1. KAUTIR (Kerala Agricultural University Theses Information and Retrieval)
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Item Production and marketing of pineapple in Trichur District(Department of Agricultural Economics, College of Horticulture, Vellanikkara, 1982) Jesy Thomas, K; Mukundan, KA study on the production and marketing of pineapple in Trichur district was conducted during March-April, 1982 to evaluate the costs and returns of pineapple production, the marketing costs and price spread as well as the problems faced by the cultivators. Simple random sampling was adopted for selecting the sample and fifty cultivators were surveyed by personal interview method. The total cost of cultivation per hectare of pineapple for four years for the district was found to be Rs.30334.92 and cost was highest for the first year being Rs.13289.92 (42.55 per cent).The major item of expenditure was human labour constituting about 59.32 per cent (Rs.17995) of the total costs. Expenditure on fertilizer accounted for 24.25 per cent (Rs.7356) and that for suckers 6.78 per cent (Rs.2056) for the district. With regard to the operation-wise cost of cultivation, manuring and earthing occupied a major share of 39.48 per cent (Rs.11976) and for weeding the expenditure was Rs.6656 (24.04 per cent). Pineapple starts yielding in the second year and maximum returns was found to obtain in the third year with Rs.18934 per hectare for the district. The returns in the second and fourth year were Rs.11626 and Rs.12476 respectively. Cost of production per quintal of pineapple fruits was highest in the second year (Rs.79.26) and lowest in the third year with Rs.54.82 for the district. The pay-back period was 2.77 years, with a benefit cost ratio of 1.31, net present worth of Rs.8258.09 and internal rate of return of 43.37 per cent. The number of suckers per hectare was the factor which was found to be significant in the regression analysis. The main marketing channel in the case of pineapple was producer Commission/agent wholesaler ----Retailer ---- consumer channel. The marketing efficiency assessed on the basis of price-spread and marketing costs revealed that there was a high price spread of Rs.94 per quintal and the producers got only 51.79 per cent of the consumer’s price, while wholesalers and retailers got 17.69 per cent and 20.77 per cent margins respectively. Pineapple was marketed as fresh fruit commonly, but the canning industries in Trichur make a number of canned products such as squash, slices, titbits etc. High cost of inputs, fluctuation in prices and improper marketing facilities etc. are the problems faced by the cultivators in this district. Non-availability of sufficient fruits to factories become a serious problem in the case of canning units.Item Production and marketing of vanilla(Department of Agricultural Economics, College of Horticulture, Vellanikkara, 2005) Deepa, U V; Jesy Thomas, KThe present study on the economics of production and marketing of vanilla aims to estimate the costs and returns in vanilla cultivation, identify the marketing channels and marketing costs along with the analysis of the price behaviour and trade competitiveness of vanilla in Kerala The cost of cultivation was worked out using operation wise approach and input wise approach by employing the ABC cost concepts in farm management. Small sized, medium sized and large sized vanilla plantations behaved differently in incurring costs during the establishment, steady yield and declining yield periods. The total cost of establishment at the aggregate level was Rs.1, 45,102 per hectare and it ranged from Rs. 1,37,445 per hectare in small holdings to Rs. 1,54,776 per hectare in medium sized holdings. The annual maintenance cost during the stabilized yield period worked out to Rs.57829 per hectare at the aggregate level and it was Rs. 55456,Rs.58343 and Rs.58577 per hectare for small, medium and large holdings respectively. The annual maintenance cost during the declining yield period worked out to Rs57313 at the aggregate level and it was Rs. 56042, Rs. 58158, and Rs. 58507 for small, medium and large holdings. Input wise analysis of costs for establishment stage showed that cost C3 at the aggregate level worked out to Rs. 193205. The total Cost C3 for steady yield stage worked out to Rs. 81057 at the aggregate level and it was Rs 77508, Rs. 83444 and Rs. 83466 for small, medium and large holdings respectively. During the declining yield stage cost C3 at the aggregate level worked out to Rs.79407, and it was Rs. 77320,Rs. 819175and Rs. 81354 for Small, medium and large farmers respectively. The returns from green beans started from third year and it remained stable from fourth to seventh year and declined during eighth to fifteenth year. . The returns from the by product commenced from the third year onwards and increased during the steady yield stage and declining yield stage. It was observed that cost of production was more during the later stages of growth than the beginning stages of vanilla production. A higher benefit cost ratio and high NPW for small holdings pointed out its higher profitability compared to medium and large holdings. The major marketing channels identified were Producer-Local agent –exporter, Producer Exporter, Producer - vanilla growers association- exporter. It was found that it was highly beneficial for the vanilla grower to go for on farm processing of the beans instead of selling as raw beans, if they could maintain the required international quality of the beans. The major constraints faced by the farmers were price fluctuations, lack of marketing facilities, lack of knowledge on processing