azadpur mandi

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This is the hthttp://hau.ernet.in/farmer/marketing08.pdf Google automatically generates html versions of documents as we crawl the web. Page 1 DIRECT MARKETING Directorate of Extension Education CCS Haryana Agricultural University Hisar–125 004, India Kusum Jain, Umesh Kumar Sharma, R.S. Kadian, R.K. Malik and S.L. Bhella Page 2 Citation : Kusum Jain, Umesh Kumar Sharma, R. S. Kadian, R. K. Malik and S.L. Bhella. 2008. Direct Mar- keting. Technical Bulletin (27), Directorate of Extension Education, CCS Haryana Agricultural Uni- versity, Hisar, India. Cover page Hisar Grain Market Authors Kusum Jain, Sr. E.S. (FM), CCSHAU Krishi Vigyan Kendra, Bhopani, Faridabad. Umesh Kumar Sharma, Sr. DES (FM), CCSHAU Krishi Vigyan Kendra, Jhajjar. R. S. Kadian, Sr. E.S. (FM), CCS Haryana Agricultural University, Hisar. R. K. Malik, Director Extension Education, CCS Haryana Agricultural University, Hisar. S.L. Bhella, Sr. Coordinator, CCSHAU Krishi Vigyan Kendra, Bhopani, Faridabad. Editor R.P. Bansal, Associate Director (Publications), CCSHAU, Hisar. The production of this publication has been supported by the Department of Biotechnology, Ministry of Science and Technology, Government of India, through its Special Project on “DBT Rural Bio- resource Complex in Villages of Hisar and Sonipat Districts". The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of CCS Haryana Agricultural University, Hisar concerning the legal status of any country, person, territory, city or area, or of its authorities, or concerning the delimitations of its frontiers or boundaries. Where trade/proprietary names are used, this does not constitute endorsement of or discrimination against any product by the University. Ganesh Graphics, Ph. 9354322399 Page 3 Publications of Directorate of Extension Education, CCSHAU, Hisar 1. Herbicide Resistant Phalaris minor in Wheat – A Sustainability Issue 2. Major Weeds of Rice-Wheat Cropping System 3. /kku&xsgw° Qly&pÿ esa lefUor iks"kd rRo ÁcU/ku % oehZ rduhd 4. Qlyksa esa [kjirokj fu;a=.k 5. Hkw°bZQksM+@ejxkstk (vkjkscsadh bftfIV;kdk ilZ-) dh fryguh rksfj;k esa xzLrrk ,oa Áca/k gsrq fodYi 6. Broomrape (Orobanche aegyptiaca Pers.) Infestation in Oilseed Rapes and Management Options 7. Long-term Response of Zero-Tillage – Soil Fungi, Nematodes & Diseases of Rice-Wheat System 8. IPM Issues in Zero-Tillage System in Rice-Wheat Cropping Sequence 9. Zero Tillage – The Voice of Farmers

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Page 1: AZADPUR MANDI

This is the hthttp://hau.ernet.in/farmer/marketing08.pdfGoogle automatically generates html versions of documents as we crawl the web.

Page 1

DIRECT MARKETINGDirectorate of Extension Education

CCS Haryana Agricultural UniversityHisar–125 004, IndiaKusum Jain, Umesh Kumar Sharma,R.S. Kadian, R.K. Malik and S.L. Bhella

Page 2Citation :Kusum Jain, Umesh Kumar Sharma, R. S. Kadian, R. K. Malik and S.L. Bhella. 2008. Direct Mar-keting. Technical Bulletin (27), Directorate of Extension Education, CCS Haryana Agricultural Uni-versity, Hisar, India.Cover pageHisar Grain MarketAuthorsKusum Jain, Sr. E.S. (FM), CCSHAU Krishi Vigyan Kendra, Bhopani, Faridabad.Umesh Kumar Sharma, Sr. DES (FM), CCSHAU Krishi Vigyan Kendra, Jhajjar.R. S. Kadian, Sr. E.S. (FM), CCS Haryana Agricultural University, Hisar.R. K. Malik, Director Extension Education, CCS Haryana Agricultural University, Hisar.S.L. Bhella, Sr. Coordinator, CCSHAU Krishi Vigyan Kendra, Bhopani, Faridabad.EditorR.P. Bansal, Associate Director (Publications), CCSHAU, Hisar.The production of this publication has been supported by the Department of Biotechnology, Ministryof Science and Technology, Government of India, through its Special Project on “DBT Rural Bio-resource Complex in Villages of Hisar and Sonipat Districts".The designations employed and the presentation of the material in this publication do not imply theexpression of any opinion whatsoever on the part of CCS Haryana Agricultural University, Hisarconcerning the legal status of any country, person, territory, city or area, or of its authorities, orconcerning the delimitations of its frontiers or boundaries. Where trade/proprietary names are used,this does not constitute endorsement of or discrimination against any product by the University.Ganesh Graphics, Ph. 9354322399

Page 3Publications of Directorate of Extension Education, CCSHAU, Hisar1.Herbicide Resistant Phalaris minor in Wheat – A Sustainability Issue2.Major Weeds of Rice-Wheat Cropping System3.

/kku&xsgw° Qly&pÿ esa lefUor iks"kd rRo ÁcU/ku % oehZ rduhd4.

Qlyksa esa [kjirokj fu;a=.k5.

Hkw°bZQksM+@ejxkstk (vkjkscsadh bftfIV;kdk ilZ-) dh fryguh rksfj;k esa xzLrrk ,oa Áca/k gsrq fodYi6.Broomrape (Orobanche aegyptiaca Pers.) Infestation in Oilseed Rapes and Management Options7.Long-term Response of Zero-Tillage – Soil Fungi, Nematodes & Diseases of Rice-Wheat System8.IPM Issues in Zero-Tillage System in Rice-Wheat Cropping Sequence9.Zero Tillage – The Voice of Farmers

10. œf"k esa fofo/khdj.k & [kqEch mRiknu dk lQy Á;kl11. Animal Production and Health : Frequently Asked Questions12. Project Workshop Proceedings on Accelerating the Adoption of Resource ConservationTechnologies in Rice-Wheat Systems of the Indo-Gangetic Plains, June 1-2, 2005

13. vkaoyk mRiknu ,oa ifjj{k.k14. Addressing Sustainability Issues of Rice-Wheat Cropping System

15. xzkeh.k mRFkku esa Ms;jh dk egŸo16. czk;yj ikyu17. e/kqeD[kh ikyu & ykHknk;d O;olk;18. csj & mRiknu o ifjj{k.k

