Journal articles on the topic 'Tomato marketing'
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Hajong, Pradip, Md Hafijur Rahman, and Md Shahriar Kobir. "Marketing system of summer tomato in Jashore district of Bangladesh." International Journal of Agricultural Research, Innovation and Technology 12, no. 1 (August 23, 2022): 12–17. http://dx.doi.org/10.3329/ijarit.v12i1.61025.
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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
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Salau, Shehu, and Mohammed Salman. "Economic analysis of tomato marketing in Ilorin metropolis, Kwara State, Nigeria." Journal of Agricultural Sciences, Belgrade 62, no. 2 (2017): 179–91. http://dx.doi.org/10.2298/jas1702179s.
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Marketing of tomatoes is a complex phenomenon due to their perishable nature, seasonality and bulkiness, and as such, tomato production requires an efficient marketing system. Studies on tomato marketing in the study area are rare in the literature. Thus, this study analysed tomato marketing in Kwara State, Nigeria. A simple random sampling technique was used in the selection of one hundred and twenty tomato marketers. A well-structured questionnaire was used for data collection. Data collected were analysed using descriptive, Herfindahl index, costs and returns analysis and multiple regression analysis. The study revealed that most (70%) of the marketers were female with mean age of 39.5 years. The Herfindahl index of 0.008 revealed that the tomato market tended toward pure competition. Furthermore, tomato marketing is a profitable venture in the study area with a monthly gross margin of N310,095. The average rate of returns to total investment was 52.6%. This implies that an average profit of N53k was realized on every naira invested in vegetable marketing in the area. Moreover, the regression analysis indicated that about 96% of the total variation in net returns was explained by the independent variables. The study revealed that purchase cost, labour cost, transport cost and marketing experience were important in determining the net returns of tomato marketers. Most (30%) of the respondents identified finance to be their major constraint. This study therefore recommends that tomato marketers should pool their resources to reap the benefits of economies of scale. Also, policies and strategies that lower marketing cost should be vigorously pursued.
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Ledger, S. N., V. N. Meurant, J. L. Lovatt, and J. E. Maltby. "TOMATO MARKETING IN BRISBANE AND SYDNEY." Acta Horticulturae, no. 247 (September 1989): 295–98. http://dx.doi.org/10.17660/actahortic.1989.247.57.
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Hidayatullah, Muhammad, Idrus Salam, and Abdi Abdi. "Margin Pemasaran dan Transmisi Harga Tomat di Desa Sidamangura Kecamatan Kusambi Kabupaten Muna Barat." Jurnal Ilmiah Penyuluhan dan Pengembangan Masyarakat 2, no. 1 (February 25, 2022): 15. http://dx.doi.org/10.56189/jippm.v2i1.24119.
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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
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Ojedokun, Ajibola, Olufemi Yesufu, and Victoria Ayorinde. "Factors influencing tomato marketing in Ile-Ife, Osun State, Nigeria." Journal on Processing and Energy in Agriculture 24, no. 2 (2020): 53–56. http://dx.doi.org/10.5937/jpea24-26487.
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This study was conducted to identify the factors influencing tomato marketing in Ile-Ife, Osun State, Nigeria. Primary data were collected from a total of 100 tomato marketers using a multistage sampling technique. The data were analysed using descriptive statistics, gross margin analysis and multiple regression analysis. The result obtained revealed that wholesalers had a higher gross margin than retailers. Gender, education level and transportation costs were found to influence the marketing margin of retailers, whereas household size and transportation costs influenced the marketing margin of wholesalers. The study therefore recommends that tomato marketers should be encouraged into wholesale marketing. This can be achieved by subsidization and the implementation of an efficient marketing system.
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Bhandari, Hemlal, Thaneshwar Bhandari, Krishna Prasad Timsina, and Hari Krishna Panta. "Supply chain efficiency of Tomato in Kathmandu valley." Journal of Agriculture and Natural Resources 4, no. 1 (January 1, 2021): 111–19. http://dx.doi.org/10.3126/janr.v4i1.33232.
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Past studies kept attention on the supply side or value chain aspects of tomato but not kept attention to the supply chain efficiency. To measure supply-side efficiencies in tomato sub-sector, this survey research organized an interview schedule with the randomly selected eighty households in Kirtipur, Chandragiri, Changunarayan, and Godawori municipalities of Kathmandu valley during April to June 2018 with semi structured questionnaire. Study estimated NRs 8,26,144/ha as net profit of tomato grown under tunnel was nearly 44% higher compared to open field condition. Further five types of marketing channels prevailed for tomato market were; channel first (producer-retailer-consumer), channel second (producer-wholesaler-retailer-consumer), channel third (produce-cooperative-retailer-consumer), channel fourth (producer-collector-wholesaler-retailer-consumer) and channel fifth (producer-wholesaler-processor-wholesaler-retailer-consumer) but most dominant was the fourth one since 45% of the fresh tomato supplied through it especially to save time and avoid all possible drudgery in the market. The marketing margin per kilogram of tomato was the lowest (NRs.16.55) in the third channel and the highest (NRs. 39.2) in the fifth channel while the highest market efficiency was 1.27 for the third channel. The producer’s share was highest for the third channel (66.33%) and lowest for fifth channel (39.88%). followed by 1st channel (63.72%) and lowest in 5th channel (39.88%). In order to promote a coordinated and most efficient supply chain, the study suggested the most dominant, low marketing margin and highly efficient supply channel for tomato so that tomato producers would get a high share. Rather than a private one, either group marketing or cooperatives are suggested to involve in fresh tomato marketing.
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Umar, Umar Shehu, and Abdu Muhammad Yaro. "Profitability Analysis of Fresh Tomato Retail Marketing In Some Major Markets Of Kano State, Nigeria." International Journal of Research in Science 3, no. 4 (December 29, 2017): 13. http://dx.doi.org/10.24178/ijrs.2017.3.4.13.
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Small scale farmers in Nigeria can’t do without tomato production because of its special attributes and quick cash generation as tomato is being viewed as cash crop, despites it perishable and none storable nature. The study examined the profitability of fresh tomato retail marketing in major markets of Kano State. A total of 149 respondents were randomly selected from the four market sites selected purposively due to the high concentration of continuous retail marketing throughout the year, the market sites are; Tarauni, ‘Yan Kaba, Garin Dau and Wudil Market. Information was collected using structured questionnaire. Deconstructed marketing margin was used for the analysis, the results revealed the marketing margin to be N452.6 and –N374.5 per basket at the peak and the off season respectively. Transportation cost accounts for about 35% and 40% of the total marketing cost for on and off season respectively. The study concluded that the retail marketing of fresh tomato is generally profitable and recommends that fresh tomato retail marketers should imbibe the idea of collective purchase in order to minimize transportation cost for maximum profit, it further recommends agricultural scientists to find ways of reducing postharvest losses at all levels of marketing so as to make the price of the commodity relatively stable throughout the year to ensure sustainability in the business.
