BIBLIOGRAPHY KINGAY, RUTH ANN C. APRIL 2010. A...
BIBLIOGRAPHY
KINGAY, RUTH ANN C. APRIL 2010. A Diagnostic Study of the Potential of
Organizing Farmers Marketing Cooperative at Daclan, Tublay, Benguet. Benguet State
University, La Trinidad, Benguet.
Adviser: Evangeline B. Cungihan, MSc.
ABSTRACT
The study was conducted to determine the potential of organizing a farmers
marketing cooperative at Daclan, Tublay, Benguet. It aims to determine the marketing
practices of farmers, perception of farmers about farmers marketing cooperative, and
their willingness to support the organization of a farmers marketing cooperative.
The respondents were hundred farmers from the area of study. Survey
questionnaire was used in gathering the data but a personal interview was done also. Data
gathered was analyzed using percentage and frequency counts.
The study found out that most of the farmers sell their products to supplier-
financier, using trucks owned by the supplier for transportation of their product, spending
an average of P1/kg for transportation cost and using sack for packaging their products.
Most of their products were disposed at La Trinidad Trading Post. They usually sell their
produce on credit.
The results show that most of them were not knowledgeable about Farmers
Marketing Cooperative. However, they said that in case it will be organized they would
be willing to support it. Furthermore, they said that farmers marketing cooperative has a
potential to be organized.
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TABLE OF CONTENTS
Page
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
INTRODUCTION
Rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Objectives of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Scope and Delimitation of the Study . . . . . . . . . . . . . . . . . . . . . . . . . 4
REVIEW OF LITERATURE
Marketing Cooperative Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Cooperative Movement Strengthened. . . . . . . . . . . . . . . . . . . . . . . . . 5
State Initiated Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Organizing Step . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Cooperative Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Role of Government in Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Marketing Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Marketing Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
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METHODOLOGY
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Respondents of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Research Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Data Gathered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
RESULTS AND DISCUSSIONS
Demographic Profile of Respondents . . . . . . . . . . . . . . . . . . . . . . . . 16
Membership in an Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Market Outlet of farmers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Satisfaction with Regards
to their Market Outlet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Marketing Practices of Farmers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Market Place . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Transportation Used and
Transportation Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Farmers Perception about
Farmers Marketing Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Advantages of Marketing
Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Willingness of Framers to Support a
Farmers Marketing Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Amount of Share Capital Farmers are
Willing to Invest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Willingness to be an Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Respondents’ reason in
Supporting the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
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SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
APPENDIX
A. Letter to the Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
B. Survey Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
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INTRODUCTION
Rationale
The Philippines, like any other developing nation, has genuine desire to improve
the well being of the less fortunate segment of the population. The creation and
development of cooperatives is a means of improving the income and the purchasing
power of the poorer sector of the economy, generally the farmers and ultimately attain
equitable distribution of wealth (Punzalan, 1981).
In addition, cooperatives are a natural mechanism for the “have not’s” of an
economy to realize their economic potential. In regions, where people lack capital or
assets to capital and have limited vocational or technical skills, cooperative structures can
be an effective mechanism for individuals to pool their resources and skills toward a
common economic goal. Cooperative can take advantage of the economies of scale
gained from collaboration, in areas such as logistics, marketing, finance, sales and more.
External linkages to supplies, markets or capital are facilitated by aggregating supply and
demand to a level that provides the cooperative with bargaining power greater than that
of each member individually. In turn, local economies benefit from the riffle effect of
these financial goals (Anonymous, 2009).
Daclan is one of the eight Barangays of Tublay. It is composed of sixteen sitios.
Most people from the area are farmers, their farm production inputs are provided by
financier-suppliers through an agreement called the “supply system” which the supplier
provides the inputs on a credit term. In return the farmer has to sell his produce to the
supplier at a price lower than the current market price. Furthermore, the sales are on
credit term. When the financier-supplier sells the product, he deducts the credit of the
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
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farmer before he gives what is left of the amount. More often, the amount is not enough
to support the household needs of the farmers so the following cropping he again gets
credit from the supplier. In the study area most of the farmers are victims of this system.
In connection, as stated by Kohls and Uhl, (1990), agricultural history is an
example of continuing battle of the farmer against the abuses, either real or imaginary of
the marketing middlemen. The farmer has continually complained about having to sell
cheap as a producer and buy high as a consumer. He has also been concerned about his
relative bargaining power. Cooperative organization has been adopted by farmers as one
possible solution to these problems.
Through services of farmers marketing cooperative, it can help the farmer-
member. In this way not only farmers will benefit but also the community and agriculture
in general.
According to Rola (1988), as cited by Garcia (2008), cooperatives are viewed as
organizations that provide employment, improve income distribution and established fair
market prices by promoting private sector competition. They are thus used primarily for:
a) improving the economic, social and cultural situations of people with limited means; b)
increasing personal and natural capital resources by encouraging thrift, sound use of
credit and adaptation of improved agricultural technologies; c) increasing income and
employment by further utilization of available resources; and d) upgrading social
conditions and providing supplementary community and social services in the rural area.