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19. xzkeh.k tSfod lalk/ku & i'kqikyu dh Hkwfedk20. uhcwaoxhZ; Qy & mRiknu ,oa ifjj{k.k21. œf"k fofo/khdj.k esa ckxokuh22. xsgw°&/kku Qly pÿ esa xzh"edkyhu ew°x23. [kqEc&mRiknu % ykHkdkjh O;olk;24. Productivity Realization of Rice-Wheat Cropping System

25. lCth mRiknu % leL;k o lek/kku26. Qy&lCth ÁlaLdj.k ,oa ikSf"Vd O;atu

Page 423

PREFACEBefore independence the agriculture was not a business but just subsistence forfamily. After the green revolution, the agricultural production increased and agriculturebecame a business. The marketing in India has been through the middlemen and traders.After the introduction of Regulatory Market Act in India the scenario of marketing ofagricultural products has slightly changed. But farmers are still in the hands of middlemento sell their produce because farmers do not have keeping and storage capacity. The presentmarket mechanism does not have any competition among the middlemen (artees). Thesole concern is the middlemen’s margin which can be minimized by involvement ofunemployed rural youths in the marketing system. The new models of marketing byReliance, Bharti and ITC are gaining popularity. That means the supply of agriculturalproduce will remain concentrated in few hands. Such few players will not be reliableallies of the farmers. There is little competition and almost no transparency in prices. Thepresent set up reflects the need for farmers’ associations and infrastructure needed tomake farmers secondary producers rather than primary producer alone. Krishi VigyanKendras may be more helpful in motivating the farmers and rural youths to undertakedirect marketing by formulating commodity groups, Self Help Groups and associationswherever needed.There is a need to train the farmers and the rural youths in modern marketingmechanism for higher farm income and generation of employment by way of directmarketing. This bulletin will help extension agencies and farmers about this new conceptof direct marketing.AUTHORS

Page 511.0 BackgroundIn India, marketing through middlemen,trader (wholesale and retail) and governmentincluding cooperatives, accounts for most ofsales of the primary produces of agriculturalgoods. Borrowing from middlemen (calledArtees) is easy and this marketing mechanismis simple for middlemen to diversify incomethrough lending money and through sale ofagricultural produce (5).With increase in profits and unbearablyvery high interest rates charged by privatemoney lenders (Artees) and relatively smallmarketable surplus with farmers has made itnecessary to encourage direct marketing byfarmers. Even the smallest investment decisionsfor the purchase of inputs are made by Artees.In many parts, specially which are close tomega cities, new models of marketing byReliance, Bharti or ITC, are gaining popularitythereby the mechanism of middlemen basedmarketing may dismantle. The middlemen mayeventually sell out to such big players. Thesebig firms in retailing would need local partnersat production sites either through farmers’associations or commodity based farmers’ clubs.If this will not happen the supply ofagricultural produce will remain concentrated infew hands. Such few players will not be reliableallies of farmers. We therefore, need to switchto alternatives. There is little competition andalmost no transparency in prices. The presentset up reflects the need for farmer's associationsand infrastructure needed to make them

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secondary producers rather than primaryproducers.Inspite of good intervention in crops likerice and wheat, marketing through middlemenstill dominate but the support of governmentsupported banks may change the balance infavour of farmers provided the mechanism ofdirect marketing is brought in place. Themarketing mechanism dominated by wholesalers(Artees) and retailers prevents millions offarmers from having financial needs andremunerative prices of the produce satisfactorily.Reforms in agricultural marketing is animportant area to which the government isattaching a lot of significance. Dr. ManmohanSingh, Honourable Prime Minister advocated fordirect marketing between farmers and NGOs,Cooperatives and private companies (3). Postharvest and marketing infrastructure includinggrading, packaging, transportation and storageneeds to be created on a large scale. In the fieldof marketing and storage, two schemes wereapproved during the last one year, viz. (i) GraminBhandaran Yojana and (ii) Development/Strengthening of Agricultural MarketingInfrastructure, Grading and Standardization. Thelater is a reform-linked scheme and funds wouldbe provided to those States/UTs which amendtheir APMC (Agriculture Produce MarketingCommittee) Act, wherever required, forpromoting direct marketing, contract farming andfor setting up of markets in the private andcooperative sectors. Sixteen States and four UTshave already amended their Act, and others haveinitiated action for the same (3).2.0 Current Marketing – A Snag in theSupply ChainSome state governments have arrangedfarmers market places that meet their marketneeds. Creation of farmers market places likeApni Mandi and Rythu Bazars helped farmers inthe beginning but a perfect example of profitablemarketing centre that meets the requirement ofenhanced profits could not be created due tovarious social and logistic problems.

Page 62In the common market place, farmershandover their produce to middlemen (artees)to sell it because they do not have any space tostore the produce. The fees of middlemen keepgoing up even if they are hopeless in doing thisjob. The average profit margins of suchmiddlemen are always maintained even if theprofit margins of farmers are low. There is nocompetition amongest such middlemen becausetheir clients (farmers) do not changeintermediaries because intermediaries also bindfarmers by giving easy and timely loans at a veryheavy interest rate. Not only that, suchintermediaries also advise farmers about inputuse recommendations in which they have neverreceived training. Moreover, they have littleinterest in recommending low cost alternatives.Farmers, therefore, are never steered in the rightdirection. In this existing scenario, farmers havenot always done well in the whole marketmechanism but intermediaries have prospered.In the recent years, big industrial housesincluding Reliance, ITC and many others havestarted creating new class of market mechanism.It is important to understand that both middlemenand big industrial houses cater exclusively to theneeds of either for their short-term profits orcustomers with little concern about growers. Thebalance between market forces and farmers whosell their produce in the market will not beaddressed until :(i)Market mechanism creates morecompetition and positive returns to thefarmers depending on the market forces.Earning the highest possible returns by

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middlemen should be the sole concern andreason to bring farmers in the marketing.In many cases middlemen keepspeculating with the produce of farmerseven without paying the advance money.They often load the farmers with debt andkeep claiming very high interest rates.(ii) New players such as Reliance, Bharti orITC coming to markets may need thirdparties to supply farm produce directly inthe super markets. This is where farmersmay form their commodity groups tonegotiate prices directly. It will be a win-win situation for both parties because itsaves market expenditure and will takefarmers away from the mercy ofmiddlemen.(iii) One of the biggest problem that has beenencountered in the past is the herd reactionof farmers without understanding themarket mechanisms. This has happenedmany times with sugarcane and potatofarmers. It gives opportunity to scientiststo step into and institute studies that helpfarmers to understand the future marketson year to year basis.(iv) Individual farmers have to make series ofchoices for marketing. We need to identifyindividuals within farmers in each villageor cluster of villages who has theentrepreneurial skills. These individualscan serve an important link betweenfarmers and supermarkets. Krishi VigyanKendras (KVKs) should facilitate suchfarmers to seek capital or even helpbankers to direct capital to where it will bemost useful. It will also help creatingemployment.(v) Farmers should aim at creating as manyas secondary marketable products aspossible and sell them in the marketsdirectly, may outsource such productsthrough farmer's associations for exampleSelf Help Groups.