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Olugbire, O. O., F. J. Aremu, D. O. Oke, and R. I. Kolade. "Analysis of profitability and operational efficiencies of fresh tomato marketing: empirical evidence from Oyo State Nigeria." Journal of Agriculture and Food Sciences 18, no. 2 (February 24, 2021): 109–19. http://dx.doi.org/10.4314/jafs.v18i2.8.
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Although marketing is considered a very important aspect of agricultural production, it has been a neglected aspect of agricultural development plans and this has led to a situation where marketers of fresh tomatoes are not able to track their level of profitability and which invariably makes it difficult to attract prospective investor to the business. This study examines empirically profitability and operational efficiencies of fresh tomato marketing in South Western Nigeria. The study employed primary data using structured questionnaires to collect information from 100 randomly selected fresh tomato marketers in the study area. Data collected were analyzed using descriptive statistics; gross margin and marketing efficiency analytical techniques. The result of the analysis revealed that for every ₦100 invested in fresh tomato trading in the study area, wholesalers, retailers and wholesalers/retailerrealized profit of ₦28.00, ₦18.00 and ₦ 258.00 respectively while the average operational efficiencies of wholesalers, retailers and wholesalers/retailer are 60.85%, 74.00% and 80.50% respectively. These positive and size of profits obtained for each fresh tomato marketing institutions is an indication that these institutions were able to recover their operating expenses; hence, marketing fresh tomato in the study area isprofitable and efficient.
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Maritz, Jaco, and Mark Peters. "Tomato Jos: launching a tomato paste brand in Nigeria." Emerald Emerging Markets Case Studies 12, no. 1 (January 12, 2022): 1–16. http://dx.doi.org/10.1108/eemcs-04-2021-0118.
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Learning outcomes The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. Case overview/synopsis Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote. Complexity academic level The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership. Supplementary materials Teaching notes are available for educators only. Subject code CCS 11: Strategy.
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THAYER, ANN. "USDA opens way to marketing biotech tomato." Chemical & Engineering News 70, no. 43 (October 26, 1992): 6. http://dx.doi.org/10.1021/cen-v070n043.p006.
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Chand, Khem, Shalander Kumar, A. SURESH, and M. B. DASTAGIRI. "Marketing efficiency of vegetables in developing economies: Evidences for critical intervention from Rajasthan, India." Indian Journal of Agricultural Sciences 90, no. 8 (October 14, 2020): 1419–27. http://dx.doi.org/10.56093/ijas.v90i8.105908.
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The purpose of the study is to identify the marketing channels, the relative profitability, and marketing efficiency of vegetables in a developing country, India, and identify points for critical intervention. The study uses field level data collected from farmers who cultivate carrot and tomato. Farm level data was collected from 240 farmers, 60 wholesalers (traders/contractors) and 60 retailers. Farmer’s share in consumer’s rupee is about 25% in carrot and 41% in tomato. The marketing efficiency index in prominent channels of 0.33 in carrot and 0.71 in tomato is quite low. The most common and important constraint is the non-adherence of traders with the prescribed auction system leading to lower price realisation to the farmers, followed by excessive deductions from value realised. Suggestions are provided to enhance marketing efficiency.
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Shanoyan, A., R. B. Ross, H. R. Gow, H. C. Peterson, and R. Black. "Third-party facilitation of supply chain linkages: evidence from the Armenian vegetable industry." Journal on Chain and Network Science 16, no. 2 (December 5, 2016): 83–93. http://dx.doi.org/10.3920/jcns2015.0007.
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This paper presents an empirical examination of investment responses to external facilitation of supply chain linkages between agricultural producers and processors. Specifically, it analyzes the impact of participation in the USDA Marketing Assistance Program (MAP) facilitated formal marketing channel on farm-level investments in tomato production. The analysis involves mixed method approach utilizing a case of the USDA MAP in the Armenian vegetable industry and the survey data from 427 Armenian tomato growers. The main results indicate that the tomato growers linked to USDA MAP facilitated formal marketing channel (i.e. processors) invested significantly more in expanding tomato planting area compared to growers in informal channel (i.e. direct-to-consumer markets, middleman, and barter). The lessons from the USDA MAP’s supply chain facilitation strategy and the results of quantitative analysis provide insights on incentive structures and enforcement mechanisms for designing more effective supply chain linkages.
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Agustina, Susanti, and Rizal Ahmadi. "ANALYSIS OF TOMATO MARKETING EFFICIENCY IN LOMBOK TIMUR DISTRICT." Journal of Agri Rinjani: Social Agricultural Economics - Faculty of Agriculture, UGR 1, no. 2 (December 28, 2021): 82–88. http://dx.doi.org/10.53952/jar.v1i2.43.
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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
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Pavlov, L. V., I. Y. Kondratieva, O. T. Paraskova, T. A. Sannikova, V. A. Machulkina, and E. D. Garyanova. "Tomato for marketing. Mechanized harvest (common technological process)." Vegetable crops of Russia, no. 1 (March 30, 2012): 39–40. http://dx.doi.org/10.18619/2072-9146-2012-1-39-40.
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Wongnaa, Camillus Abawiera, Stephen Opoku Mensah, Alexander Ayogyam, Lydia Asare-Kyire, and Zu Kwame Seyram Anthony. "ECONOMICS OF TOMATO MARKETING IN ASHANTI REGION, GHANA." Russian Journal of Agricultural and Socio-Economic Sciences 26, no. 2 (February 28, 2014): 3–13. http://dx.doi.org/10.18551/rjoas.2014-02.01.
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Gangkur, Fabianus, Ratya Anindita, and Hery Toiba. "Tomato Business Integration Conduct; Is It the Impact of Marketing Structure? (Tomato Marketing Study in Manggarai Regency, East Nusa Tenggara)." HABITAT 31, no. 3 (December 1, 2020): 136–43. http://dx.doi.org/10.21776/ub.habitat.2020.031.3.16.
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This study aimed to examine the demand for tomato SCP in Manggarai Regency. The participants were 82 farmers, 7 middlemen, and 16 retailers. The characteristics of the farmers were homogeneous in terms of having a limited area of approximately 0.1-0.5 hectares. A simple random sampling method was then used to determine the participants. Slovin’s formula was used to determine the farmer participants. The snowball sampling method was used to assess the sample of middlemen. Market structure data was analyzed by market share, and market concentration used CR4 estimates. Whereas, consumer conduct had been descriptively studied in relation to pricing strategies and business integration. Market performance estimation was made by measuring the margin and the farmer’s share. The results showed that the structure of the market for tomatoes in Manggarai Regency was oligopolistic and very concentrated. The CR4 values were as follows: middlemen (69.95 %), retailers (54.57%) and farmers (13.05 per cent). Meanwhile, the market structure affected the market conduct in which traders as price determinant and farmers as price takers. In addition, the middlemen established vertical business integration as an attempt to expand their business, dominate the market and increase their income. Oligopoly market structure and market conduct affected the tomato market in Manggarai Regency. The tomato market performance was inefficient as seen from a wide margin but having small farmer’s share. The margin values for channels I and II were Rp12.151,00 and Rp11.525,00 respectively. Whereas the farmer’s share was 36.46 percent and 39.74 percent respectively. Reflecting to the results, an accessible price information service is extremely needed for farmers to minimize asymmetry information. In addition, farmers need to maximize the role and work of farmers' groups as a joint marketing agency in order to increase their bargaining position.
