CO-OPERATIVE MARKETING
The existing institutional structure of co-operative marketing is such that the co-operatives are functioning at the primary level, at the secondary level (taluka or district) and at the state level. In pursuance of a recommendation of the Dantwala Committee, efforts have been made to persuade the state govts to divert the middle tier viz. the distrct marketing federations, of the functions legitimately falling within the purview of the state or primary marketing societies, so that a two-tier system can be brought into operation. The co-operatives in different states have been federated into a central level federation viz. the National Agricultural Co-operative Marketing Federation (NAFED). At the end of 1960-70 as many as 3335 primary cooperative marketing societies were operating. Of these more than 500 were specialized commodity marketing societies for special crops, cotton, fruits and vegetables. In certain states intermediate organizations at district and state levels have also been established. At the end of 1960-70, 232 such societies were functioning. They included some commodity federations also. At the state level 28 apex co-operative marketing federations are functioning. They are normally handling all the commodities. There are a few apex cooperative societies which are handling exclusively a particular commodity eg. two apex societies in Gujarat are handling cotton, one is handling fruits and vegetables and one in Uttar Pradesh is handling sugarcane only. In order to strengthen and develop co-operative marketing to an extent where it may have an impact on the marketing of agricultural produce, several measures have been initiated. Steps are also being taken to see that there is an effective co-ordination between the state cooperative departments and their counterparts dealing with agricultural marketing. Consequently there has been a significant expansion in the operations of marketing co-operatives. This is exclusive of the value of agricultural requisites and consumer articles handled by the marketing cooperatives. The main commodities marketed by the cooperatives were sugarcane, cotton, oilseeds, fruits, vegetables and plantation crops.
In pursuance of the decision of the govt, a scheme of outright purchases of agricultural produce by the co-operative marketing societies was launched in 1964-65 in 200 selected marketing societies. The basic theme of this scheme has been to bring the small producers within the fold of co-operative marketing together for such farmers. To provide the necessary financial backing the scheme envisaged the creation of a price-fluctuation fund. The fund envisages to meet losses if suffered by the co-operative marketing societies at different levels as a result of outright purchases of agricultural produce.
The scheme has been operative in several states. During 1969-70 the value of the agricultural produce purchased under the outright purchase scheme was about 34 crores. As a result of this scheme there has been a greater involvement of cooperative societies in the marketing of agricultural produce.
Besides this scheme has given impetus to inter-state trade by the cooperatives. They transacted about Rs 66.55 crores worth of agricultural produce during 1969-70.
Inter state trade. The co-operative marketing societies are devoting increasing attention to inter state trade in agricultural produce. The main commodities are wheat, pulses, plantation crops, copra, spices, fruits and vegetables. The bulk of the transactions were made by the Punjab Apex Federation. During 1970-71 the NAFED acted as the agency of the co-operatives of Jammu and Kashmir for marketing their apples outside the state.
Co-operative export of agricultural produce. The export of agricultural produce by the co-operative sector continues to be a growing activity. The bulk of the exports are made by National Agricultural Cooperative Marketing Federation Ltd., which accounted for exports worth Rs 5.64 crores. Besides , the Gujurat State Cooperative Marketing Federation Ltd., the Khanna Cooperative Marketing Federation Ltd., the Kerela state Cooperative Marketing Federation Ltd., the Jalgaon district fruit sales societies and the coconut oil millers society also cooperated to exports to countries like Kuwait, Malaysia, Ceylon, Singapore, Bahrain, Doha, Dubai, Iran ,Muscat. The Khanna Solvent Extraction Plant in the Punjab State exported de-oiled cake worth Rs 35 lakhs during 1969-70. The main commodities exported by the cooperatives were pulses, chillies, onions, pepper, de-oiled cake, potatoes and kardi extraction meal. The exports were mainly made to Ceylon and other important markets were Mauritius, Kuwait, Doha, Bahrain, Hong Kong, the USSR, the UK , Iran, Czechoslovakia and France. Some of the traditional items of export have been marketed in non traditional areas. Pulses were exported to Cuba and onions to Malaysia and Singapore. The cooperatives also assisted various agencies to export agricultural commodities. In this connection exports of coffee and raw sugar were made.
During 1970-71 , NAFED exported agricultural produce worth Rs 5.26 crores. The Jalgaon District Fruit Sale Societies Cooperative Marketing Federation Ltd., directly exported bananas worth Rs. 34 lakhs to Kuwait and Bahrain Islands.