Page 73(vi) Farmers should be trained in different kindsof distribution networks, direct access offarmers or farmers commodity groups tomanagers of big mandis, retailers, howfarmers or their groups can chargedistribution fees in the open markets, howto facilitate farmers to become secondaryproducers so that they do not restore todistress sale or do not visit open mandis.This is where KVKs can identify skilledentrepreneurs within farmers groups. So farthere is no one in the National AgricultureResearch System to steer farmers in theright direction.Farmers, especially in areas, close to bigcities like Delhi can have steady flow of dailyrevenue generation from diversification in favourof vegetables, flowers, milk, mushroom,honeybee, vermi-compost and organic farmingof some commodities like basmati rice and desi(local) wheat. The only problem with farmers inthis group is that they are never able to beat themarket. Marketing in our system is stilldominated by big open market places likeAzadpur Mandi, Nazafgarh, Narela Mandi, etc.Farm produce from all places is gathered directlyby brokers tied to or employed by trader groups(6). This type of whole distribution chain alwaysearn fees on whatever produce the farmers bringin such mandis and then take commission onwhatever they sell.In the present scenario, big retailers likeReliance may approach pre-selected groups offarmers or commodity based groups as suitablesuppliers or clients in villages or in the clusterof villages. This will narrow down the choice ofpersons charging fees at number of points in the

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market places. This is where farmers can enterdirectly in the market. The whole marketmechanism will depend on the skill andknowledge of farmers (2).3.0 Direct MarketingInnovative Marketing Channels3.1 Apni MandiIn Apni Mandi, there is a direct contactbetween the farmers and ultimate consumers.These mandies are called apni mandi sincefarmers as producers bring the product for saledirectly to the buyers as consumers.3.2 Hadaspur Vegetable MarketHadaspur vegetable market is a modelmarket for direct marketing of vegetables inPune City. It belongs to the Pune MunicipalCorporation and fee for using the space in themarket is collected by the Municipal Corporationfrom the farmers. This is one of the ideal marketsin the market mechanism. There are nocommission agents and has modern weighingmachines for weighing products. The purchasersmake payment of the value of produce directlyto the farmers in cash.3.3 Rythu BazaarRythu Bazaars have been established inAndhra Pradesh with prime objective to providedirect link between farmers and consumers inmarketing of fruits, vegetables and essentialfood items. Both producers as well as consumersare benefited from Rythu Bazaar as producer’sshare in consumer’s rupee is more than 15 to40 per cent and consumers get fresh vegetables,fruits and food items at 25-30 per cent less pricesthan the prevailing prices in nearby markets.The State Government of Tamil Naduestablished Uzhavar Mandies (farmers markets)in selected municipal and panchayat areas of theState. In these markets, farmers enjoy bettermarketing infrastructure free of cost and receiveconsiderable higher prices for the products thanwhat they receive from middlemen at villages or

Page 84primary markets at town. Farmers also get goodquality seeds and other inputs in the marketitself.3.4 Contract FarmingContract farming may be defined as anagreement between processing and/ormarketing firms for production support atpredetermined prices. This stipulates acommitment on the part of the farmers to providea specific commodity in terms of quality andquantity as determined by the purchaser andcommitment on the part of the company tosupport the farmer for production through inputsand other technical support. Contract farming isbecoming popular in recent years and there arenumber of success stories like NDDB, PEPSICo., etc. The contract farming needs to be furtherdeveloped after identifying areas, commoditiesand markets for market oriented and demanddriven production planning. However, whileproviding for this system of alternate marketingunder the APMC Act it is necessary to draft anyappropriate legislation separately for ensuringdefinition of terms and conditions of theagreement keeping in view the objectives (7).3.5 Mother DairyMother Dairy, Delhi was set up in 1974under the Operation Flood Programme. It is nowa subsidiary of National Dairy DevelopmentBoard (NDDB). It sources its entire requirementof liquid milk from dairy cooperatives. Similarly,it sources fruits and vegetables from farmers/growers association. It also contributes to theproccessing and packing of the Dhara range ofedible oils alongwith its marketing. It is MotherDairy’s constant endeavour to (a) ensure thatmilk producers/farmers regularly and continuallymarket quality milk, milk products and other foodproducts to consumer at competitive prices and

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(b) uphold institutional structures that empowermilk producers/farmers through processes thatare equitable.3.6 Hoteliers and RestaurateursIt was observed from various interactionsthat the mode of procurement of farm producefollowed by hoteliers and restaurateurs wasthrough awarding contracts wherein the eventualcontractor was bound by timely supply ofprefixed quality, quantity and variety of theproduce at the bid price throughout the year. Toeliminate the intermediary and develop linkages,it would be essential for farmers to join hands tomeet the above requirements.3.7 Internet DevelopersIndian Agribusiness Systems Private Ltd.developed by a group of young technocrats andtrade professionals have had a long associationwith the Indian agribusiness sector. Thecompany primarily aims at filling out theinformation and communication gap that exits invarious sub-sectors of the agricultural economyin general and agricultural commodities trade inparticular. For achieving this, the company ismaking use of the latest developments ininformation technology to provide valuableanalysis to the trade participants that willenhance their decision taking abilities in tradeand to enable e-commence in agriculturalproducts through this vertical portal.3.8 Agmarknet nic.inAn internet site was developed byAgricultural Informatics Division, NationalInformative Centre and Directorate of Marketingand Inspection to strengthen inter and intrarelations between government organisations,farmers, industry, policy makers, educationalinstitutions and agricultural marketing related

