Jul 2026· Journal of biodiversity and environmental sciences· 0 citations· 6 references
Abstract
Agricultural cooperatives play a critical role in improving the productivity, market access, and economic resilience of smallholder farmers. Despite their importance, many cooperatives continue to experience operational inefficiencies that limit value creation and long-term competitiveness. This study analyzed the value chain of the Rizal Mango Growers Agriculture Cooperative (RMGAC) in Rizal, Cagayan, Philippines, using Porter’s Value Chain Analysis and developed a Business Model Canvas to translate operational findings into strategic business interventions. A qualitative descriptive case study was conducted using key informant interviews, field observations, and document review. Data were analyzed through thematic analysis and organized according to Porter’s primary and support activities. The findings identified several organizational strengths, including strong institutional partnerships, collective procurement, technical assistance, and active member participation. However, constraints such as inconsistent input availability, limited adoption of recommended orchard management practices, inadequate postharvest facilities, high transportation costs, and limited value-added processing continue to reduce product quality and profitability. Based on these findings, a Business Model Canvas was developed to guide strategic improvements through strengthened partnerships, improved production and postharvest management, market diversification, infrastructure development, and value-added processing. The study demonstrates that integrating Porter’s Value Chain Analysis with the Business Model Canvas provides a practical framework for converting operational assessment into strategic business planning. This integrated approach offers a useful decision-support tool for agricultural cooperatives seeking to improve competitiveness, organizational sustainability, and value creation in smallholder farming systems.
Increasing market complexity requires stronger coordination across agricultural value chain activities. This study examined the integrated rice value chain developed through farmer cooperatives. The research focused on how production, processing, and marketing activities were coordinated within a cooperative-based rice agribusiness system. A qualitative case study approach was employed at Cooperative Produsen Citra Kinaraya and its farmer-owned enterprise, PT Tasbiha Mulia Tani (PT TMT). Data were collected through in-depth interviews, observations, and documentation involving cooperative managers, PT TMT management, and farmer members. The study applied the value chain mapping approach developed by ACIAR to analyze actors, product flows, information exchange, supporting services, and coordination mechanisms within the value chain. The findings revealed that the rice value chain was organized into three integrated stages: cultivation, processing, and marketing. PT TMT played a central coordinating role by linking farmers with market demand through production planning, processing management, and distribution networks. The study also identified several challenges, including unstable raw material supply, limited expansion of farmer partnerships, and declining partnership attractiveness following government grain pricing policies. Strengthening partnership arrangements and developing risk-sharing mechanisms were identified as important strategies to improve the sustainability of cooperative-based rice value chains.
The transition toward a circular economy in agriculture is essential for improving resource efficiency, reducing waste, and strengthening farmers’ livelihoods. This study aims to formulate a sustainable business model based on a circular economy approach to support the transformation of farmers’ livelihoods. A qualitative descriptive case study was conducted using interviews, focus group discussions, field observations, and secondary data. The data were analyzed using SWOT, IFAS–EFAS, and TOWS matrices to identify internal and external strategic factors. The IFAS results show that strengths exceed weaknesses, with a difference of 0.415, while the EFAS results indicate that opportunities exceed threats, with a difference of 0.414. These findings place the farmers’ business position in the aggressive or SO quadrant. The key strategic insight is that farmers should prioritize market expansion for organic products, technology adoption, product differentiation, stronger partnerships, and research collaboration while gradually improving post-harvest processing, packaging, human resource regeneration, and access to financing. A circular economy-based sustainable business model is feasible for transforming farmers’ livelihoods by improving cost efficiency, product quality, supply stability, market access, and business resilience.
Fajar Purwanto, S. Soesanto, Sari Rahayu et al.· Journal of Economics Researc...· 1 citation
Agricultural Producers Cooperative Marketing Societies (APCMS) play a vital role in enhancing farmers' income through value addition, market access, and diversified business operations. In recent years, value addition and business diversification have emerged as important strategies for improving the financial sustainability and competitiveness of cooperative marketing societies. This study examines the value addition activities, business diversification practices, and their impact on the profitability of the Tiruchengode Agricultural Producers Cooperative Marketing Society (TCMS), Tamil Nadu. The study adopts a descriptive and analytical research design using both primary and secondary data. Secondary data were collected from the audited financial reports of the society for the period 2020–2021 to 2024–2025, while primary information was gathered through structured interviews with society officials. Descriptive statistics, Pearson correlation, and multiple regression analysis were employed to analyze the relationship between value addition, business diversification, and profitability.
