Assessment of Economic Performance of Farmer Producer Companies in the Southern Districts of Tamil Nadu: Delineating Socio-economic Determinants and their Impact | Chapter 5 | Current Research Progress in Agricultural Sciences Vol. 6

GOI in 2000 established a committee under the chairmanship of Prof. Y. K. Alagh to promote the concept of producer companies (PC), aiming to improve support for primary producers. Farmer Producer Companies (FPCs) have become an important model for improving the socio-economic status and economic performance of small and marginal farmers in India, particularly in southern districts like Virudhunagar and Theni in Tamil Nadu. This study explores the role of FPCs in empowering farmers by enhancing market access, improving bargaining power, and reducing input costs. The research involved seven FPCs and a sample of 140 members, focusing on demographic factors, income levels, farm size, and governance structures. In Virudhunagar, four FPCs were selected and in Theni, three FPCs were selected. From each FPO, 20 FPC members were selected, resulting in a total sample of 140 FPC members for statistical analysis. The analysis revealed that FPCs predominantly consist of female members, with an average age of 44. Most members saw increased income after joining FPCs. Additionally, the SWOT analysis identified strengths like better market access and weaknesses such as limited processing facilities, posing operational challenges. The main goal of the FPC is to provide quality inputs, procurement, and trading of commodities to increase the income of member farmers. FPCs showed promise in transforming agriculture, notably through improvements in millet cultivation. For instance, FPC interventions led to a 20% increase in millet yields. Opportunities for FPCs include access to credit, government schemes, and improved market linkages. However, FPCs must navigate external threats such as price volatility, competition from local traders, and uniting diverse member interests. The findings offer valuable insights into potential strategies for strengthening FPCs in Tamil Nadu, such as enhancing cooperative marketing initiatives and investing in infrastructure for value addition to agricultural products.

 

Author (s) Details

 

A Malaisamy
AC & RI, Tamil Nadu Agricultural University, Madurai, Tamil Nadu, India.

 

Please see the book here:- https://doi.org/10.9734/bpi/crpas/v6/3487

An Empirical Analysis on Acumen of Farmer Members on Farmer Producer Companies | Chapter 6 | Innovations in Science and Technology Vol. 1

 The current study was done in Maharashtra, India, with the goal of analysing farmers' attitudes of Farmer Producer Companies (FPCs). The bulk of Indian farmers, who make for more than 86 percent of the farming population, continue to suffer numerous obstacles. The study's sample respondents were farmers who were members of the organisation. According to the findings of this study, 96.66 percent of farmers in category I, 82.73 percent of farmers in category II, and 77.50 percent of farmers in category III reported an increase in yields after joining a producer business. It was also noted that the quality of the produce had improved, and the majority of the farmers were satisfied with the price they received for their produce after joining FPCs. It was also fascinating to see that the farmers' problems were different in each of the three FPC groups. However, the manipulation of quotas and quality criteria by some corporations was a widespread problem for farmers in categories II and III. The SWOT analysis found that the primary strengths identified by farmers were more or less the same in the selected FPCs, such as provision of inputs and production services, higher yields due to better management, reducing price risk, and better bargaining for small holders. As regarded by the farmers, the adoption of new production technology was a shared weakness, and pro-government policy was a key opportunity for all producer enterprises. The challenge of sustaining long-term operations, cutthroat competition among organisations, and societal and cultural restraints are all recurrent threats to producer companies of all types.

Author(S) Details

S. B. Ramya Lakshmi
National Institute of Agricultural Extension Management (MANAGE), Hyderabad-500030, Telangana, India.

G. Jaya
National Institute of Agricultural Extension Management (MANAGE), Hyderabad-500030, Telangana, India.

K. C. Gummagolmath
National Institute of Agricultural Extension Management (MANAGE), Hyderabad-500030, Telangana, India.

View Book:- https://stm.bookpi.org/IST-V1/article/view/5080

Study on the Challenge of Conservation of Strategic Change: A Case of Alliance Renault-Nissan-Mitsubishi | Chapter 7 | Current Approaches in Science and Technology Research Vol. 14

 There was a global financial and business catastrophe last year. Small and medium-sized businesses are increasingly failing, and the majority of them are attempting to produce the necessary profit to stay afloat. Furthermore, it has been discovered that this crisis is affecting large corporations that have either gone bankrupt or are on the verge of doing so. The following project will present and analyse Renault, Nissan, and Mitsubishi's strategic alliance. The existing external environment and the decision's drivers are discussed. The new tendencies in the automotive sector toward mobility, connection, and green products are examined in further detail. The alliance's model, as well as the results in terms of sales and development, are also given. During the preceding year, the three companies established a new cooperative scheme based on the "Leader-Follower" business model. This technique is also presented in a critical light. After that, a SWOT analysis is performed, and recommendations for future tactics are produced. The goal of this article is to look at the three firms' merger strategy and see how far a vision of transformation, of a better scenario, can be built. Also, to see if Renault, Nissan, and Mitsubishi would be able to compete effectively in domestic, hourly, and international markets as a result of their growing market share.

Author (S) Details

Ioanna Dimitrakaki
International Hellenic University, Department of Business Administration, Greece.

View Book :- https://stm.bookpi.org/CASTR-V14/article/view/2999