Page 95aspects throughout the country. This portalprovides strategic information on agriculturalmarketing related aspects through a singlewindow worldwide web service.3.9 ITC's 'E-Choupal' Initative : A NovelModel for Rural IndiaITC's 'e-choupal' makes use of the physicaltransmission capabilities of currentintermediaries – aggregation, logistics, counter-party risk and brigade financing with a judiciousblend of click and mortar capabilities, villageinternet kiosks managed by farmers – calledsanchalaks – themselves, enable the agriculturalcommunity access ready information in theirlocal language on the weather and marketprices, disseminate knowledge on scientific farmpractices and risk management facilitate the saleof farm inputs and purchase farm produce fromthe farmer's doorsteps.4.0 Market ArchitectureMarket Architecture includes mandis fordifferent commodities given in different datasets. The specially designed survey schedulegather data from management committeeincluding APMC (Agriculture Produce MarketingCommittee) and DAMB (Delhi AgricultureMarketing Board).4.1 Data and InformationThe information and data were gathered onthe basis of specifically structuredquestionnaires by interacting with concernedpeople/officials in various organizations. The oneto one interaction process adopted as a data-gathering tool offered the following advantages:●Respondents were chosen based on theirexpertise, thereby enabling to obtain anauthoritative assessment of issues andproblems.●Being highly interactive they provided avenue for useful brainstorming.●

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The resulting information could providevaluable reference points.4.2 Marketing Committees in the NCT(Mandis)The study identified several interrelatedobjectives to guide the process of gatheringinformation from Marketing Committees relatingto :a.Marketing infrastructure facilities includingstorage (cold or otherwise), processing,packaging, standardization and gradation.Other facilities to include were space providedto the farmers for direct marketing, strategiclocation, transportation, rest house, etc.b.Arrivals and prices.c.Cost-market charges.d.Marketing channels.4.3 Selected Market CommitteesThe marketing practices of ‘DelhiAgricultural Marketing Board' the nodal authoritythat regulates and controls marketing ofagriculture produce in India, regulating thebiggest agricultural produce market of Asia viza viz Azadpur market (dealing in vegetables andfruits) and other strategically located marketsnamely Gazipur, Keshopur, Mehrauli, Najafgarh,Narela and Kishanhaat, Chattarpur in the NCTwere covered for the purpose of the study.5.0 State Procurement of Different Items indifferent NCT Mandis5.1 Azadpur MandiThe procurement of fruits and vegetablesin Azadpur Mandi has been depicted inFig. 1.

Page 1065.2 Najafgarh MandiArrivals are mainly (95%) from Haryana(Rohtak, Jhajjar, Rewari and Gurgaon districts),Uttar Pradesh and Madhya Pradesh (Fig. 2).0501001502002503003502000-012001-022002-032003-042004-05YearsQuantity('000tonnes)WheatPaddyOil seeds

Fig. 301020304050607080902001-022002-032003-042004-05YearsQuantity('000tonnes)WheatMustardPaddyArhar

Fig. 2Balance (5%) is contributed by the state of Delhi.Major arrivals in this market are wheat, mustard

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and barley during rabi season and paddy, bajra,guar and arhar in kharif season. Main consumerstates for wheat arrival are Gujarat, Maharashtraand Delhi, for paddy arrivals are Haryana andU.P. and for oil seeds arrivals are West Bengal,Jammu & Kashmir and Uttar Pradesh.5.3 Narela MandiArrivals are mainly from Haryana, UttarPradesh, Madhya Pradesh, Punjab and Delhi.Major arrivals in this market are wheat, mustard,gram and barley during rabi season and paddyand arhar in kharif season (Fig. 3).05001000150020002500300035004000450050002000-01 2001-02 2002-03 2003-04 2004-05YearsQuantity('000tonnes)FruitsVegetablesTotal

Fig. 1

Page 117Fig. 4. Share of Haryana in NCT MandiesPunjab21.9%Haryana4.9%UP7.4%Local64.3%Rajasthan0.4%HP1.2%Punjab48.8%Haryana2.9%UP33.8%Local0.4%HP13.9%Rajasthan0.1%Punjab0.03%Haryana45.28%UP7.02%Local7.66%HP27.09%Rajasthan12.92%

GrapeLocal1.0%Rajasthan92.0%Haryana6.3%Punjab0.1%HP0.0%UP0.6%OnionPunjab12.0%Haryana3.7%UP46.5%Local1.1%HP20.8%Rajasthan15.8%PeasPotato

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CauliflowerPunjab0%Haryana46%UP7%Local5%Rajasthan17%HP25%

Tomato

Page 128Table 1. Market capitalisation in NCT mandies in different food grains (2004-05)CropWheatMustardPaddyBajraTotalTotal arrival ('000 tonnes)1094.323.3303.40.8437.0Arrival from Haryana ('000 tonnes)71.112.1185.10.5268.9Share of Haryana (% of total arrival)6552616365.5Average price (Rs./tonne)7,10017,0109,1804,790–Market capitalisation (Rs. crores/year)50.520.65169.90.24241.29Market capitalisation (Rs. lacs/day)13.835.6646.550.0166.10Middlemen’s margin (Rs. lacs/year)176.512.1594.60.83844.5The study on market capitalization in NCT mandies in different food grains pertaining to shareof Haryana state revealed that a total market capitalization of Rs. 241.29 crores has been realizedin NCT mandies (Table 1). The major produce arrived were wheat (65%), mustard (52%), paddy(60%) and bajra (63%) with a market capitalization of Rs. 50.50, 20.65, 169.90 and 0.24 crores,respectively. The per day market capitalization of Rs. 66.10 lacs was observed. A total sum of Rs.844.5 lacs have been enjoyed by the middle men in the form of shares and commission.Table 2. Market capitalisation in Azadpur Mandi in different fruits and vegetables (2004-05)CropGrapesOnion CauliflowerPotato TomatoPeasTotalTotal arrival ('000 tonnes)42.8400.255.8505.4151.056.91212.2

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Arrival from Haryana ('000 tonnes)0.414.424.91.531.82.087.1Share of Haryana (%)0.13.644.62.821.03.57.18Average price (Rs./tonne)26,6504,36011,0005,6408,25015,720–Market capitalisation0.116.2927.387.9326.193.0770.97(Rs. crores/year)Market capitalisation (Rs. lacs/day) 0.011.727.502.177.180.8419.45Middlemen’s margin (Rs. lacs/year) 0.7037.75164.3047.59159.1918.47425.15The study on arrival of the vegetables and fruits in Azadpur mandi pertaining to the share ofHaryana state revealed that a total market capitalization of Rs. 70.97 crores has been realized inAzadpur Mandi (Table 2). The major produce arrived were cauliflower (44.6%), tomato (21.0%),onion (3.6%), peas (3.5%), potato (2.8%) with a market capitalisation of Rs. 27.38, 26.19, 6.29,3.07 and 7.93 crores, respectively. The per day market capitalization of Rs. 19.45 lakhs was observed.A total sum of Rs. 425.15 lacs have been enjoyed by the middlemen’s in the form of shares andcommission.