The findings reveal that TCMS has significantly expanded its value-added product portfolio through the processing and marketing of turmeric powder, oil varieties, pulses, rice, soap products, and neem cake powder. The society has also diversified into petroleum sales, LPG distribution, medical shop operations, iron rod sales, and seasonal retail activities to generate multiple revenue streams. Correlation analysis indicates a strong positive relationship between value addition and profitability (r = 0.835), whereas business diversification exhibits only a weak association with profit (r = 0.098). Regression analysis further demonstrates that value addition has a stronger positive influence on profitability (B = 0.634) than business diversification (B = –0.019), although the relationships are not statistically significant due to the limited number of observations.
The study concludes that value addition is a more effective strategy than business diversification for improving the financial performance of cooperative marketing societies. Strengthening processing facilities, product diversification, branding, packaging, and modern infrastructure can enhance farmers' income, improve market competitiveness, and ensure the long-term sustainability of agricultural cooperatives. The findings provide useful insights for policymakers, cooperative managers, and researchers interested in promoting value-added agricultural marketing through cooperative institutions.
R. Sharmila, Dr. C. Pitchai· International journal of res...· 0 citations
Background: Farmer-Producer Organisations (FPOs) are economic entities owned by smallholders that amalgamate resources, enhance market access and offer technical and marketing services in India. They have significant potential for participation in the economic and social welfare of smallholders. However, empirical evidence from northeastern hill states, particularly Tripura, remains scarce. This case study examines the impact of FPOs on smallholder livelihood development in the fruits and vegetables supply chain of Tripura. Methods: A qualitative case study was used, including interviews with government officials (BDOs, ADOs, Directors) and primary data from 12 FPOs engaged in fruit and vegetable production. Collected information was analysed thematically. Result: Four major thematic constraints emerged: (1) infrastructure deficits - non-operational cold chains and non-contiguous farmland limiting cluster benefits; (2) financial exclusion - most farmers rely on Kisan Credit Cards with limited institutional credit access; (3) governance weaknesses – leadership and management skill gaps; and (4) social barriers - scepticism toward collective action and individualistic cultural norms. However, FPOs have partially reduced their dependence on intermediaries through joint marketing and increased bargaining power.
This study aims to evaluate Prayogi's small-scale business experiencing profit stagnancy using a comprehensive business management approach from the aspects of operations, marketing, human resources, and finance. The study of the operational aspect includes the development of products and operating systems, the marketing aspect includes the concept of the marketing mix. The human resource aspect includes the concept of motivation to achieve business performance, and the financial aspect includes the charging of costs and investment feasibility. This qualitative research with primary and secondary qualitative and quantitative data uses a recruitment method in the form of in-depth interviews and observations as well as documentation studies. The business development efforts that have been implemented are studied using a comprehensive approach from all these aspects with the triangulation method and investment feasibility for financial data. This study with a comprehensive management approach is expected to provide analysis results in the form of a design business management model to be used in order to optimize business potential and overcome business obstacles that have been perceived by business actors. With organic agricultural land management through integrated outlets, it can optimize the entire process from land cultivation to processing and distribution of finished products to consumers. This model is able to improve the financial performance of farmer partners who have only been able to process but do not have access and market network to distribute their crops.
Agustine Eva Maria Soekesi, Veronica Kusdiartini, Jonathan Billy Alfasen· Journal of Management and Bu...· 0 citations
Micro enterprises play a vital role in local economic development by generating employment, supporting entrepreneurship, and strengthening community livelihoods. Despite their significant contributions, retail construction supply microenterprises continue to face operational challenges that affect their efficiency, competitiveness, and long-term sustainability. This study explored the challenges, improvement strategies, and best practices in the business operations of retail construction supply microenterprises. A qualitative case study design was employed involving three purposively selected managers of retail construction supply microenterprises in Barangay Balintawak, Escalante City, Negros Occidental. Data were collected through validated semi-structured interviews and analyzed using Creswell's thematic analysis. The findings revealed five major themes: Customer-Centered Sales and Service Operations, Workforce Coordination and Role Management, Inventory, Sales, and Financial Control Practices, Operational Challenges and Business Resilience, and Operational Improvement, Adaptability, and Growth. The results showed that customer-oriented service, effective workforce coordination, systematic inventory and financial management, technology-supported communication, and performance-based decision-making enhanced operational efficiency and business sustainability. However, participants encountered supply shortages, price volatility, workforce limitations, workload pressure, and limited technological resources. The study concludes that resilient management practices, customer-centered strategies, effective operational systems, and technology adoption are essential for strengthening the sustainability and competitiveness of retail construction supply microenterprises. The findings provide practical guidance for owners, policymakers, and future researchers in promoting sustainable business operations.
Sarah D. Rodenas, Maria Niña Bacuado, Sherilyn N. Tanghal et al.· International journal of res...· 0 citations