Transcript pakisama marketing presentaiton coconut corn vegetables

Marketing and
Entrepreneurial
Practices of
Coconut, Corn
and Vegetable
Farmers
Dennis Prince Y. Germano, DBA
Enterprise Development Officer
Pambansang Kilusan ng mga Samahang Magsasaka
(PAKISAMA), Inc., Philippines
Profile of Marketing Initiative
Crop
Coconut
Corn
Veggies
Farmers
Involved
1,083
698
252
Towns/
Villages
46
45
34
Volume
(MT)
48.7
83.8
1.06
• Marketing partners (NGOs,
Coops, local traders, processors)
• Brief history (will relate story)
• Current status:
–Establishing market linkages
–Organizing channels of distribution
–Preparing business plans
–Planning production of value-added
products and by-products
• Management structure:
–Creation of Enterprise Committee
–Enterprise Development is now a
major function of PAKISAMA
–An Enterprise Development Officer
was hired to oversee the overall
enterprise management and
marketing
–Regional Managers support
marketing activities at the local level
Enabling Factors
• Facilitation of networks engaged
in agricultural marketing (i.e.
COIR linked PAKISAMA
Mindanao to Robson)
• Local and global demand
complementation (i.e. coconut)
• Growth of livestock industry (i. e.
corn)
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Hindering Factors
Skewed industry design (coconut)
Limited capital resources
Inadequate business knowledge
and technical know-how
Limited access to primary
markets
Inadequate market information
Lessons Learned/Insights
• More market intermediaries
squeeze profitability
• Consolidation and integration
increases bargaining power
(better price/deal)
• Earn well, do good!
• Study contracts before signing
• Pay attention to customer
requirements
• If price could not be raised,
reduce marketing cost
• Presence of untapped local
market
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Challenges Ahead
Sustainability of enterprise
activities
Capital requirements
Surge of imported products
Ageing farmer population
Inadequate infrastructure and
production facilities
Market-driven systems
Recommendations
• Design and implement marketing
plan (research-based)
• Establish agro-processing centers
to stimulate demand
• Engage in mainstream business
operation balancing crossfunctions (Production-MarketingFinance)
• Design and strictly implement
sound financial management
policy
• Access available financing
windows of development banks
and government institutions
• Develop an alternative value
chain
• Design a product mix: old
product-old market; old
product-new market; new
product-new market; new
product-old market
• Exhaust all possible support (i.e.
financing, production, and
marketing) from government and
private organizations
Intervention/Support Needed
(National Level)
Type of Support
Technical
Marketing
Policy
Training on processing finished
products; setting up of processing
centers; technology transfer
Market-matching; product planning
and promotions; value-addition
Access to capital resources; trade
incentives; marketing enabling
conditions set by the government
Intervention/Support Needed
(Regional Level)
Type of Support
Technical
Marketing
Policy
Information and knowledge sharing
Co-marketing; market-matching
Trade facilitation
Thank you!