Page 1396.0 Infrastructure and Marketing Facilities Available in NCT MandiesProfiles of Market Committees6.1 NARELA – Anaj Mandi and NAJAFGARH – New Grains Market6.1.1 Location detailsS. No. MarketNearest railway stationNearest highway1.NarelaNarela – 0.5 kmG.T. Road – 3 km2.NajafgarhBijwasan –11 kmNH 10 Rohtak road – 16 km6.1.2 Main market informationS. No. DescriptionNarelaNajafgarh1.Market areaWhole Delhi Except Shahdara120 villages, Najafgarhand Najafgarh Mandies2.Year of establishment1959

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19593.Area of main market yard4 acres12 acres4.Working daysMonday, Tuesday andMonday, Tuesday andThursday to SundayThursday to Sunday5.Working timings10 a.m. to 5 p.m.9.30 a.m. to 6.00 p.m.(extendable in season time)6.RemarksMain office shifted to Sub-yard6.1.3 Market functionaries (No.)S. No. FunctionariesNarelaNajafgarh1.Brokers (wholesalers)3571802.Commission agents353733.CooperativesThe Farmers, Agro-Coop Marketing & Efficient–Supply Society Ltd. (Regd. 1956), Narela4.Others75946.1.4 InfrastructureS. No. ParticularsNarelaNajafgarh1.Number of shops68 (At main yard, old mandi) 982.Number of auctionOpen common platformCovered platformsheds coveredAuction shed providedAuction shed provided3.Commodity wisePrivate flour mills – 10processing units inRice shellers – 10the market areaDal mills – 15, Oil mills – 54.Commodity wise grading units andNilNilanalyzing laboratories in the market area5.Storage facilities inBy APMC – NoBy APMC – Yes, forthe market areaOutside the marketovernight unsold produce.(with traders) – YesOutside the market(with traders) – Yes6.Price information notice boardYesYes7.Public address systemNoYes – through mike

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Page 14106.1.5 Facilities and servicesS. No. ParticularsNarelaNajafgarh1.Canteen, toilets, internal roads, parking, fencing, post office, bank,YesYeselectricity, drinking water2.Fire extinguisherNoNo3.Rest house for farmersNoYes4.Market office buildingYesYes6.1.6 System of transactionS. No. ParticularsNarelaNajafgarh1.Sale timings10 a.m. to 5 p.m.10 a.m. to 5 p.m.2.Cleaning and grading undertakenYes, depending onYes, depending onrequirementsrequirements3.System of saleOpen auctionOpen auction4.System of paymentCash payment (same day)Cash payment (same day)5.Settlement procedure forNo, as open auctionNo, as open auctionquality disputes, if anyis in practiceis in practice6.1.7 Market chargesS. No. ParticularsNarelaNajafgarh1.Adhat, received by the purchasers from the principals1.5%1.5%2.Payable by purchaser(a) Market fee1%1%(b) Commission on sale price2%2%(c) Sewing and filling of all commodities per bag (q)Rs. 1.10Rs. 1.20(d) Sewing and filling of Gur, Shakkar per bag (q)Re. 0.60–(e) Transportation (within market area)(i) Grains, binolaRe. 0.90Rs. 12.50(ii) Gur per kattaRe. 0.60–(f) Loading/unloading per bag (all commodities) (q)Re. 0.80Rs. 1.003.

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(i) Payable by seller- unloading of(a) Grain, sarson, dhan, etc. per bag (q)Re. 0.80Re. 0.85(b) Unpacked grains per bagRe. 0.35–(c) Gur, shakkar and khandsari per katta or equal unpacked qty.Re. 0.60–(ii) Jharrai per bag(a) Single sieve one time (q)Re. 0.25Rs. 1.10(b) Double sieve one time (q)Re. 0.50Rs. 1.80(iii) Loading(a) Grain loading per bag (q)Re. 0.30Rs. 1.15(b) Gur, shakkar, etc. loading per bag (q)Re. 0.10–(iv) Weighing(a) Grains per bag (q)Re. 0.80Re. 0.90(b) Gur shakkar, etc. per bagRe. 0.20–4.Per trip fee : paid by driver/vehicle owner :(a) TruckRs. 10Rs. 10(b) TempoRs. 5Rs. 5(c) Rickshaw, three wheeler, etc.Rs. 2Rs. 2

Page 15116.1.8 Other important informationS. No. ParticularsNarelaNajafgarh1.Number of notified commodities (Annexure I)28282.Nature of product soldRawRaw3.Sub yard (if any) and its locationNew Anaj Mandi,Near Railway Crossing, Narela–4.Standard fill pack size(a) Wheat100 kg100 kg(b) Barley85 kg85 kg(c) Mustard5 kg85 kg(d) Paddy60 kg60 kg6.1.9 General informationS. No. ParticularsNarelaNajafgarh1.Postal addressNew Grain Market,New Grain Market,

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Narela, Delhi-110 040Najafgarh, New Delhi-110 0432.Phone numbers(a) Chairman011-27282347, 27284896011-28017723(b) Secretary011-27284089, 27285449011-28016412, 289163703.Fax No.–280163704.Websitewww.delagrimarket.comwww.delhiagrimarket.org

Page 1612

6.2 AZADPUR– Ch. Hira Singh Fruits and Vegetables Wholesale MarketGAZIPUR– Fruits and Vegetables MarketKESHOPUR – Agricultural Produce Marketing Committee6.2.1 Location detailsS. No. MarketNearest railway stationNearest highway1.AzadpurAzadpur – 1 kmG.T. road by pass – 4 km2.GazipurShahdara – 2 kmNH 24 – 1 km3.KeshopurMangolpuri – 3 kmRohtak road – 2 km6.2.2 Main market informationS. No. DescriptionAzadpurGazipurKeshopur1.Market areaThe wholeArea ofArea from junction point of Daya Bastistateeast ofand Sarai Rohilla railway stationsof DelhiYamunaalong railway track going to Rohtakexcluding theriverupto border at Tikri Kalan and fromareas ofthere upto Rewari line railway trackGazipur andnear BijwasanKeshopurmarkets2.Year of establishment1977199220013.Area of main market43.6537.716.8yard (in acres)4.Working daysMonday toAll sevenAll seven days

