteng Inpres Market consist of Farmers - Consumers, Farmers - Retailers - Consumers, Farmers - Middlemen - Retailers - Consumers. Based on the difference in prices at farmers and prices at consumers, marketing of tomatoes using channel II is more efficient, while marketing of mustard, beans and kale using channel III is more efficient. Marketing of tomatoes, beans and kale using channel II is more efficient according to the large percentage of farmers' income compared to marketing mustard greens. Meanwhile, based on the profit margin percentage, marketing channel II is more profitable for retailers than channel III, because middlemen take a larger percentage of profits than retailers in marketing channel III. Furthermore, based on the comparison of marketing costs with selling prices, marketing of tomatoes, mustard greens and beans in channel III is more efficient than channel II, except for marketing of kale. Tomato, chickpea and kale farmers are advised to apply marketing channel II. The middleman in marketing channel III needs to reduce the percentage of profit taking so that the retailer is able to get a profit that approximates the profit of the middleman.

Comparative Economics of Production and Marketing of Tomato under Protected Structures in Haryana

A profitable comparative analysis of tomato production in Haryana under different protected structures was done. The results revealed that naturally ventilated polyhouse (NVPH) was around 34 per cent costlier compared to net houses. The results indicated that the NVPH had the highest total cost (cost C ) incurred on tomato in the district of Sonepat (?872492), as compared to Karnal 2 (?865752) and Hisar (?832322) and B: C ratio was highest in Karnal district (1.19) among the three districts. In the case of a net house, the highest total cost was incurred in Sonepat (?626197) compared to Hisar (?612524) and the B: C ratio was found to be highest in Sonepat (1.48) compared to Hisar (1.47). It was observed that Channel-III (producer to direct consumer) was a highly efficient marketing Channel. Moreover, this research will aid in formulating effective policies to reduce the cost of protected structures and improve the efficiency in other market Channels.

Research of tomato market trends in the aspect of implementation of innovative transformations of the production segment

Research of tomato market trends in the aspect of implementation of innovative transformations of the production segment

Marketing system of summer tomato in Jashore district of Bangladesh

The study was conducted for the assessment of marketing system of summer tomato in Jashore. Summer tomato had high demand and high value crop in summer season among the consumers. Data were collected from 30 randomly selected tomato farmers and 60 traders from different market of Jashore district of Bangladesh during July-October, 2019. Farmer, faria, bepari, wholesaler, commission agents and retailer were involved in marketing of summer tomato. Marketing cost of farmar, faria, bepari, wholesaler, retailer (urban) and retailer (rural) were 430.00, 691.00, 2184.00, 2443.00, 1857.00 and 1074.00 Tk ton-1, respectively. Net margin or profit of the faria, bepari, wholesaler and retailer were 1300.00, 817.00, 557.00 and 2143.00 Tk ton-1, respectively. There were seven marketing channel exist in tomato marketing. Total marketing cost of all intermediaries was 7604.00 Tk ton-1 and net margin was 4826.00 Tk ton-1. Marketing efficiency was 2.25. Price spread between consumer paid and producer received was 8000.00 Tk ton-1. On the other hand, producer share was 78 percent. Spoilage and damage, transportation and packaging were the main marketing problem of summer tomato. Int. J. Agril. Res. Innov. Tech. 12(1): 12-17, June 2022

A CNN-ELM Classification Model for Automated Tomato Maturity Grading

Tomatoes are popular around the world due to their high nutritional value. Tomatoes are also one of the world’s most widely cultivated and profitable crops. The distribution and marketing of tomatoes depend highly on their quality. Estimating tomato ripeness is an essential step in determining shelf life and quality. With the abundant supply of tomatoes on the market, it is exceedingly difficult to estimate tomato ripeness using human graders. To address this issue and improve tomato quality inspection and sorting, automated tomato maturity classification models based on different features have been developed. However, current methods heavily rely on human-engineered or handcrafted features. Convolutional neural networks have emerged as the preferred technique for general object recognition problems because they can automatically detect and extract valuable features by directly working on input images. This paper proposes a CNN-ELM classification model for automated tomato maturity grading that combines CNNs’ automated feature learning capabilities with the efficiency of extreme learning machines to perform fast and accurate classification even with limited training data. The results showed that the proposed CNN-ELM model had a classification accuracy of 96.67% and an F1-score of 96.67% in identifying six maturity stages from the test data.

