scholarly journals Production, Marketing and Value Chain Mapping of 'Srijana' Tomato Hybrid Seed in Nepal

2016 ◽  
Vol 2 ◽  
pp. 1-8
Author(s):  
Dinesh Babu Thapa Magar ◽  
Devendra Gauchan
Keyword(s):  
Human Resources ◽  
Private Sector ◽  
Seed Production ◽  
Value Chain ◽  
Technical Assistance ◽  
Total Production ◽  
Tomato Seed ◽  
Community Group ◽  
Governmental Organization ◽  
Parental Lines

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.

scholarly journals Demand Driven Common Bean Variety Development and Promotion for Enhanced Productivity and Production

Proceedings ◽  
2020 ◽  
Vol 36 (1) ◽  
pp. 139
Author(s):  
Berhanu Amsalu Fenta ◽  
Kassay Negash ◽  
Kidane Tumssa ◽  
Tigist Shiferaw ◽  
Dagmawit Tsegaye ◽  
...  
Keyword(s):  
Common Bean ◽  
Seed Production ◽  
Value Chain ◽  
Innovative Technology ◽  
Agricultural Practice ◽  
Total Production ◽  
Improvement Program ◽  
Bean Variety ◽  
Good Agricultural Practice ◽  
Variety Selection

Common bean research program of Ethiopia aimed at development of demanded variety for enhanced adoption, improve food and nutrition security as well as to boost income of smallholder farmers thereby enhancing foreign earnings of the country. To achieve these aim, the breeding program use different strategies. These incudes, importing demanded variety and fast-track testing release, introducing bean germplasm and release stable variety and participatory variety selection for incorporating growers traits on variety selection. Accordingly, bean improvement program selected six major bean products that includes, small/large white beans, speckled bean, small/large reds and mottled beans. During variety selection stakeholders’ choice and trait of preference has been incorporated during interactive consultative forums of the value chain actor at bean innovation multi-stakeholder platform. Apart from bean variety development, integrated crop management technologies has been developed to implement good agricultural practice. To facilitate common variety adoption, bean seed system have been enhanced through integration of early generation seed production with formal and informal seed production of public and private seed producers. These efforts has enhanced transformed productivity from 0.7 to 1.5 t/ha and area expanded from 150,000 ha to 520,121 ha and total production up to 568,243 t. Due to this fact bean export has been increased up to 100–150 million USD per annum. Generally, the demand led breeding and value chain approach, synergetic and innovative technology generation and promotion has transformed bean productivity, area produced and market; consecutively livelihood of growers and income of the country has been enhanced.

Global competition of an organization: Managerial analysis of IBM’s global operations under the concepts - value chain, value network and value shop

2021 ◽  
Vol 9 (3) ◽  
pp. 99-115
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Value Chain ◽  
Joint Ventures ◽  
Global Competition ◽  
Value Network ◽  
Goods And Services ◽  
Sustained Competitive Advantage ◽  
Global Operations

Globalization has been one of the strategies many organizations looking to achieve competitive advantage in their markets of operation have been implementing. It has been in existence since the Europeans and Americans started to move into other continents to conquer nations within those continents. Globalization involves the movement of an organization to other parts of the globe in order to utilize the opportunities normally available in those countries for manufacturing of products and trading. There are many strategies through which organizations could use to go global. However the most popular strategies are alliances, acquisitions, mergers and joint ventures.  Most organizations which go global usually look for how they could cut cost by utilizing the cheaper natural and human resources available in those countries for production of goods and services. These organizations which go global are called multi-national companies (MNCs), as they usually have assets in the countries they operate from. Some organizations have been able to benefit substantially from globalization, whilst others not. The successful organizations have been able to achieve competitive advantage and some of them have even been able to attain sustained competitive advantage in their fields of operation.

Web Strategy in the Digital Economy

2014 ◽  
pp. 99-116
Author(s):  
Mahesh S. Raisinghani ◽  
Chih-Hung Chung
Keyword(s):  
Human Resources ◽  
Business Model ◽  
Value Chain ◽  
Business Strategy ◽  
Return On Investment ◽  
Online Community ◽  
Distribution Channels ◽  
Thought Process ◽  
Web Presence ◽  
The Web

The Internet, for many businesses, has become as invaluable as human resources, equipment, and distribution channels. Continued current use and implementation of new Internet tools will further enhance business and continue to improve the business model and the return on investment. A good Web strategy works with an organizations' business strategy to design and implement a Website that meets the goals of its business strategy. After building a Web presence, the thought process is on continuous improvement of the business model and its value chain. The Web strategy, as explored in this chapter, includes enhancement of the online community, personalization, content, ecommerce, extranets, and intranets.