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Saturdaydays5.Working timings8.00 a.m.6.00 a.m.6.00 a.m. tilltill sale intill sale intill sale inprogressprogressprogress6.2.3 Market functionaries (No.)S.No. FunctionariesAzadpurGazipurKeshopur1.Brokers (wholesalers)14891281532.Commission agents2188315983.Exporters4 to 5Nil254.Others : (a) Farmer's identity card125NilNil(b) Kisan haat identity card329NilNil6.2.4 Facilities and servicesS. No. ParticularsAzadpurGazipur Keshopur1.Toilets, internal roads, parking, electricity,YesYesYesfencing and drinking water2.Canteen, fire extinguishersNoNoNo3.Post officeYesNoNo4.BankYesNoYes5.Rest house for farmersYesNoYes6.Market office buildingUnder construction,YesYespresently on rent

Page 17136.2.5 System of transactionS. No. ParticularsAzadpur

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GazipurKeshopur1.Sale timings8.00 a.m. till sale in6.00 a.m. till6.00 a.m. tillprogresssale in progresssale in progress2.Cleaning and gradingAt farmers levelAt farmers levelAt farmers levelundertaken3.System of saleOpen auctionOpen auctionOpen auction4.System of paymentCash (Cheques andCash (Cheques andCash (Cheques andDDs in local cases)DDs in local cases)DDs in local cases)5.Settlement procedureTotal transparency inTotal transparency inTotal transparency infor quality disputes,methods of open sale, methods of open sale, methods of open sale,if anyweighment andweighment andweighment andpayments in cashpayments in cashpayments in cash6.2.6 Market chargesS. No. ParticularsAzadpurGazipurKeshopur1.Payable by purchaser(a) Market fee1%1%1%(b) Commission on sale price6%6%6%2.Payable by seller(a) Unloading of crate/gunnyRates not specifiedRates not specifiedRates not specifiedbag/ bundle/sacks fromtruck/tempo/bullock cart/rehri/rickshaws, etc.(b) Grading of agriculturalNot controlled byNot controlled byNot controlled byproduce on the basis ofAPMC. However, ifAPMC. However, ifAPMC. However, ifquality, size, colour and torequired, the processrequired, the process required, the processlay in heap/sewing andis done with theis done with theis done with thepacking of bundles/crates/understanding between understanding between understanding betweensacks, etc.seller, commissionseller, commissionseller, commissionagent and theagent and theagent and thepurchaserpurchaserpurchaser

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3.Per trip fee paid by driver/vehicle owner(a) TruckRs. 10Rs. 10Rs. 10(b) TempoRs. 5Rs. 5Rs. 5(c) Rickshaw, threeRs. 2Rs. 2Rs. 2wheeler, etc.6.2.7 Other important informationS. No. ParticularsAzadpurGazipurKeshopur1.Number of notifiedFruits – 50Fruits – 50Fruits – 15commoditiesVegetables – 68Vegetables – 68Vegetables – 37(Annexure II)2.Nature of product soldRawRawRaw3.Sub yard (if any) and itsOkhla fruits and vegetablesNoNoexact locationmarket and Kela siding

Page 18146.2.8 InfrastructureS. No. FunctionariesAzadpurGazipurKeshopur1.Number of big shops438280992.Number of small shops826431073.Number of auction sheds covered22 including 1 growersNilNilshed with security4.Commodity wise processing units,NilNilNilgrading units and analyzing laboratoriesin the market area5.Number of cold storageMCD & Pvt. cold storageNil1 cold7 next to main yard andstorage under38 all over Delhiconstruction6.Storage facilities in theYesNo

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Yesmarket with trader7.Ripening chambersNoNoNo8.Price information notice boardMain gatesMain gatesMain gates9.Public address systemNoNoNo6.2.9 General informationS. No. ParticularsAzadpurGazipurKeshopur1.Postal addressD4 Panchwati, Azadpur,Fruits and VegetablesAPMC,Delhi-110 033Market, Gazipur,Keshopur Sabzi Mandi,Delhi-110 096New Delhi-110 0182.Phone numbers(a) Chairman276705842223399828334582(b) Secretary2767058422232955283365413.Websitewww.apmacazadpurdelhi.comDelagrimarket.orgagmark@hub.nic.in4.E-mail address [email protected] [email protected]

Page 1915

6.3MEHRAULI – Flower Market6.3.1 Location detailsS. No. MarketNearest railway stationNearest highway1.MehrauliNizamuddin – 10 km,NH 8 – 8 kmNew Delhi – 8 km6.3.2 Main market informationS. No. ParticularsDescription1.Market areaEntire NCT 1483 sq. km2.Date of establishmentAugust 10, 19983.Area of main market yardAbandoned road in Mehrauli(old Gurgaon road near Qutab Minar)4.Working daysMonday to Saturday5.Working timings10 a.m. to 5 p.m.

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6.3.3 Market functionariesS. No. FunctionariesNumber1.Brokers (wholesalers)152.Commission agents593.CooperativesNil6.3.4 InfrastructureS. No. ParticularsDescription1.Number of shops and auction shedsNil2.Commodity wise processing units, grading units,NAripening chambers and analyzing laboratories inthe market area3.Number of cold storagePrivately available, two underconstruction near main yard at Okhla4.Storage facilities in the market with securityOnly private storage available@ Rs.10 per bag per day5.Price information notice board and public address system Yes6.3.5 Facilities and servicesS. No. ParticularsDescription1.Canteen, toilets, internal roads, parking, fencing, post office,Nobank, fire extinguishers, electricity, rest house for farmers,drinking water2.Market office buildingYes, at Okhla but away fromcurrent main yard (Mehrauli)

Page 20166.3.6 System of transactionS. No. ParticularsDescription1.Number of notified commodities (Annexure III)72.Nature of product soldRaw3.Sub yard (if any) and its exact locationCannaught Place (Baba Kharak Singh Marg)parking under NDMC, Fatehpuri footpatharea under MCD4.Sale timings4.00 a.m. till sale lasts5.Cleaning and grading undertakenNA6.System of saleOpen auction7.System of paymentCash8.Settlement procedure for quality disputes, if anyNo, since open auction and payment in cash6.3.7 Market chargesS. No. ParticularsDescription1.Adhat received by the purchasers from the principals1%2.