Whereas, the major concern of the study is to find out if there is a potential of
Farmers Marketing Cooperative to be established in the said area of study.
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Importance of the Study
The outcome of the study would serve as a guide for farmers in organizing a
marketing cooperative. It would provide information as basis of decision whether to
organize a farmers marketing cooperative in the said area of study given its significance.
Since farmers have limited market opportunity or they were not organized, through
farmers marketing cooperative they could be helped. And results could help in the studies
of students who want to study the same research.
Statement of the Problem
The study deals with the potential of establishing Farmers Marketing
Cooperative. Specifically it answered the following questions:
1. What are the farmers’ present strategies in marketing their product?
2. What are the perceptions of farmers about Farmers Marketing Cooperative?
3. Are the farmers willing to support Farmers Marketing Cooperative?
4. Is their a potential of Farmers Marketing Cooperative to be established?
Objectives of the Study
The specific objectives of this study are the following:
1. to determine the farmers strategy in marketing their products,
2. to determine the perception of farmers about Farmers Marketing Cooperative,
3. to determine the willingness of farmers to support Farmers Marketing
Cooperative, and
4. to determine the potential of establishing Farmers Marketing Cooperative.
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Scope and Delimitation of the Study
The main focus of the study was to analyze the potential of organizing Farmers
Marketing Cooperative. The respondents were the farmers of Daclan, Tublay, Benguet
specifically at sitios: Bangho, Tili, Pomey-as and Suyoc.
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REVIEW OF LITERATURE
Marketing Cooperative Defined
The business activities and scope of the agricultural cooperatives in the
Philippines cover the agribusiness functions including input supply, production, post-
harvest, processing and marketing as well as credit and financing (Araullo, 2006).
Marketing cooperative is an organization owned and operated by a group of
farmers who produce similar products (Gustafson and Moulton, 2009).
According to the R.A.9520 (2009), Marketing Cooperative is one which engages
in the supply of production inputs to members and markets their products.
Farmer-members sell their products through marketing cooperatives or buy their
input through supply co-op. in doing business with these cooperatives they derived a
profit called net savings. These savings or patronage dividends are returned to the
member patrons in proportion to their business transactions with the cooperative.
Therefore, in a cooperative the primary purpose is to make a “profit” for the patron-
owners and not for investors as in a corporation (Cramer and Jensen, 1991).
Cooperative Movement Strengthened
The history of Agricultural Cooperatives in the Philippines may be subdivided
into four waves namely: during the American regime; the immediate post-war period;
Martial Law regime and; under the restored democracy (Araullo, 2006).
The Americans introduced in 1927 the Coop Marketing Law (PA NO. 3425)
which encouraged the formation of state initiated Farmers Marketing Cooperatives. This
was reportedly prompted by political motives, that is, to be able to control the rising
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unrest among peasantry. PA NO. 3425 enforced government control and intervention in
operating Co-op and vested the Bureau of Commerce and Industry the right to organize
Farmers Marketing Cooperatives (Anonymous, 2008).
During the Second Wave, Republic Act 583 Created the Small Farmers
Cooperative Loan Fund. Two years after, Republic Act 821 created the Agricultural
Credit Financing Administration (ACCFA). Through ACCFA, the government organized
and financed Farmers’ Cooperative Marketing Associations (FACOMAs) by
providing collateral free loans funded by the US Agency for International
Development (USAID).These state initiated FACOMAs failed due to corruption and
incompetent management (Araullo, 2006).
In 1953, the Federation of Free Farmers (FFF) was established. In 1960, the
Agricultural Credit Cooperative Institute (ACCI) was then established. Three years
later, the Agrarian Reform Code was enacted. The Land Bank of the Philippines was
also established during the same year. In 1969, the Agrarian Reform Code was
passed, mandating that coops be utilized as primary conduits for credit, supply and
marketing services to agrarian reform beneficiaries (Araullo, 2006).
The milestone in the coop movement during martial law was the issuance of
Precedential Decree No.175 on April, 1973 whose aim was to “strengthen the co-op
movement”. PD No. 175 was tied up to the Marcos land reform program (PD No. 27)
which made it compulsory for a tenant-farmer to join a cooperative or Samahang Nayon.
Benefits would include the right to borrow funds from government bans through the
form CRB’s on a province-wide basis. The idea is that the CRB’s will facilitate the
acquisition of the inputs of the farmers through their SN’s, co-op and AMC’s via loans
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for machines, equipment, seeds, fertilizers, pesticides, etc. while the AMC’s will take
charge of selling the produce of the SN’s and Co-op’s of the farmers (Sibal, 2008).
Because the formations of the SN’s and primary co-op of the farmers were
haphazard, the resulting AMC’s and CRB’s formed were few and weak and thus the
funds of the government intended for the land reform programs under martial law. The
rural bankers were owned mostly by the rural elites who were not necessarily pro-co-op
and pro-land reform (Sibal, 2008).