The United Nations and Human Rights

1997 ◽  
Vol 25 (1-3) ◽  
pp. 17-34
Author(s):  
Gudmundur Alfredsson
Keyword(s):  
Human Rights ◽  
United Nations ◽  
Technical Assistance ◽  
International Human Rights ◽  
Governmental Organization ◽  
Fundamental Freedoms ◽  
International Human ◽  
The United Nations ◽  
Human Rights Standards ◽  
Rights Issues

International cooperation for the promotion and encouragement of human rights and fundamental freedoms is one of the very purposes of the United Nations, according to article 1 of the Organization's Charter. The mandate is clear. In order to live up to this purpose, much work has been undertaken by establishing international human rights standards and by encouraging and persuading states to comply with these same standards.This presentation, by way of an overview, briefly describes the international human rights instruments and the classification and contents of the standards contained therein. The methods employed by the United Nations and non-governmental organization (NGOs) for the realization of the standards are also outlined, including monitoring procedures, technical assistance and other activities concerned with the protection and promotion of human rights. Finally, the presentation identifies UN institutions where human rights issues and procedures are debated and decided upon.

scholarly journals Realigning Value Chain Concept towards Destination Branding: Zimbabwe Tourism Destination Reality

2015 ◽  
Vol 3 (2) ◽  
pp. 34
Author(s):  
Farai Chigora ◽  
Promise Zvavahera
Keyword(s):  
Human Resources ◽  
Natural Resources ◽  
Brand Equity ◽  
Value Chain ◽  
Local People ◽  
Chain Model ◽  
Sustainable Competitive Advantage ◽  
Tourism Destination ◽  
Sustainable Practices ◽  
Destination Branding

The study analysed the value chain model that was used to analyse the sustainable competitive advantage of manufacturing businesses by Porter in 1985. The processes of the model which are both primary and secondary variables were matched and compared to the tourism destination processes. This was done in order to design a specific value chain model that can be used by a tourism destination so as to improve brand equity. The study therefore analysed Zimbabwe as a tourism destination which needs to improve its brand equity through an effective tourism value chain. The study used a sequential mixed method in order to establish data from respondents. It started with a qualitative design whereby by Zimbabwe tourism destination processes were established through in-depth interviews from various experts in the industry. The identified variables were local people, natural resources and destination marketers. Also the respondents agreed that the secondary factors for a Zimbabwe tourism destination value chain include finance, skilled human resources, infrastructure, sustainable practices and global partnerships. The relationship of Zimbabwe tourism destination variables to Porter’s primary value chain activities were identified through a quantitative design using survey questionnaires. The results of the study showed that the inbound logistics is related to local people, operations to natural resources and outbound logistics to destination marketers. The study recommended a value chain model specifically for tourism destinations that comprise of local people, natural resources and destination marketers as the primary activities. An effective mix of the tourism primary factors and secondary factors (finance, infrastructure, skilled human resources, sustainable practices and global partners) will lead to improved brand equity for the Zimbabwe tourism destination.

scholarly journals Assessment of present status and action plan development of vegetable seed enterprise in Rukum, Nepal

2018 ◽  
Vol 1 (1) ◽  
pp. 122-132
Author(s):  
Amar Bahadur Pun ◽  
Damodar Poudyal
Keyword(s):  
Technology Adoption ◽  
Seed Production ◽  
Value Chain ◽  
Action Plan ◽  
Action Plans ◽  
Major Player ◽  
Vegetable Seed ◽  
Long Time ◽  
Stakeholder Workshop ◽  
Conducting Research

Vegetable seed enterprise is a highly potential sub-sector for the economic growth of rural farmers in Nepal. Rukum has been known as the most important district for vegetable seed production since long time because of favorable agro-climatic condition. However, Rukums' sub-sector is facing several limitations including organized production and marketing, technology adoption and entrepreneurship development. This study has been carried out to assess the vegetable seed sub-sector of Rukum and propose action plans accordingly for the sustainable seed enterprise development. The study conducted stakeholder workshop and field survey; consulted district line agencies, seed producers and cooperatives, agro-vets and seed companies, and reviewed previous works. The study found that there were many individual farmers, farmers' groups and cooperatives being involved in vegetable seed production in the district. The role of private sector is emerging rapidly with higher share in the seed marketing. The public sector is still a major player for conducting research; and provision of source seeds, quality assurance and other support services. Strategic efforts and action plans are needed to push the existing traditional seed sub-sector towards commercial venture. Technology adoption for quality seed production, processing and marketing; transformation of the classical seed sub-sector into a competitive and sustainable enterprise; organized and demand led seed production programs; and coordination and participatory approaches among stakeholders in seed value chain activities are highly recommended.