Co-operative cold stores. Co-operatives are also to facilitate the storage and marketing of perishable commodities especially seed potatoes. By the end of the Third plan the cooperatives had established 87 cold stores and the target for the fourth plan was set at 45 more. At the end of December 1971 there were as many as 96 cooperative cold stores with a capacity of 1.42 lakhs tonnes.
TRAINING OF MARKETING PERSONNEL.
Several training courses, viz. (a)11 months Diploma Course in Agricultural Marketing in Nagpur, (b)4 months Market Secretaries Course at Chandigarh, Lucknow and Hyderabad, (c)6 months Diploma in Livestock Marketing at Nagpur, (d) 3 months training for grading supervisors at Nagpur (e) 3 months Graders Course at Hubli, Lucknow, and Chandigarh, (f)4 months Training Course in Cotton Classing Centre at Surat, (g)6 months Training Course in Tobacco Grading at Guntur, and (h)3 weeks course at Demonstration cum training centre in animal casing at Bombay and New Delhi are being run by the directorate of marketing and inspection. In addition short term condensed training courses of one week duration organized for the state govt personnel in Kapas grading. As many as 407 candidates in the 11 months Diploma course, 1596 in 4 mths course; 212 in 3 mths course; and 76 in 3 mths grading course were trained by the end of 1972-73.
Market extension. The directorate of marketing and inspection has set up a seperate extension wing for the dissemination of information valuable to producers as well as to consumers. The primary aim of the scheme is to enlighten the producer seller on consumer preference and to advise him on the proper methods of preparation for marketing, grading, storing, packaging, handling and transporting and to improve the quality of the produce and to secure a better return to the growers.
Since 1969, the Directorate of marketing and inspection has in collaboration with the directorate of extension launched a series of 'Agmark' exhibitions known as 'vital link between farm and home'. These have been held in New Delhi, Lucknow, Chandigarh, Trivandrum, Bombay, Calcutta, Bangalore, Nagpur, Ahmedabad, Madras and Hyderabad. These have designed to educate the general public in the field of agricultural marketing to promote quality consciousness among producers.
Marketing intelligence. With a view to disseminating the marketing intelligence to the interested parties the directorate of marketing and inspection publishes the following journals:
1. Agricultural Marketing--a quarterly journal
2. Marketing Newsletter-- a monthly letter
3. Agmark Statistics-- yearly
4. Commodity Intelligence Bulletins for tobacco, wool, bristles, potatoes etc.
MARKETING RESEARCH AND INVESTIGATION
The role of market research in the establishment of an efficient system of marketing cannot be overemphasized. In order to be able to introduce reforms one should know the defects and shortcomings of the prevailing system. This calls for and justifies the necessity of intensive research and investigation. Under the third five-year plan an elaborate scheme for conducting survey, and research in the various facets of agricultural marketing has been undertaken by the Directorate of marketing and inspection. Particular attention is being paid to the collection of market information, with regard to price spreads, shifts in marketing practices, consumption pattern, consumer preferences, directional movements, packaging, assembling, transportation, distribution etc. Authentic statisics and data are being collected so that up-to date information may be maintained in respect of all important agricultural commodities. Besides the market surveys cover studies on the organisational aspect of the mktg. system, problem orinted studies etc. Under the fourth five year plan a specialized study to estimate the post harvest losses and marketable surpluses of agricultural produce have been taken up on an all-India level.
The Research Wing of the Directorate of marketing and inspection has been further strengthened by creating the Market Research and Planning Cell. The cell has a big component of exports in the field of agricultural marketing research and is expected to increase the tempo of development in this field .
Conclusion. Marketing is a multistage process. For the improvement and development of marketing structure, a co-ordinate approach aiming at removing all the weak links of the marketing chain is essential. A package of improved marketing services in the form of regulated markets, grading, weighing, storing, transporting, handling services and marketing finance need to be made available to ensure the producer a fair return from his production efforts and a better share in the price paid by the consumer. At the same time, market research programs should be oriented to the developing of an orderly and efficient marketing system. This is a crucial time in the development of agricultural marketing when the country is poised to enter an ers of production surpluses. A piecemeal approach at this stage can be disastrous and can nullify the advantages gained by the farmer on the production front.