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Payable by purchaser(a) Market fee1%(b) Commission on sale price6%(c) Filling and weighing of packagesRs. 2 per packet(d) Sewing, packing and loading in truck/tempo, etc.Rs. 2 per packet(e) Transportation (within market area)Rs. 5 per packet3.Payable by seller(a) Unloading of crate/gunny bag/bundle/sacks fromRs. 2 per packetvehicles/rehri/rickshaw, etc.(b) Grading of flower on the basis of quality, size, colour, andRs. 3 per packetto lay in heap/sewing and packing of bundles/crates/sacks, etc.4.Per trip fee paid by driver/vehicle owner(a) TruckNot charged as of now(b) TempoNot charged as of now(c) Rickshaw, three wheeler, etc.Not charged as of now6.3.8 General informationS. No. ParticularsDescription1.Postal addressPlot No. 278, Near Sri Niwaspuri DTC Depot,Okhla, New Delhi2.Phone Numbers(a) Chairman26936838(b) Secretary26936838Fax No.26936838E-mail [email protected]

Page 21177.0 CONCLUDING OBSERVATIONSThe personal interview method providedresponses unaffected by the dynamics of thediscussion helped to set the stage for assessingand clarifying the role KVK might play inassisting direct marketing clientele throughproviding information of NCT facilitators.Respondents introduced themselves anddescribed their roles. They discussed challengesand constraints with possible solutions toproblems, focusing on information gaps andneeds. A few of them, being farmers andscientists themselves with vast experience infarming and technology, were well versant withissues and problems facing farmers’ directmarketers.Information gathered in survey anddiscussions was summarized and integrated toreflect key concerns and information needs indirect marketing related to the facilities providedby the organization.Farmers have increasingly begun toperceive marketing as the major constraint toenhance farm income. With major thrust ofextension agencies on production techniques,significance of such studies as the one currentlyundertaken should be viewed from the abovepoint of view. Needless to say, it is vital now morethan ever, to diversify extension activities withan equal if not more, thrust towards marketing.KVKs at Faridabad and Jhajjar were perceivedto be ideally located for such a mission.When the representatives of variousMarketing Committees were asked about theirability to respond to requests for assistance andinformation on direct marketing issues, onlyAzadpur Mandi provided a Farmers’ shed

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towards its outreach effort to direct marketing.Intermediaries like wholesalers and commissionagents were found to be the mainstay towardsmarketing process. There was little focus onactivities related to local hawkers or connectingfarmers to hotels/ restaurants or Mother Dairy.Commenting on how direct marketing requestshave changed in the past few years, Azadpurmandi authorities mentioned an increase in thenumber and nature of requests and new clientsoverall.When asked about the direct marketingsupport and services related to conferences andworkshops offered by their organizations, theyresponded in negative with the sole exceptionof Azadpur mandi which concentrated majorefforts on these followed closely withpromotional activities and resource material.Research activities, such as case studies,research projects and survey or data gathering,were not a major focus for any of them. As aminor focus, tours and surveys led support orservices were provided by Azadpur mandi only.None of the facilitators, with the exceptionof Azadpur mandi, could elaborate on theirstrategies related to market development, i.e.quality assurance by setting up modern packhouse with grading, sorting, washing, fumigationand packaging for making commodities globallycompetitive, provisions for cooling chambers fortemporary stacking of green vegetables,electronic auctioning system, provision ofripening chamber for bananas and mangoes.Most expressed the belief that they couldenhance their efforts if they had betterinformation on the significance of directmarketing.As to the role of the Directorate ofMarketing and Inspection, it was informed thatunder the Agricultural Produce (Grading andMarketing) Act of 1937, more than 40 primarycommodities are compulsorily graded for exportand voluntarily graded for internal consumption.Although, the regulation of commodity marketsis a function of state government, the Directorateprovides marketing and inspection services andfinancial aid down to the village level to help set

Page 2218up commodity grading centres in selectedmarkets.Directorate of Marketing and Inspection aswell as certain private players (IndianAgribusiness System Pvt. Ltd.) have developedinternet portals providing strategic informationrelated to marketing of agriculture produce. Thisinformation like daily prices at various markets,marketing charges like fee and levies, etc by themarket committees, variety, quality and quantityof various commodities, market practices likeauction system, etc, market facilities likestorage, grading, cleaning, auction platforms, ifmade available at the village level willrevolutionize farming practices related toproduction and marketing followed by the farmer.Efforts can be initiated through setting up ofinternet cafe type ‘kiosks’ by Gram Panchayatsto make available this information to the farmers.This may generate employment opportunities forrural youth also.Mother dairy has built up a vast network ofsale depots spread all over National CapitalRegion in its efforts to reach the consumer bothfor milk and milk-products as well as fruits andvegetables. In its endeavour to supply qualityproduce in proper quantities, Mother Dairy is inconstant touch with farmers, educating them inselection and cultivation of those varieties ofvegetables which are in constant and seasonaldemand with associated techniques andnecessary inputs. Mother Dairy providestransportation on payment basis for the supplyof vegetables from villages to the main storage

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centre and in special circumstances, directly tothe sale depots as well. Despite their objectiveof providing remunerative prices to vegetablegrowers, there have been instances where thefarmers have suffered on account of proceduralpractices specially related to rejection of producewithout assigning any reason. Moreover, theproduce is even returned to the farmers. Ifreturned, vegetables being a highly perishablecommodity are left in no condition for resale. Ineither case, the farmers not only lose their entireproduce but also they have to bear the burdenof transport cost as well. This has increasinglyled the farmers to be alienated from marketingtheir produce through such cooperatives.Hotels and Restaurateurs are heavyconsumers of farm produce. However, individualfarmer is unable to capitalize on this opportunitydue to the demands for prefixed quality, varietyas well as quantity of the produce on a fixed timeschedule. Collective efforts of farmers arerequired to meet out the requirements to makevegetable growing a profitable venture.Kisan Haat in NCT, an offshoot of mainAzadpur Mandi was set up with the sole objectiveto help the farmer to sell directly to the consumerwhereby, he may earn remunerative prices forthe produce. Restrictions related to quantity tobe sold by each farmer per day and non-availability of adequate storage facilities haveinhibited the project to take off as expected.The marketing practices of ‘DelhiAgriculture Marketing Board, the regulators ofAzadpur (with Kisan Haat), Keshopur andGazipur markets (dealing in vegetables andfruits), Mehrauli market dealing in flowers,Najafgarh and Narela markets dealing in foodgrains in the NCT have been described in detailearlier. However, there is much left to be desiredfrom direct marketing from farmers’ point of view.Set up with the objectives to create (1) platformfor farmers and growers to facilitate the sales oftheir produce at better prices, (2) to prevent theirexploitation by traders abolishing the role ofmiddlemen, and (3) to give the consumer theultimate assurance of quality and right price.As shown in the flow chart, a farmer whocomes to the market to sell his produce has twoalternatives – either to sell direct to consumer(farmers shed specially provided for them) or sellthrough a commission agent as per normally laid