English

Tomato is one of the most commonly grown vegetables in Malawi. However, considerable attention has not been given for its production and marketing aspects among smallholder farmers. Therefore, this study was conducted in six major tomato growing districts in Malawi with the objective of identifying production and marketing practices and constraints affecting tomato productivity. Semi structured questionnaires were administered to 404 respondents comprising 368 farmers and 36 input suppliers and data was analyzed using descriptive statistics. The findings revealed that male dominated tomato farming in the study area. It further revealed that 27.2% had post primary school education, 65.5% attended primary school education and 7.3% had no formal education. The survey indicated that 95.9% of respondents grow tomatoes in an open field and very few use tunnel/greenhouses (4.1% of the respondents). The survey results identified four major production constraints: pests, diseases, marketing and input cost. Red spider mite and bacterial wilt were identified as major pest and disease, respectively. Regarding marketing of tomatoes, the major constraint is price fluctuations. Major problems faced by input suppliers included lack of capital (27.8% of respondents). These findings indicate urgent need to invest heavily in promotion of tomato production and marketing. Key words: Diseases, farmers, tomato, pest, production, questionnaire.

Price Behaviour, Market Integration and Price Volatility in Tomato Market in North India

Price Behaviour, Market Integration and Price Volatility in Tomato Market in North India

Value chain analysis of tomato: The case of Bure, Jabitehinan and North Mecha districts of Amhara regional state, Ethiopia

Ethiopia is still in the early stages of implementing agricultural value chains in general, and the tomato value chain in particular. Tomato production in Bure, Jabitehinan, and North Mecha Districts has played a critical role in generating income and creating jobs for many smallholder farmers, resulting in poverty reduction. Tomato growers, on the other hand, faced numerous challenges, including lack of clear tomato value chain depiction, poor product value addition, frail value chain linkage, and the perishable nature of the crop itself. As a result of these issues, tomato growers experienced low product prices, a lack of market information, and market inefficiencies, all of which limited the potential benefit of tomato value chain actors. Therefore, this study was aimed to mapping tomato value chain actors, their roles and linkages; to identify the major tomato market channels, and analyzing the structure, conduct and performance (S-C-P) of tomato value chain in the selected districts. Data were collected from both primary and secondary sources. Primary data were collected from randomly selected 280 tomato producers and 60 traders. To improve the validity of the data, the researchers were used focus group discussion and key informant interview in two rounds with a total size of 10 participants per discussion and secondary data were included from published articles and unpublished district reports. A multi-stage random sampling procedure was applied to select tomato producers and random sampling for traders. Descriptive statistics was applied to analyze data and generate valuable information on market structure, conduct and performance of tomato value chain. The survey result shows that input suppliers, producers, rural collectors, retailers, wholesaler, processors and consumers were identified as core tomato value chain actors. From the survey result, only 40.7% of the total respondents stated that tomato value addition was implemented and practiced. The perishability nature of the product and the low value addition practice of producers were led to less beneficiary in the tomato value chain. Processors obtained 44.82% of the profit share, which is the highest amount of profit share among other tomato value chain actors. Result from analysis of market concentration indicated that tomato market characterized by oligopolistic market structure with the buyers’ concentration ratio of 45.53%. Market conduct shows that 73.21% of the price of tomato was set by traders while producers were price taker. Regarding to the market performance analysis, the highest TGMM was registered in channel X which accounts the estimated percentage share of 75% of consumer price. This study recommended that the decision maker should take-up initiative for strengthening of tomato value chain performance by capacitating farmer association to increase their bargaining power and supporting actors involved in local tomato markets. In addition, it is recommended that the government of the region should developed a policy that reduce oligopolistic tendency of market structure so as to create competitive tomato market environment for all actor in the market. • Ethiopia is still an infant stage of implementing agricultural value chains particularly tomato value chain • Tomato growers, faced problems i.e., poor value addition, frail value chain linkage, & perishable nature of the crop itself deviates the potential benefit of tomato value chain actors. • 40.7% of the total respondents stated that tomato value addition was implemented and practiced. • Tomato market characterized by oligopolistic market structure of 45.53%. • Promoting value addition activities and reducing oligopolistic market structure leads to create competitive tomato market environment for all actors