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Ddamulira, G., O. Isaac, M. Kiryowa, R. Akullo, M. Ajero, M. Logoose, A. Otim, et al. "Practices and constraints of tomato production among smallholder farmers in Uganda." African Journal of Food, Agriculture, Nutrition and Development 21, no. 02 (March 24, 2021): 17560–80. http://dx.doi.org/10.18697/ajfand.97.19905.
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Tomato(Solanum esculentum)is one of the most promising vegetables whose production is being intensified in Uganda. However, tomato yields remain low due to several constraints. The study aimed at identifying production and marketing practices, and constraints affecting tomato productivity in major tomato growing areas of Uganda. A survey was conducted in eight major tomato producing districts using a questionnaire to guide interviews for 240 farmers and 16 key informants. The data were analyzed using SPSS software. Results revealed that tomato production in Uganda is dominated by males who grow them on 0.68 acres of land on average. Mosttomatofarmers (78.4%) use mono cropping system with varietiesAsilla F1 (35.3%), Tengeru97(21.1%), Rambo (18.1%), NovelaF1(17.7%) and Riogrande (10.3%) dominating. The choice of tomato varieties used by farmers mainly depend on yield potential, pest and disease tolerance and market preference attributes such as long shelf life. In the study area, tomato is mainly fertilized using foliar fertilizers, followed by Diammonium phosphate and cattle manure. The key pests affecting tomato include caterpillars, thrips, worms and whitefly, while bacterial wilt, blight, leaf spots and viral infections are the major diseases. Majority (95.7%) of farmers use chemical sprays(pesticides and fungicides)and 4.3% of farmers used other control methods. The other methods of pest and disease control included rogueing, hand picking, ash, organic extracts, urine and frequent weeding. Average tomato yield was 4,846.3 kg/acre lower than the potential yield of 6000kg/acre. Thirty five percent of farmers market their tomato individually on-farm, 32.8% sell in rural markets, while 32.2% send to the nearest urban markets. The study revealed intensive chemical use accounting for 20% of the production costs, high seed costs (11%) and drought (10%) as the major production constraints impeding tomato production; and price fluctuations, low prices, high transport costs, post-harvest loss on farm, and poor market access as the major marketing constraints. The research findings will aid in the development of new market-oriented, highly productive tomato varieties with improved access to seed and designing initiatives to address production and marketing constraints, which will eventually enhance tomato production.
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Srivastava, Deepak K., Lauren S. Shoemaker, Craig E. Franks, and Michael D. Sussman. "Single Laboratory Validation of a Microsatellite Marker-Based Method in Tomato Variety Identification." Journal of AOAC INTERNATIONAL 94, no. 1 (January 1, 2011): 251–58. http://dx.doi.org/10.1093/jaoac/94.1.251.
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Abstract The objective of this study was to develop a systematic and flexible method for assembling multiplex simple sequence repeat marker panels for high-throughput genome analysis in the tomato, Solanum lycopersicum, for varietal identification and to demonstrate the technical viability of these genetic markers for use in the enforcement of U.S. Department of Agriculture marketing order-based identity preservation programs. GeneMapper, a semiautomated software tool, was used for designing multiplex panels, allele identification, and polymorphism pattern evaluation of diverse tomato cultivars. Semiautomated genotyping was performed on a set of 12 microsatellite markers providing genome-wide coverage of the tomato chromosomes. Microsatellites were detected with fluorescently labeled primers grouped into five multiplex panels, and each primer pair was assessed in replicated trials for reliability of allele size estimates. Allele sizes for each locus were compared, and a database for 34 tomato varieties was developed. The microsatellite marker set identified distinct allelic peaks and unique genetic fingerprints for each of the studied tomato varieties. A "blind testing" exercise with UglyRipe™ and Vintage Ripe™ tomato varieties, using the above set of markers and database, further established the usefulness of these microsatellite markers for tomato commodity marketing order enforcement.
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Mauti, Kevin Orangi, Samuel Njiri Ndirangu, and Samuel Chege Mwangi. "Choice of Information and Communication Technology Tools in Tomato Marketing Among Smallholder Farmers in Kirinyaga County, Kenya." Journal of Agricultural Extension 25, no. 3 (August 6, 2021): 81–92. http://dx.doi.org/10.4314/jae.v25i3.8.
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This study examined the factors influencing the choice of information and communication technology (ICT) tools used in tomato marketing by smallholder farmers in Kirinyaga County, Kenya. Households were selected through a combination of purposive, two-stage stratified and probability proportionate to size sampling techniques. The study employed Semi-structured interview schedules to collect data from the sampled small-scale tomato farmers. Factors affecting the choice of ICT tools in tomato marketing were identified using multivariate model. The study revealed that age, income, level of education, farmers’ experience, and farm size, tomato production, willingness to pay for ICT tools, tomato prices and knowledge on ICT are predictors of choice of ICT use. ICT should be given in such a way that all farmers can get information as per their need. Policy makers and agricultural extension agents should create awareness on the use and importance of ICT tools for farmers to accept and use available ICT tools.
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Magar, Dinesh Babu Thapa, and Devendra Gauchan. "Production, Marketing and Value Chain Mapping of 'Srijana' Tomato Hybrid Seed in Nepal." Journal of Nepal Agricultural Research Council 2 (December 30, 2016): 1–8. http://dx.doi.org/10.3126/jnarc.v2i0.16114.
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A tomato variety known as ‘Srijana’ developed by Nepal Agricultural Research Council (NARC) has been substantially popular among Nepalese farmers and entrepreneurs. To understand the seed value chain of the Srijana hybrid tomato, a survey was conducted in 2014/15 with public research and extension institutions, private seed companies/firms, non-governmental organization and community group including individual farmers, involved in Srijana tomato seed production. The survey covered random selection of 30 agro-vets and 30 farmers in Kathmandu valley, Kavre, Nuwakot, Dolakha and Kaski districts, Nepal where production of Srijana tomato seed is mostly concentrated. A focus group discussion was also conducted with commercial tomato farmers in each of the study districts. The study showed a total production of 293 kg Srijana seed having a value of around 47 million Nepalese Rupees (US $ 470 thousands) in year 2013/14. Private sector was the dominant actor sharing about 85% of the total Srijana seed production followed by non-governmental organization (10%), farmers group (3%) and governmental station/farm/centers (2%), respectively. Out of the total Srijana seed produced, about 95% was consumed in domestic market while 5% was exported to India. The study revealed increasing trend of production, supply and price of Srijana tomato seed. About 0.3 million NRs (US $ 3,000) profit was estimated through the production of Srijana tomato seed in 0.05 hectares (500 m2) of land. Agro-vets (private sector seed dealers) were the major actors for supplying the seed from the producers to farms and received a higher profit margins. The farmers producing and selling the seed in technical assistance of public agencies received higher producer`s share (66.6%) than farmers producing and selling seed through own group (60%), technical assistance of non-governmental organization (53.3%), and in contract with private seed companies (26.7%). Majority of commercial tomato farmers had complaints on supply of poor quality seed in the market. As a result, there was declining faith on the quality of Srijana tomato seed. Limited access to parental lines and poor availability of skilled human resources were the key constraints to produce the quality Srijana seed. Therefore, it is recommended that there should be a provision of efficient quality control mechanisms, and development of human resources including public private partnerships for maintaining the genetic purity of parental lines and also improving the capacities of seed value chain actors for sustainable Srijana seed production in Nepal.