Page 2319down practices of the Market Committee. As tothe former, no market except Azadpur has theprovision for farm shed. Even at Azadpur, thespace available is inadequate and lacksinfrastructural provisions like storage space, etc.as fruits and vegetables are highly perishableby nature. This leads the farmer to distress saleat times resulting in losses. In the latter case,the farmer is at the mercy of the commissionagent, a middleman. Wholesalers and arteespick up the produce through the agent in openauction. The tendency is to keep the price lowand this results in delayed auction. The delay inauction would lead to depleted quality andthereby lower prices. This leads the farmer todistress sale thus resulting in losses. Farmersplay in the hands of the agent. However, thereis another side of the coin, farmers of a villageform a cartel arrangement wherein a farmer isentrusted the responsibility to sell the produceof the cartel. Being hi-tech, the farmer is in touchwith all the markets through his mobile phoneand reaches the market where the prices areFLOW OF FARM PRODUCE AS OBSERVEDFARMER

↓↓ConsumerCommission Agent

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Coop-Societies Mother Dairy

↓↓↓Wholesaler/ArteesAgroprocessing UnitsRetailer

↓↓↓RetailerHotels & RestaurantsConsumer

↓Consumer

→The different marketing channels are :1. Producer/ farmer → consumer2. Producer → Commission agent → Wholesaler → Retailer → Consumer3. Producer → Commission agent → Agro Processing units → Consumer4. Producer → Commission agent → Co-operative Societies → Retailer → Consumer5. Producer → Commission agent → Agro Processing units → Hotels and Restaurants → Consumerhigh and most remunerative. But such cases arefar and few. The share of producer in consumersprice depend upon the types of marketingchannels followed in sale transactions by thefarmers. Studies indicate that the share ofproducers varies from 56 to 83 per cent in foodgrains and 79 to 95 per cent in pulses, 65-96per cent in oil seeds and 33 to 75 per cent incase of fruit and vegetables (8).The scenario discussed above essentiallyrelates to circumstances when these are normal,i.e. supply and demand is evenly balanced.There have been instances when the supply hasdwindled, the reason may be attributed to cropfailure or a natural calamity. With the demandbeing steady the prices are bound to rise. Onthe other side, when there is glut in the market,the price hit the bottom. There is a third situationas well. Though, the produce is available inadequate quantities with the farmers, yet theprice of vegetables in the retail market isunusually high. Such abnormally high prices are

Page 2420an artificial creation in connivance betweencommission agents, Artees and wholesalers,who by forming a group force the farmers to sellthe produce at very cheap rates. This produceis stowed away creating an artificial demandthereby leading to high prices and huge profitsfor this group. Market Committees are illprepared to deal with either of the abnormalsituations. In fact, Market Committees’ controlis of supervisory nature.To ensure smooth running of operations inrespective markets without any intervention inprice determination, there is a very strong andurgent need to devise a regulatory strategy bythe Government whereby the farmer, especiallysmall and marginal farmer gets his due in theprice at which the eventual consumer buys theproduce.State government agencies also procurefrom farmers at minimum support price (MSP)announced by Central Govt. These agencies tryto purchase all commodities in general andcereals like rice and wheat in particular forCentral Food Reserve. In addition to theseagencies, co-operatives like HAFED alsoprocure cereals and oil seeds and sell toconsumers in retail after value addition at theirprocessing plants.7.1 Market Intelligence Strategies●The state agricultural marketing boards andAPMCs should take-up collection, analysisand dissemination of market information onprices, demand, supply, movement, etc. ona war footing.

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●Marketing information flow should bethrough internal market networking andinternet.●State marketing boards should createwebsite of their own providing allinformation on agricultural marketing of thestate concerned including legal aspects.●A “Forecasting Cell” should be establishedwith required experts for price and demandforecasting of different commodities. TheGIS and remote sensing satellites may beutilised for this purpose.●Farmers may be advised on makingmarketing decision through mass media,particularly radio and television.●Increase and mobilize the system ofagricultural marketing so as to maintainmarket information services by conductingsurveys and research of market trends,trade channels for development of newmarket techniques and quality control.●Establishment of market intelligencecentres all over the state for accessinginformation not only about the domesticmarket but also international market.●Development of market intelligence and astrong database for export enhancement,identification of potential export markets,feasibility studies with respect to products,infrastructure requirements, exports, etc.●Need to frame customized informationsystems for farmer organization that havea collective approach to market theproduct.The intelligence service should offer :i Strong and retrieving basic data.ii. Processing of data into usefulinformation aimed at supportingspecific marketing strategies.iii. Producing short information summariesaimed at bringing about strongercollective action by small farmers inopen markets.Urbanization in India has steadilyincreased the demand for fruits, vegetables,milk, meat or processed food. Even bigcompanies like Reliance, Bharti and ITC areexpanding their network. As a direct marketingchannel, virtually linked to the 'mandi' systemfor price discovery, 'e-Choupal' eliminateswasteful intermediation and multiple handling.Thereby, it significantly reduces transactioncosts. 'e-Choupal', has become the largestinitiative among all Internet-based interventions

Page 2521in rural India (1). The surge in marketing retails,sale of raw and processed food is good newsfor farmers.In the past few years, the growth of fieldcrops has been slower than the increase in theinput use. The farm incomes have been fallingeven faster. The immediate issue to tackle is toimprove their income by increasing farmproductivity and marketing of the agriculturalproduce, by large, is solely dependent on themiddlemen.It has been frequently seen that 25-40 percent of margins in marketing of farmers produceare earned by middlemen. Money spent ontransport of agricultural produce up to marketplaces does not reach farmers pockets. Iffarmers were to market directly, the return onthe investment in farming will increase.REFERENCES

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1. Anonymous. 2007. Report of working groupon agricultural marketing, infrastructureand policies required for internal andexternal trade for 11th Five Year Plan2007-12 Planning Commission,Government of India.2. Atri, B.R. and Bisaria, Geeta. 2003.Marketable surplus of rice and Wheatand benefits of storage to farmers inIndia. Agricultural Marketing XLVI (1) :27-31.3. http://pmindia.nic.in/speech/content4. http://www.itcportal.com5. Matani, A.G. 2007. Information technologyimproving retail marketing inagriculture. International MarketingConference on Marketing and Society ,8-10 April at IIM, Kanpur.6. Samsher Singh and Chauhan, S.K. 2004.Marketing of vegetables in HimachalPradesh. Agricultural Marketing XLVII(3) : 5-10.7. www.delagrimarket.org/agriculturalmarketing.htm8. www.commodity online.com/news