The Private Sector in Soviet Agriculture

Slavic Review ◽  
1969 ◽  
Vol 28 (1) ◽  
pp. 63-71 ◽  
Author(s):  
John W. De Pauw
Keyword(s):  
Private Sector ◽  
Egg Production ◽  
Animal Husbandry ◽  
Total Production ◽  
Vegetables And Fruits

Western specialists have long recognized the importance of the private sector1 of Soviet agriculture to the economy in general and to family subsistence and income in particular. It provides a large proportion of the country's crop and vegetable output (primarily potatoes, vegetables, and fruits) and an even larger share of the products obtained from animal husbandry. In 1966, for example, the private sector produced 55,800,000 tons of potatoes or 64 percent of the USSR's total gross production of potatoes; 7,400,000 tons of vegetables or 43 percent of total production; 40 percent of its meat; 39 percent of its milk; and 66 percent of its egg production (see table). Of paramount significance is the fact that the private sector produces these quantities on only slightly more than 3 percent of the USSR's total sown land.

Building Global Advocacy for Nutrition: A Review of the European and US Landscapes

2012 ◽  
Vol 33 (2) ◽  
pp. 92-98 ◽  
Author(s):  
Alan D. Dangour ◽  
Zoey Diaz ◽  
Lucy Martinez Sullivan
Keyword(s):  
Civil Society ◽  
Private Sector ◽  
Value Chain ◽  
Civil Society Organizations ◽  
Strategic Commitment ◽  
Challenges And Opportunities ◽  
Donor Agencies ◽  
Donor Policies ◽  
Food Value ◽  
Bilateral Donor

Background An estimated two billion people globally suffer from undernutrition, and yet, despite consensus that improving nutrition is one of the best investments for promoting health and alleviating poverty, nutrition remains chronically underfunded and under-prioritized. Successfully scaling global efforts to address undernutrition requires an understanding of the landscape of potential donors and partners that can be mobilized toward improving nutrition globally. Objective To conduct independent reviews of the European and US landscapes of donors and partners focused on undernutrition, and identify opportunities to leverage outreach and advocacy efforts toward increased engagement and funding for nutrition. Methods We present the primary findings from two independent landscaping studies conducted between September 2010 and March 2011. Research methods included desk-based research and interviews with stakeholders in bilateral and multilateral organizations ( n = 19), private industries ( n = 46), private funders ( n = 16), and civil society organizations ( n = 29). We report the key thematic findings by sector and the challenges and opportunities for increased engagement and funding for nutrition. Results Nutrition is a growing priority for a number of stakeholders across sectors. Strategic commitment to nutrition is emerging across multilateral and bilateral donor agencies; the private sector is increasingly interested in engaging in addressing undernutrition; and nongovernmental and civil society groups are engaged in nutrition advocacy. Key opportunities to increase funding and partnership across sectors include leveraging bilateral and multilateral investments for nutrition across development priorities while ensuring sound commitments within donor policies, focusing on engaging the private sector across the food value chain, mobilizing new resources from private funders through effective communication and outreach, and continuing to prioritize ongoing impact assessment across a range of interventions. Conclusions Understanding the current European and US landscape of nutrition stakeholders helps to inform efforts to scale the type of investments and partnership needed to make effective impacts on undernutrition globally. Turning the existing opportunities into results will require effective coordination, strong communication, and active participation across sectors.

scholarly journals Strategi pengembangan desa wisata osing dalam upaya pemulihan ekonomi pada masa pandemi Covid-19

2021 ◽  
Vol 6 (2) ◽  
pp. 156-164
Author(s):  
Adhinda Dewi Agustine ◽  
Akbar Pandu Dwinugraha
Keyword(s):  
Human Resources ◽  
Private Sector ◽  
Digital Technology ◽  
Local Governments ◽  
Research Data ◽  
Tourist Destination ◽  
New Normal ◽  
Tourism Management ◽  
Product Innovations ◽  
Aware Group

This study tries to find a strategy for developing the Osing Tourism Village as an effort to recover the economy during the Covid-19 pandemic. This type of research is a combination (mix method) used in this study. The research location is Osing Tourism Village in Banyuwangi Regency with the target group being a tourism-aware group that manages Osing Tourism Village. The time for collecting research data is in the period June - September 2021. Based on the results of the data obtained, four strategies are produced that can be used for the development of the Osing tourism village. First, optimizing the improvement of the image and branding of the Osing Indigenous Tourism Village so that it remains the choice of tourist destination in the New Normal era. Second, increasing the capacity of human resources for tourism actors in the use of digital technology facilities to support tourism during the Covid-19 pandemic. Third, changing the trend of tourism into technology-based tourism in terms of product marketing and tourism management. To bring the Osing tourism village to life through product innovations that are preferred by consumers with attractive and contemporary packaging models. Fourth, collaborate with the private sector and local governments in providing facilities and infrastructure to support tourism activities during the Covid-19 pandemic.

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