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Cárdenas, Miryam J., María F. Ante, Cinthya M. Chávez, David Sancho, Dalton M. Pardo, and Jesús A. Bonilla. "Marketing channels used in Ecuador of industrialized tomato products." Journal of Agro-industry Sciences 3, no. 2 (August 30, 2021): 37–43. http://dx.doi.org/10.17268/jais.2021.005.
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DUBEY, SHANTANU KUMAR, RESHMA GILLS, U. S. GAUTAM, ATAR SINGH, R. R. BURMAN, and RAJEEV SINGH. "Value chain mapping: A novel approach for market dynamics analysis in tomato (Solanum lycopersicum)." Indian Journal of Agricultural Sciences 90, no. 5 (September 4, 2020): 924–29. http://dx.doi.org/10.56093/ijas.v90i5.104362.
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The present investigation is an attempt to map the tomato (Solanum lycopersicum L.) value chains existing in the Champawat district of the Uttarakhand (during 2016–17) to know the market dynamics in it. Estimation of production dynamics showed an average cost of production of tomato as ₹ 80077/ha with an average net return of ₹ 158123/ ha. Data collected from the study area revealed the existence of two marketing channels with different players and interconnection (C1: Producer- Retailers-Consumer and C2: Producer -Whole sellers – Retailers-Consumers) on which tomato farmers were dependent to reach the final consumers. Value chain mapping revealed that producers share in consumers’ price in net benefit terms for C1 was 52.06% and for C2 was 27.06% though the value added for tomato till reaching the final consumers in both channels were apparently same. This showed the necessity of tactical policy integration in value chain procedural development in tomato. Reforms are also needed in the existing marketing mechanism to make a change in it, in an ‘actor-activity-client oriented beneficial and profitable’ direction.
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Melomey, Leander D., Mathieu A. T. Ayenan, George Marechera, Pearl Abu, Agyemang Danquah, David Tarus, and Eric Y. Danquah. "Pre- and Post-Harvest Practices and Varietal Preferences of Tomato in Ghana." Sustainability 14, no. 3 (January 27, 2022): 1436. http://dx.doi.org/10.3390/su14031436.
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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.
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Hensman, Grace H. "Challenges in tomato cultivation and marketing: a thematic analysis." Journal of Agriculture and Value Addition 4, no. 2 (December 31, 2021): 13. http://dx.doi.org/10.4038/java.v4i2.25.
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Richards, Timothy J., Paul M. Patterson, and Pieter Van Ispelen. "Modeling Fresh Tomato Marketing Margins: Econometrics and Neural Networks." Agricultural and Resource Economics Review 27, no. 2 (October 1998): 186–99. http://dx.doi.org/10.1017/s106828050000650x.
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This study compares two methods of estimating a reduced form model of fresh tomato marketing margins: an econometric and an artificial neural network (ANN) approach. Model performance is evaluated by comparing out-of-sample forecasts for the period of January 1992 to December 1994. Parameter estimates using the econometric model fail to reject a dynamic, imperfectly competitive, uncertain relative price spread margin specification, but misspecification tests reject both linearity and log-linearity. This nonlinearity suggests that an inherently nonlinear method, such as a neural network, may be of some value. The neural network is able to forecast with approximately half the mean square error of the econometric model, but both are equally adept at predicting turning points in the time series.
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Ben Kaabia, Monia, and José María Gil Roig. "Asimetrías en la transmisión de precios en el sector del tomate en España." Economía Agraria y Recursos Naturales 8, no. 1 (October 14, 2011): 57. http://dx.doi.org/10.7201/earn.2008.01.04.
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This paper aims to investigate the non-linear adjustments between farm and retail prices in the tomato sector in Spain. The methodology used is based on the multivariate approach to specify and estimate a Threshold Autoregressive Model. The results indicate that, in the long run, price transmission is perfect. In the short-run, price adjustments between the farm and the retail levels are asymmetric. Retailers always benefit (in terms of increasing marketing margins) from positive and negative shocks affecting supply or demand conditions. Moreover, marketing margins have been found to be main determinants of inflation in the Spanish tomato sector.
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Rowell, Brent, Terry Jones, and J. C. Snyder. "The Kentucky Tomato, Part II." HortScience 35, no. 4 (July 2000): 559C—559b. http://dx.doi.org/10.21273/hortsci.35.4.559c.
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We conducted trials of vine-ripened, staked tomato cultivars in 1998 and 1999 to identify a variety suitable for marketing as a premium “Kentucky Tomato.” Essential qualities of our ideal Kentucky tomato were determined in conversations with marketing specialists at the Kentucky Dept. of Agriculture and merchandising managers from the state's largest supermarket chain. A carefully selected group of 14 varieties (including 10 from the 1998 trial) was evaluated at two locations for yields, returns per acre, appearance, and quality in 1999. New varieties were compared with commercial standards `Mountain Spring' and `Mountain Fresh'. Yields of different sizes and grades of marketable fruit were multiplied by appropriate market prices for a given harvest date and summarized in a single “income per acre” variable for each variety. Although many varieties were in the highest 1999 income group (`Fabulous', `Mountain Spring', `Emperador', `Florida 47', `Sunleaper', `Floralina', `Mountain Fresh', `SunGem', NC 98274, `Enterprise'), not all were acceptable in terms of fruit quality and firmness. `Fabulous' and `Emperador' had higher percentages of fruits with radial cracks at one location in 1999 than in 1998. Consumer taste tests were conducted in 1998 and `Mountain Fresh' and `Floralina' were considered the best tasting among the six varieties tested. `Sunleaper', `Floralina', `SunGem', NC 98274, and `Fabulous' (for local markets) together with `Mountain Fresh' were considered prime `Kentucky Tomato' candidates and were recommended for further testing in farmers' fields in 2000.
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Wijayanto, Adi, and Ahmad Lani. "OPTIMALISASI ALTERNATIF PRODUK SAYUR DAN PEMASARAN BERBASIS ON-LINE." PAMBUDI 1, no. 1 (July 22, 2018): 28. http://dx.doi.org/10.33503/pambudi.v1i1.4.