Margin Pemasaran dan Transmisi Harga Tomat di Desa Sidamangura Kecamatan Kusambi Kabupaten Muna Barat

This study aims to analyze channel pattern and tomato marketing margins, analyze efficiency for each tomato marketing channel, and analyze tomato price transmission. To determine the sample in this study, the writer using the methods of purposive sampling and snowball sampling. Purposive sampling used for sampling all tomato farmers, so that 25 tomato farmers were obtained. Snowball sampling is used to determine marketing institutions so that 17 marketing institutions are obtained consisting of 2 collectors, 3 wholesalers, and 12 retailers. The results of the study showed that there were 3 marketing channels for tomatoes in Sidamangura Village. Channel III has the highest Farner's Share value of 73% with a total margin of Rp.2.66/Kg, so it is indicated to have the best level of marketing efficiency compared to Channel I of 60% with a total margin of Rp. 4.417/Kg and Channel II of 58% with a total margin of Rp. 5,000/Kg. Furthermore, the analysis of the price elasticity of transmission of the three channels obtained that the price elasticity of channel I is 30%, channel II is 34%, and channel III is 170%. channel III is said to be elastic because. This study aims to analyze channel pattern and tomato marketing margins, analyze efficiency for each tomato marketing channel, and analyze tomato price transmission. To determine the sample in this study, the writer using the methods of purposive sampling and snowball sampling. Purposive sampling used for sampling all tomato farmers, so that 25 tomato farmers were obtained. Snowball sampling is used to determine marketing institutions so that 17 marketing institutions are obtained consisting of 2 collectors, 3 wholesalers, and 12 retailers. The results of the study showed that there were 3 marketing channels for tomatoes in Sidamangura Village. Channel III has the highest Farner's Share value of 73% with a total margin of Rp.2.66/Kg, so it is indicated to have the best level of marketing efficiency compared to Channel I of 60% with a total margin of Rp. 4.417/Kg and Channel II of 58% with a total margin of Rp. 5,000/Kg. The elasticity of price transmission on channel I is 0.30, the elasticity of price transmission on channel II is 0.34, and the elasticity of price transmission on channel III is 0.7, the channel has elasticity < 1 or inelastic, meaning that in channel I, the price change is 1% at the retailer level will result in a 30% price change at the farmer level, channel II, which is a 1% price change at the retail level, will result in a 34% price change at the farmer level, and channel III, which is a 1% price change at the retailer level. price change of 70% at the farm level with a market shape leading to Monopsony

Pre- and Post-Harvest Practices and Varietal Preferences of Tomato in Ghana

Tailored interventions in the tomato sector require current information on production and marketing systems along with the constraints faced by the stakeholders. We conducted this study to understand the current production practices, stakeholders’ varietal preferences, tomato market trends, and challenges along the crop’s value chains. A multistage sampling method coupled with a random walk was used to identify survey locations and identify 180 respondents across seven regions in Ghana. The study showed that tomato was predominantly produced by male (81%) and literate farmers (84%). Tomato farmers were smallholder farmers generally cultivating less than five acres. Tomato was mainly cultivated under rainfed conditions. Farmers used both bought seeds and their own saved seeds for production. Farmers in Bono, Greater Accra, and the Upper East region largely cultivated improved tomato varieties, while farmers in the Bono East region cultivated local varieties. Across the regions, being a male and having access to irrigation facilities increased the probability of using improved varieties by 19% and 51%, respectively. The most important farmer and market preference criteria included high yield, medium to large fruit size and rounded fruit shape, red color, time to maturity and disease resistance. The major production challenges of tomato production included diseases, pests, and poor access to water for irrigation. The average yield of tomato varied from 6902.26 kg/ha in the Bono Region to 16,213.98 kg/ha in Bono East. Tomato was exclusively produced for fresh market. The major marketing challenges were low producer prices, low demand for produce, and competition from other farmers. This study provides key information to improve tomato value chains and guide the introduction or breeding of improved tomato varieties.