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Tomato (Lycopersicum esculentum L.) is the most popular vegetables in the world. Softening and decay are the main factors of post-harvest losses caused by microbes Alternaria tenuis marked black spots Microorganisms enter through cracks and sores on the tomatoes. The wholesale vegetable seller group in Karangploso have difficulty when faced with the harvest of vegetables, especially tomatoes, the difficulties encountered when the amount of commodity is plentiful but the buyer is not much. This resulted in a vegetable stock is also abundant that eventually decay so sellers mangalami financial losses. Vegetable wholesaler of Commerce business management IbM1 Partners is managed by the simple management, and with the information by word of mouth for marketing, so marketing results can not be maximized. While partners IbM2 Partners also have the same problem, but it has solutions to problems but is constrained by the science and technology of food processing tomato base material. Partners for the assistance given IbM1 is (a) training of products from basic ingredients of tomato, (b) a comparative study into food production center of apple ingredients to Kota Wisata Batu and vegetable marketing website creation. While IbM Partner 2 (a) training the manufacture of products from raw material tomatoes in food / beverage to another, (b) a comparative study into food production center of apple material in Kota Wisata Batu. Manufacture of products derived from tomatoes may have a positive impact in the economy of the groups greengrocer, where tomatoes are unsold and has not experienced decay will soon be converted into other foods such as tomatoes dates, juice tomatoes, tomato jam, jelly / candy tomato and has a level of durability compared with the tomatoes in the form of vegetables. The positive impact in terms of marketing online through the website is an increasing number of buyers from all over the city that could eventually increase the economic value of the vegetable wholesalers.
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Poudel, Prabin. "Marketing Margin Assesment Of Off-Season Vegetables Value Chain In Surkhetdailekh Road Corridor." Journal of Agriculture and Environment 13 (February 10, 2013): 27–31. http://dx.doi.org/10.3126/aej.v13i0.7584.
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A study was carried out to identify structural causes of marketing margin for off-season vegetables value chain in a part of Surkhet-Dailekh road corridor during July to August 2011. Cost of production and producer's price were calculated at collection point of Bubairakhe in Goganpani VDC of Surket, and consumer's price observed at 30km far end market in Birndranagar municipalty of Surkhet. From the result of study, the marketing margin found doubled in all types of off-season vegetables value chain. The share of postharvest loss observed first most important factor for higher marketing margin, in tomato 42 percent and cauliflower 37 percent. However, it found third important factor in cabbage 28 percent. The profit margin kept by value chain actors, with contrasting in common perception, observed second important factor for increasing marketing margin in tomato 31 percent, cauliflower 28 percent and cabbage 44 percent. Hence, apposite attempts to reduce post-harvest loss in off-season vegetables value chain might be an important way for reducing marketing margin in off-season vegetables value chain. The Journal of Agriculture and Environment Vol:13, Jun.2012, Page 27-31 DOI: http://dx.doi.org/10.3126/aej.v13i0.7584
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Castro, Tiago Alves, Bruna Santos Leite, Larissa Santos Assunção, Tayane de Jesus Freitas, Nelson Barros Colauto, Giani Andrea Linde, Deborah Murowaniecki Otero, Bruna Aparecida Souza Machado, and Camila Duarte Ferreira Ribeiro. "Red Tomato Products as an Alternative to Reduce Synthetic Dyes in the Food Industry: A Review." Molecules 26, no. 23 (November 25, 2021): 7125. http://dx.doi.org/10.3390/molecules26237125.
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Most dyes used in the food industry are synthetic and can be a health hazard. Red tomato may serve as a natural alternative dye to replace synthetic colorants. This study aimed to review the literature on the addition of red tomato products (powder tomato, paste, freeze-dried, tomato peel powder, tomato pomace) to reduce the usage of synthetic dyes in the food industry. Red tomato products have been used as coloring in pasta, bologna, sausages, cookies, crackers, macaroons, hamburgers, breads, muffins, cheeses, and nuggets. The trans-cis isomerization of lycopene by oxidative processes directly affects the color of the pigment. The lycopene contained in tomato has antioxidant activity and could reduce or eliminate other oxidants and/or synthetic preservatives in food. Moreover, tomatoes in foods have high sensory scores, nutritional appeal, and marketing potential. However, its use as a food colorant has been not extensively explored. Therefore, further studies are still required, especially on the stability of carotenoids in tomatoes used in processed foods.
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Meena, Susheela, and I. P. Singh. "Price spread and efficiency of marketing of tomato in Rajasthan." Indian Journal of Agricultural Research 48, no. 4 (2014): 294. http://dx.doi.org/10.5958/0976-058x.2014.00663.5.
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JORWAR, R. M., D. H. ULEMALE, and S. M. SARAP. "Economics of production and marketing of tomato in Amravati district." INTERNATIONAL RESEARCH JOURNAL OF AGRICULTURAL ECONOMICS AND STATISTICS 8, no. 1 (March 15, 2017): 56–59. http://dx.doi.org/10.15740/has/irjaes/8.1/56-59.
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Dheir, Basima Abou, and Frank H. Brown. "A Case Study of Tomato Production and Marketing in Kuwait." Journal of International Food & Agribusiness Marketing 2, no. 3-4 (April 29, 1991): 135–48. http://dx.doi.org/10.1300/j047v02n03_05.
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Rowell, Brent, Terry Jones, John Snyder, and William Nesmith. "428 In Search of the Kentucky Tomato." HortScience 34, no. 3 (June 1999): 518B—518. http://dx.doi.org/10.21273/hortsci.34.3.518b.
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We began trials of vine-ripened, staked tomato cultivars in 1998 to identify a variety suitable for marketing as a premium “Kentucky Tomato”. In conversations with marketing specialists at the Kentucky Dept. of Agriculture and merchandising managers at the Kroger Company's regional distribution center, we identified essential qualities of our ideal Kentucky tomato. A carefully selected group of 16 varieties was evaluated at two locations for yields, appearance, quality, disease tolerance, and taste. New varieties were compared with commercial standards like `Mountain Spring'. Yields of different sizes and grades of marketable fruit were multiplied by appropriate real-market prices for a given harvest date and summarized in a single income-per-acre variable for each variety. Some of the highest yielding varieties in eastern Kentucky (`Fabulous' `Sunbeam') appeared to have some tolerance to early blight; other varieties in this highest-yielding group included `Emperador', `Enterprise', `Sunleaper', and `Sunbrite'. All of these had fruit quality we considered acceptable for commercial markets with the exception of `Sunbrite'. `Fabulous', `Emperador', `Sunleaper', `SunGem', and `Sunpride' were the highest yielding varieties in central Kentucky. `Sunleaper' and `Sunpride' appeared somewhat tolerant to tomato mosaic virus (ToMV), which occurred at this location. Preliminary taste tests identified six varieties that were evaluated further by consumers at a local farmers' market. `Mountain Fresh' and `Floralina' were considered the best tasting varieties overall. The search continues in 1999.
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Kumar, A., P. Patidar, A. Kuril, P. R. Pandey, R. K. Narvariya, and D. P. Rai. "“Price Spread of Marketing Channels of Tomato Crops in Chitrakoot District of Uttar Pradesh”." JOURNAL OF AGRICULTURE, BIOLOGY AND APPLIED STATISTICS 1, no. 2 (2022): 69–77. http://dx.doi.org/10.47509/jabas.2022.v01i02.01.
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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,
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Chhetri, Apil, Bishnu Prasad Panth, Diwas Poudel, Bibhor Gauli, and Dipak Bhattarai. "VALUE CHAIN ANALYSIS OF TOMATO IN PALPA DISTRICT OF NEPAL." SOCIO ECONOMY AND POLICY STUDIES 1, no. 2 (April 28, 2021): 44–51. http://dx.doi.org/10.26480/seps.02.2021.44.51.
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The study was conducted from January to June 2020. This study aims at carrying out the value chain analysis of tomato subsector in Palpa district. The specific objectives of the study were identifying the actors involved in value chain of tomato, finding out benefit cost ratio, marketing margin, producer share and value share of value chain actors, preparing value chain map of tomatoes and identifying the key strength, weakness, opportunities, and threats at different nodes of tomato value chain. Data were collected from primary and secondary sources. Primary data was collected by household interview, KII and secondary data was collected through published journals, research articles, reports of PMAMP, AKC and other government organizations. Data analysis was done using SPSS, Ms-Excel, and Stata statistical software. Data were analysed using descriptive statistics, benefit cost ratio, Cobb-Douglas production function, correlation analysis and value chain mapping. The opportunities and challenges in tomato value chain was achieved using strength, weakness, opportunities and threats (SWOT) analysis. From the study it was found that economically active population was 60.9% and majority of tomato growers (69.2%) has agriculture as their primary occupation. The average farm size was 0.7 ha and average area for tomato farming was 0.1 ha. The average productivity of tomato of sampled household was 29Mt/ha under open field condition. The average cost of tomato production was NRs. 18.2/kg. The gross margin and net margin per ha were NRs. 394474.4 and NRs. 362014.2 respectively. Benefit cost ratio was 1.67. Market margin was NRs. 25/kg with producer’s share 54.55% in the mostly used value chain. Similarly, market margin of local value chain was NRs. 15/kg with producer’s share 70% in the local value chain. The result identified that the major actors involved in the value chain were input suppliers, collector/cooperatives, wholesalers, retailers and consumers. The disease/insect infestation was major problem in production while low farm-gate price was major problem in marketing in the study area. The research showed that tomato farming is an important agribusiness in the research area.
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Purba, Edu Wiranto, Ahmad Zaki Yamani, and Revi Sunaryati. "ANALISIS EFISIENSI PEMASARAN TOMAT (Solanum Lycopersicum) DI KELURAHAN KALAMPANGAN KECAMATAN SABANGAU KOTA PALANGKA RAYA." JOURNAL SOCIO ECONOMICS AGRICULTURAL 16, no. 1 (April 8, 2021): 25–35. http://dx.doi.org/10.52850/jsea.v16i1.3382.
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ABSTRAK
Tujuan dari penelitian ini adalah menganalisis saluran, lembaga pemasaran dan fungsi-fungsi pemasaran, menganalisis margin, biaya, keuntungan dan efisiensi pemasaran tomat di Kelurahan Kalampangan. Sistem pemasaran tomat di Kelurahan Kalampangan yaitu saluran pemasaran I dari petani ke konsumen dan saluran pemasaran II dari petani ke pedagang pengumpul ke konsumen. Fungsi-fungsi pemasaran yaitu pada saluran pemasaran I, fungsi fungsi penjualan, fungsi pengangkutan, fungsi penyimpanan, fungsi informasi pasar, penanggungan resiko sedangkan saluran pemasaran II, fungsi penjualan, fungsi pengangkutan, fungsi penyimpanan, fungsi informasi pasar, penanggungan resiko, standarisasi dan grading, fungsi pembiayaan. Pada saluran pemasaran I, margin, biaya, keuntungan, share petani dan efisiensi pemasaran tomat di kelurahan kalampangan yaitu margin pemasaran yang diperoleh Rp. 0 (nol), biaya pemasaran total sebesar Rp. 370.532, keuntungan pemasaran sebesar Rp. 3.029.468, farmer share sebesar 0 (nol) persen, dan efisiensi pemasaran sebesar 10,90 persen sedangkan pada saluran pemasaran II, margin, biaya, keuntungan, share petani dan efisiensi pemasaran tomat di kelurahan kalampangan yaitu margin pemasaran yang diperoleh Rp. 10.578.125, biaya pemasaran total sebesar Rp. 1.346.127, keuntungan pemasaran yaitu petani sebesar Rp. 6.346.875 dan pedagang pengumpul sebesar Rp. 9.231.998, farmer share sebesar 0,375 persen, dan efisiensi pemasaran sebesar 9,39 persen.
ABSTRAK
Tujuan dari penelitian ini adalah menganalisis saluran, lembaga pemasaran dan fungsi-fungsi pemasaran, menganalisis margin, biaya, keuntungan dan efisiensi pemasaran tomat di Kelurahan Kalampangan. Sistem pemasaran tomat di Kelurahan Kalampangan yaitu saluran pemasaran I dari petani ke konsumen dan saluran pemasaran II dari petani ke pedagang pengumpul ke konsumen. Fungsi-fungsi pemasaran yaitu pada saluran pemasaran I, fungsi fungsi penjualan, fungsi pengangkutan, fungsi penyimpanan, fungsi informasi pasar, penanggungan resiko sedangkan saluran pemasaran II, fungsi penjualan, fungsi pengangkutan, fungsi penyimpanan, fungsi informasi pasar, penanggungan resiko, standarisasi dan grading, fungsi pembiayaan. Pada saluran pemasaran I, margin, biaya, keuntungan, share petani dan efisiensi pemasaran tomat di kelurahan kalampangan yaitu margin pemasaran yang diperoleh Rp. 0 (nol), biaya pemasaran total sebesar Rp. 370.532, keuntungan pemasaran sebesar Rp. 3.029.468, farmer share sebesar 0 (nol) persen, dan efisiensi pemasaran sebesar 10,90 persen sedangkan pada saluran pemasaran II, margin, biaya, keuntungan, share petani dan efisiensi pemasaran tomat di kelurahan kalampangan yaitu margin pemasaran yang diperoleh Rp. 10.578.125, biaya pemasaran total sebesar Rp. 1.346.127, keuntungan pemasaran yaitu petani sebesar Rp. 6.346.875 dan pedagang pengumpul sebesar Rp. 9.231.998, farmer share sebesar 0,375 persen, dan efisiensi pemasaran sebesar 9,39 persen. marketing costs of Rp. 370,532, marketing profits of Rp. 3,029,468, farmer share of 0 (zero) percent, and marketing efficiency of 10.90 percent while in marketing channels II, margin, cost, profit, share of farmers and tomato marketing efficiency in kalampangan village, namely marketing margin obtained Rp. 10,578,125 , total marketing costs amounted to Rp. 1,346,127, marketing profits were farmers amounted to Rp. 6,346,875 and collecting traders amounted to Rp. 9,231,998, farmer shares by 0.375 percent, and marketing efficiency of 9.39 percent.