Assessing Tomato Marketing Efficiency in Selected Agro-Ecological Zones of Ghana

Tomatoes are a crucial component in the diets of Ghanaian households and contribute significantly to the nutritional needs of most rural and peri-urban farmers. However, tomato marketing and its related activities in Ghana are low compared to its production. Against this backdrop, this study examines the marketing efficiency of tomatoes in selected agro-ecological zones of Ghana. A snowball technique was used to determine 65 market players from four (4) major markets of the three agro-ecological sectors. Using marketing margins and the ordinary least squares (OLS) regression, we analyze the marketing efficiency of actors in the tomato value chain and the determinants of farmer's marketing efficiency. The results revealed that farmers' marketing efficiency (ME) was higher than ME of wholesalers but not as high as those attained by retailers; however, farmers had the least market power. The results further revealed that variables such as education, experience in tomato farming, membership in FBO, GSZ location, price of tomato, cost of storage and post-harvest losses significantly affect ME of farmers. The study recommends that the government invest in efficient transportation and storage infrastructure to reduce transportation and storage costs in the tomato value chain. Government should also strengthen the buffer stock program to buy farm produce and stabilize prices to minimize exploitative power of market queens and retailers in the tomato value chain.

“Price Spread of Marketing Channels of Tomato Crops in Chitrakoot District of Uttar Pradesh”

Tomatoes are used in many dishes including soup, salad, pickles, ketchup, puree, and sauces. It doesn’t matter how much yield you get if the farmer doesn’t get paid for it! As a result, marketing plays a vital role in increasing the farmer’s yield. Profitable production requires high quality vegetables to meet market demands. An agricultural grower’s choice of vegetable depends on the market’s demand and preferences. A lack of contact with the market channel sometimes prevents vegetable growers from receiving a fair price for their hard-earned produce. Marketing cost and margin analysis benefits both the seller and the buyer. The research used both primary and secondary data sources. An agricultural survey schedule was used to interview farmers to collect data on their income, employment, and farm activities for the 2018-19 agricultural years. Each of the five blocks in Chitrakoot district has its own distinct personality and culture. Ten farmers were chosen at random from each list A sample of 40 tomato growers from the 2018-19 production year were interviewed for the study. Channel III (P-W-R-C) received the most Tomatoes, accounting for 45.5% of the total disposed. During the marketing of Tomato, the producer, wholesaler, village trader, and retailer each incurred Rs.45/- per quintal marketing cost. This worked out to Rs. 612/- per quintal in Channel II, and Rs. 403/- per quintal in Channel III and IV. It was 270/- per quintal for wholesalers and 217/- for village traders in channel III. Consumption was Rs.1142/- per quintal in Channels I, II, III, and IV. Tomato price spread in channel-I was 96.09 percent, while marketing cost was 3.94 percent. Producer and Retailer paid 9.79% of marketing costs in channel II. Consumers paid Rs. 1410/qt., with producers taking 46.81 per cent of the profit. Producer, Wholesaler, and retailer marketing costs in channel III were 10.41%. Consumers paid Rs. 1473/qt in channel-III, with producers owning 43.11 per cent of the product. Producers, Village traders, and retailers spent 10.41% on marketing in channel IV. 1643/qt, with a 39.52 percent producer share. Channel II had the highest market margin at 43.40 %. In the Chitrakoot district, channel I was found to be more profitable than channels II, III,

ANALYSIS OF TOMATO MARKETING EFFICIENCY IN LOMBOK TIMUR DISTRICT

The tomato plant has a short life cycle, it can grow to one to three in hight. This study aims to determine the marketing channels of tomatoes in East Lombok Regency and to determine the efficiency of tomato marketing on farmers’ income in East Lombok Regency. For that, we can know how many marketing channels are in East Lombok Regency and whether the marketing channels are efficient. The study uses descriptive methods. The techniques used are survey and interview techniques. The study is conducted in Lombok east district, by taking three subdistricts as sample locations impressively sampling are Suralaga, Aikmel and Wanasaba district with consideration of the subdistrict have the largert harvest and highest production. The number of respondents was conducted quota sampling as is established by as many as 30 farmers. Whereas the approval of the responders was done by the method of snow ball. Data analysis using order line analysis and marketing efficiency analysis. Research shows that the marketing margin on channel I is Rp 3000 and the second marketing channel is 5000 in efficiency on channel I is 12.57and channel II is 44.31. Farmers share to channel I is 80% and channel II is 66.67%. So every marketing channel is efficient

Postharvest Losses of Tomato (Solanum Lycopersicum) in the Open Markets in Ibadan Metropolis

Postharvest losses of tomato pose serious threat on the economic viability of actors in the tomato production chain in Nigeria. Therefore, postharvest losses of tomato among marketers in Ibadan Metropolis of Oyo State Nigeria were investigated by the researchers. One hundred and twenty tomato marketers were chosen from the five food markets in Ibadan metropolis through a simple random sampling technique. The study adopted linear regression and descriptive statistics to analyze data. The outcomes of the investigation show that females were 92.5% and 88.3% were married. Capital is primarily raised through cooperative societies (57.5%). Postharvest losses of tomato accounted for 18.9% of purchase which represents ₦124,800/day. The major causes of PHLs are poor packaging (100%) and poor storage (100%) by the tomato marketers. Meanwhile, all the respondents (100%) adopted sorting to reduce PHLs of tomato. The regression analysis showed that education has a significant effect to reduce PHLs of tomato. The study concluded that huge postharvest and monetary losses of tomato are experienced by the tomato marketers. The study recommends provision of quality postharvest handling education to tomato marketers as a way of reducing PHLs of tomato in Ibadan.

Profitability of tomato (Solanum lycopersicum) cultivation in Nuh district of Haryana

The present study was carried out during 2017-18 on the basis of of highest production of tomato (Solanumlycopersicum L.) in Nuh district of Haryana. The study was carried out to examine the cost and returns, marketingcost, margins, price spread and marketing efficiency of tomato through different channels. A sample of 30 tomatogrowers was taken purposively from various villages in Tauru block of Nuh District of Haryana. There was regularvariation in price of tomato due to its semi-perishable nature and immediate postharvest sales by the cultivators.The study revealed that direct marketing of tomato was found to be most profitable in Channel-IV, i.e. Producerconsumer among all other prevalent marketing channels due to the non-existence of intermediaries between producer and ultimate consumer. Study concluded that the estimated total costs, gross returns, net returns, and B: C ratios of tomato cultivation were `183474, 289248, 105774 and 1.58 per ha, respectively.

COMPARATIVE ANALYSIS OF TOMATO MARKETING IN KARNATAKA STATE OF INDIA AND KANO STATE OF NIGERIA

This study was carried out with the aim of comparing the profitability of tomato marketing in Karnataka state of India and Kano state of Nigeria. A total of 120 tomato growers (60 from each study area) were sampled through random sampling method and interviewed with structured questionnaire. Farm budgeting (net marketing margin) and cost concept techniques as used in India were used to analyze the primary data. The study revealed that in both study areas of India and Nigeria, tomato produced passes through several intermediaries in different marketing channels with little or no value being added before reaching the end users. Therefore, farmers were forced to capture a lower share of profit margin. In India, the producer’s share in consumer’s rupee across the different marketing channels were found to be 85.50%, 82.14% and 75.68%; and 70.68%, 63.66% and 36.92%% for Nigeria. Hence, based on findings of these research, the hypothesis that marketing channels with higher number of intermediaries reduces the producer share in consumer’s rupee holds true in both study areas and it is hereby accepted.

ANALISIS USAHATANI DAN PEMASARAN TOMAT (Lycopersicon escelentum Mill) DI DESA TESBATAN, KECAMATAN AMARASI, KABUPATEN KUPANG

This study aims to: 1) Knowing the condition of Tomato farming in Tesbatan Village, 2) Knowing the Tomato marketing pattern in Tesbatan Village, 3) Knowing the amount of income, profit, farmer share, and marketing margin received by Tomato farmers in Tesbatan Village, 4) Knowing the efficiency level of Tomato marketing in Tesbatan Village. The method used in this research is quantitative descriptive analysis. The results showed that: 1). The farming condition in Tesbatan Village is very advanced, where it fills good tomato cultivation methods, and uses certified seeds. 2). There are two patterns of tomato marketing carried out by farmers in Tesbatan Village, namely: a). farmers sell directly to last consumers, b). farmers sell their crops to retailers and then to last consumers. 3). The amount of farm income received by farmers in Tesbatan Village in 2019 is Rp. 670,696,500 with an average income per respondent farmer of Rp. 17,649,908; The farmer's share value in the Tomato marketing channel in Tesbatan Village, in the first marketing channel was 100, while in the second marketing was 75; as well as the marketing margin of Tomatoes in Tesbatan Village, Amarasi District, Kupang Regency, namely Rp. 5000. 3). Tomato farming and marketing in Tesbatan Village is very efficient because it has a value of less than 1.