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Tiwari, Injila, Kabita Kumari Shah, Subina Tripathi, Bindu Modi, Jiban Shrestha, Hari Prasad Pandey, Bishnu Prasad Bhattarai, and Binayak Prasad Rajbhandari. "Post-harvest practices and loss assessment in tomato (Solanum lycopersicum L.) in Kathmandu, Nepal." Journal of Agriculture and Natural Resources 3, no. 2 (October 30, 2020): 335–52. http://dx.doi.org/10.3126/janr.v3i2.32545.
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Postharvest loss is one of the major problems in tomato production. This study was conducted to assess the post-harvest practices and losses of tomato at the farmers’ fields in three districts namely Kathmandu (Kavresthali), Lalitpur (Lubhoo, and Lamatar), and Bhaktapur (Tathali and Kaushaltar). By using a simple random sampling method, the sample size of 60 respondents was chosen. A pre-tested questionnaire, group conversation, and key-informant survey were applied in this study. The results revealed that 10.3% of the respondents produced the tomato on a small scale whereas 58.8% of respondents produced on large scale. 10% of total losses were found from harvesting to marketing. In the field, during harvesting and packaging, there was a 2% loss. The tomato loss was negligible during grading and washing. 4% loss was found during the transportation of tomato and 2% of the loss during the storage of tomato. To the producer level, the insufficient knowledge about the storage, packaging, transportation, and random harvesting led to the maximum loss of tomato. In the study area, the producers played important role in reducing the postharvest loss of tomato, therefore, public awareness should be increased through mass media about the proper harvesting and storing of tomato.
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Jumps, Jimmy Cristhian Loor, Gonzalo Rigoberto Menoscal Chilán, Doris Marlene Sancán Murillo, and Alexander Patricio García Mendoza. "Evaluation of post-harvest tomato practices (lycopersicum sculentum)." International journal of life sciences 3, no. 3 (November 8, 2019): 8–15. http://dx.doi.org/10.29332/ijls.v3n3.357.
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Despite the fact that tomato is the most cultivated vegetable in Portoviejo, there is still a need for change in the production farms with respect to the post-harvest handling of the product. The work shows an analysis of the results of inadequate post-harvest management of tomatoes, which was carried out as part of a research teaching work at the Paulo Emilio Macías Higher Technological Institute. The problem is centered on the lack of good post-harvest management practices for tomatoes on farms in the Portoviejo canton. The study was applied to 20 producers from 5 populations of rural Portovejenses, whose objective was to determine and quantify post-harvest losses, in the harvest-marketing phase, analyzing the decrease in the quality of the vegetable, due to handling factors, packaging, and transport conditions between farms and the commercialization center. The results obtained show that good post-harvest practices are not carried out and that the producers are unaware of the importance of proper management during collection, transport, and marketing, concluding that it is necessary to create a post-harvest management guide for the cultivation of tomato, to be applied in farms of the Portoviejo canton.
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Suriadi, Suriadi. "ANALISIS BIAYA DAN PENERIMAAN USAHATANI TOMAT DI DESA WAKULI KECAMATAN KAPONTORI KABUPATEN BUTON." Media Agribisnis 1, no. 1 (May 15, 2017): 14–20. http://dx.doi.org/10.35326/agribisnis.v1i1.378.
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Abstract
Problem statements in this research are: how much is the cost incurred by farmers in tomato farming in Waklii Village, Kapontori Sub-district, Buton Regency and how much is the income obtained from tomato farming in Wakuli Village, Kapontori Sub-district, Buton Regency. This study aims to determine how much the average cost received by farmers from tomato farming in Wakuli Village, Kapontori Sub-district Buton Regency and how much the average income received by tomato farmers in Wakuli Village, Kapontori sub-district, Buton Regency, this research was carried out in Wakuli Village, Kapontori Sub-district of Buton Regency for two months from June to July 2015. The population of this study was existing tomato farmers, the research sample took 30 tomato farmers. Data were collected through interviews using questionnaires and data analysis using cost and revenue analysis. The results showed that the costs incurred by farmers in conducting tomato farming activities with an average land area of 1 ha with an average cost of IDR 5,715,983 and the average acceptance of IDR 14,303,667, with the average income of the respondent farmers, is IDR 8,587,983. Recommendations Local governments, especially at the regency level, need to establish regulations relating to the tomato marketing system, especially determining basic prices.
Keywords: cost and acceptance analysis, tomato farming
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Mendonça Lima, Dag, and Andréa Leda Ramos de Oliveira. "Waste assessment in distribution and marketing logistics of horticultural products: evidence from Brazil." Revista de la Facultad de Ciencias Agrarias UNCuyo 53, no. 1 (July 7, 2021): 207–19. http://dx.doi.org/10.48162/rev.39.020.
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Worldwide, one-third of the food produced is inconsumable due to marketable quality losses. Parallelly, and given the growing world population, levels of waste have become unacceptable. Supply channels play a fundamental role in establishing strategies for food waste mitigation. The objective of this research was to analyze if good operational practices with different dimensions of distribution and commercialization logistics may contribute to reduce fruit and vegetable waste. The studied dimensions were: logistics, operations, technology, trade and management. Several questionnaires were administered to 83 specialized wholesale merchants from a large supply center in Brazil, for lettuce, potato, orange, papaya and tomato. The results indicated that for papaya and potato, low and high waste generation are associated with a greater number of anti-waste actions (p = 0.0071 and p = 0.0469 respectively). For tomato, lettuce and orange, no significant differences for found. These results represent a first approach to understanding the reasons for food waste at wholesale centers. Highlights: Worldwide, one-third of the food produced is inconsumable due to marketable quality losses. In Brazil, about 40 thousand tons of food is wasted per year. Food waste in the fruit and vegetable supply chain is associated with the following dimensions: logistics, operation, technology, trade and management. For papaya and potatoes, low levels of residues are associated with a greater number of anti-waste actions such use of a cold chamber and use of promotional pricing, respectively. For tomato, lettuce and orange, no significant differences was found for high and low levels of waste in relation to the number of actions undertaken in these chains.
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Pratissoli, Dirceu, Victor LS Lima, Victor D. Pirovani, and Wallace L. Lima. "Occurrence of Helicoverpa armigera (Lepidoptera: Noctuidae) on tomato in the Espírito Santo state." Horticultura Brasileira 33, no. 1 (March 2015): 101–5. http://dx.doi.org/10.1590/s0102-053620150000100016.
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The species Helicoverpa armigera is one of the most important polyphagous and widely distributed pests in the world. Its occurrence was recently reported on soybean and cotton, in the states of Goiás, Mato Grosso and Bahia, Brazil. Tomato is also host species of H. armigera, among the 200 registered, being one of the most important crops in the Espírito Santo state. The production of tomatoes is fully dedicated for fresh consumption and the damage caused by H. armigera in fruits make unfeasible marketing. Therefore, this study aimed to record the occurrence of H. armigera in tomato crop in the Espírito Santo state. From February 2012 to October 2013, insects were collected from tomato plants in some producing areas. After insect identification, by dissection of the genitalia of adult moths, it was possible to confirm the occurrence of H. armigera on tomato crop in the Espírito Santo state.
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AL-Saikhan, Mohamed S., and Tarek A. Shalaby. "Effect of hydrogen peroxide (H2O2) treatment on physicochemical characteristics of tomato fruits during post-harvest storage." Australian Journal of Crop Science, no. 13(05) 2019 (May 20, 2019): 798–802. http://dx.doi.org/10.21475/ajcs.19.13.05.p1738.
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Tomato is a perishable vegetable crop and it faces several problems during marketing and storage. Postharvest losses during storage of tomato fruits are mainly due to decay. In this study, the effect of postharvest application of hydrogen peroxide on quality and decay of tomato fruits during storage under two storage temperatures (10 ºC and 20 ºC) was studied. Tomato fruits (Red rose cv.) at light red maturity stage were dipped in a solution of hydrogen peroxide (0, 5 and 15 mM) for 30 min, then air-dried at room temperature and stored at room temperature (20ºC) for three weeks in fridge (10ºC) for 4 weeks. A factorial (3 x 2) complete randomized design with three replications was used. The results showed that Hydrogen peroxide treatments reduced weight loss and disease incidence percentage of fruits compared with control treatment (0 mM hydrogen peroxide). Moreover, hydrogen peroxide treatments had slight effect on fruit firmness. Regarding TSS% and ascorbic acid content, there were no significant differences among treatments. In addition, storage temperature affected tomato fruit quality during storage time. Therefore, the use of hydrogen peroxide in postharvest treatments is useful to keep quality of tomato fruits under storage conditions.
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Abu Glion, Hiam, Sharon Alkalai-Tuvia, Merav Zaaroor-Presman, Daniel Chalupowicz, Mili Zanbar, Michal Amichai, Shabtai Cohen, Tsion Shemer, Shlomo Sarig, and Elazar Fallik. "Effects of Rootstock/Scion Combination and Two Irrigation Water Qualities on Cherry Tomato Yield and Postharvest Fruit Quality." Horticulturae 5, no. 2 (May 10, 2019): 35. http://dx.doi.org/10.3390/horticulturae5020035.
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The aim of this research was to evaluate postharvest cherry tomato (Solanum lycopersicum (L.) Mill.) yield and fruit quality as affected by grafting and irrigation water quality in the desert region of Israel. Tomato plants (scion cv. Lorka) were grafted onto 3 commercial tomato rootstocks (Resistar, Beaufort and TRS2) and were irrigated with 2 water qualities: fresh water (electrical conductivity (EC)-1.6 dS m−1) and salty water (EC-4.0 dS m−1). Fresh water significantly increased fruit yield by an average of 17% and fruit size, regardless of plant grafting and rootstock, but there were no significant differences in fruit size between the water treatments. However, salty water, but not grafting, significantly improved several quality parameters of fruit stored for 12 d at 12 °C followed by 2 d at 20 °C in simulated sea transport of produce from Israel to Europe and marketing. Fruit harvested from plants irrigated with salty water showed higher sweetness, sourness and, especially, better general taste, and significantly reduced off-flavor, compared with those irrigated with fresh water. The combination of ‘Lorka’ on ‘Resistar’ rootstock and resulted in the best external, internal, and sensory quality parameters at the end of storability and marketing simulation, while the lowest-quality parameters were in fruit harvested from ‘Lorka’ on ‘Beaufort’ rootstock.
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Syamdi, Puput Puspitasari, Rustam Abd Rauf, Efendy, Arifuddin Lamusa, Christoporus, Isrun, and Muhammad Basir-Cyio. "Analysis of Marketing Chain of Vegetable Commodities in Around the Areas Affected by the Liquefaction Disaster." International Journal of Research and Innovation in Applied Science 07, no. 02 (2022): 43–52. http://dx.doi.org/10.51584/ijrias.2022.7202.
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Many factors cause why farmers do not have the ability to maintain their socio-economic life, mainly because it is difficult to obtain fresh funds, unavailability of production facilities and supporting factors such as fertilizers, superior seeds, counseling, and the low attention of local and central governments.Explorative and developmental research, which focuses on exploratory activities in providing an overview in mapping the profile of farmers, including the supply chain of vegetables sold to the capital city of Palu, the capital city of Central Sulawesi Province as well as a trading center and government. The research was carried out around the areas affected by the Jono Oge and Sidondo Earthquake and Liquefaction of Sigi Regency to look at the marketing chain and Palu City to see the supply chain at the Masomba and Manonda traditional markets, while to see the perpetrators of the trade system were traced based on the location of the traders and suppliers domiciled. To find out the suppliers in the traditional market, a careful identification is carried out so that the percentage (share) of suppliers outside Jono Oge can be known.The data analysis used in this research is descriptive.The longer the marketing chain in the tomato and chili vegetable trading system in the research area around Jono Oge and Sidondo which was affected by the earthquake and liquefaction, the more inefficient it will be. Thus, marketing channel I for both tomatoes and chilies is the one that gives a higher Farmer’s Share value and is more efficient than marketing channel II. All institutions involved in the marketing chain, from farmers, traders to retailers, carry out marketing functions, namely buying, selling, transportation, storage, processing, standardization and grading, financing, risk management, and market information. The margin share of producer farmers in each marketing channel for each tomato and chili is 84% and 89.74%, respectively.
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Shaon, Shoaib, Pomeuz Zaman, S. Mahmud, Parsha Shanzana, Rabiul Rajib, Tawhidur Rahman, Md-Amirul Islam, et al. "Detection of many Health Hazardous Chemicals Used in Tomato Marketing in Bangladesh." British Biotechnology Journal 15, no. 2 (January 10, 2016): 1–12. http://dx.doi.org/10.9734/bbj/2016/26489.
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Wankhade, S. D., S. J. Kakde, R. K. Kolhe, and R. G. Deshmukh. "Marketing and price spread of tomato in Western Vidarbha region of Maharashtra." INTERNATIONAL RESEARCH JOURNAL OF AGRICULTURAL ECONOMICS AND STATISTICS 10, no. 1 (March 15, 2019): 139–42. http://dx.doi.org/10.15740/has/irjaes/10.1/139-142.
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TALATHI, J. M., V. A. THORAT, and P. J. KSHIRSAGAR. "Economic analysis of post harvest losses in marketing of tomato in Karnataka." ASIAN JOURNAL OF HORTICULTURE 11, no. 2 (December 15, 2016): 355–60. http://dx.doi.org/10.15740/has/tajh/11.2/355-360.
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Alamanos, Eleftherios, Michael Bourlakis, and Irini Tzimitra‐Kalogianni. "Segmenting Greek tomato consumers: policy and marketing insights towards a healthy diet." British Food Journal 115, no. 4 (April 12, 2013): 488–507. http://dx.doi.org/10.1108/00070701311317801.
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Ait Sidhoum, Amer, and Teresa Serra. "Volatility Spillovers in the Spanish Food Marketing Chain: The Case of Tomato." Agribusiness 32, no. 1 (April 9, 2015): 45–63. http://dx.doi.org/10.1002/agr.21418.
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