The SN’s peaked at 200,000 involving at least 3 million farmers. Only 3%,
however, survived. The 14 year program reportedly utilized billions of dollars in loans
and grants from the World Bank and other international financial institutions (Sibal,
2008).
In 1974, only 41% of the average 118 rice farmers per barrio in 512 barrios
surveyed had joined the SN’s. In all the regions, only 45% of all the respondents
understood the co-op principles. This record is way off the experiences of the Japanese
co-op development and land reform programs where the martial law programs were
patterned. In Japan, almost 100% of Japanese farmers became coop members. By 1985,
the loan repayment rate of SN’s was a low 58.3% for all 12 regions (Sibal, 2008).
There were only 1,646 registered cooperatives in the country in 1985 or down
from a previous 3,095 in 1904. SN’s are different from farmer’s cooperatives since they
are only pre-co-op or organizations of farmers. They do not have capital and savings
programs like farmers cooperatives. Hence, out of the total 17,387 registered SN’s,
10,239 0r 58.92% were found to be inactive. In short, the cooperative thrust of members
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of the Marcos land reform program was not widely supported by the farmers who are
supposed to be the beneficiaries (Sibal, 2008).
As of 1985, there were 16,000 SN’s, 29 CRB’s, 64 AMC’s, 1,456 credit co-op’s,
300 marketing co-op’s,132 producers co-op’s, 284 service co-op’s, 50 co-op federations,
one super palengke(under KKK which later failed), and one national co-op insurance
(CISP) (Sibal, 2008).
During the fourth wave, 1990, the Cooperative Code of the Philippines was
enacted as well as the creation of the Cooperative Development Authority. In 1993, the
National Cooperative Movement (NCM) was organized and then the organization of the
Philippine Cooperative Center (PCC) the following year. In 1998, the Coop National
Confederation of Cooperatives (NATCCO) Network Party formed by members of
NATTCO landed a seat in the House of Representatives after garnering over 2% of
the votes of party elections (Araullo, 2006).
State Initiated Cooperative
The farmers’ liberation ad the beginning of industrialization of the 19th century
gave especially the people in the rural areas hitherto unknown economic mobility and
autonomy. Since they were entirely inexperienced in economic matters, they soon fell
into the hands of unscrupulous usurers, became excessively indebted, thus losing their
property and becoming impoverished. “Help through self-help” (Anonymous, 2008).
Motivated by the misery of the poor part of the population, Friedrich Wilhelm
Raiffeisen, then a young mayor, founded during the starvation winter of 1846-1947 the
“Verein fur Selbstbeschaffung von Brod und Fruchten” (Society for bread and grain
supply). He had flour bought with the help of private donations. Bread was baked in a
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self-built bake house and distributed o credit to the poorest amongst the population. The
bread society as well as the aid society founded in 1849 in Flammersfeld and the
benevolent society created in 1854 in Heddesdorf were pre-cooperative societies based
on the principle of benevolent assistance (Anonymous, 2008).
Once Raiffeisen realized that lasting successful work could be achieved only
through joint self-help, he transformed the benevolent society into the Heddesdorf “thrift
and Loan society” in 1864. This was the first rural cooperative (Anonymous, 2008).
Raiffeisen summed up his experiences in 1866 in a book entitled: “Credit Unions
as a Remedy for the Poverty of Rural and Industrial Workers and Artisans”. This book
was published in eight editions and spread round the whole world (Anonymous, 2008).
In this course of years and decades, a Raiffeisen organization developed which is
today still efficient and absolutely necessary for agriculture. (Anonymous, 2008)
On June 7, 1940 Commonwealth Act. No.565 created the National Training
Corporation (NTC) to supervise co-op and grant them 5 year tax Holiday. 1941, National
Cooperative Administration (NCA) was created and it assumed the functions of NTC. Its
activities were disrupted by war (Sibal, 2008).
Organizing Step
According to Rapp and Ely (1996), starting a cooperative is a complex project. A
small group of prospective members discuss a common need and develop an idea of how
to fulfill it. Depending on the situation generating the idea, a new cooperative may be
welcomed with enthusiasm or may be met with vigorous competitive opposition.
If opposed, leaders, must be prepared to react to various strategies of competitors such as
price changes to retain potential cooperative members' business; better contract terms or
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canceled contracts; attempts to influence lenders against providing credit; and even
publicity, misstatements, and rumors attacking the cooperative business concept.
Regardless of the business climate for the proposed cooperative, leaders must
demonstrate a combination of expertise, enthusiasm, practicality, dedication, and
determination to see that the project is completed.
Cooperative Purposes
Marketing cooperative can assists farmers in attaining member of purposes,
including:
1. Enhancing return through increased efficiency, improved market coordination,
or greater bargaining power.
2. Reducing farmers cost of purchasing supplies or marketing products.
3. Providing farmers cost of products or services otherwise not available or
improving product and service quality.
4. Stabilizing and expanding markets.
5. Enabling farmers to move into supply, assembly and processing markets. (Kohls
and UHL, 1990).
Role of Government in Marketing
A far sighted government will orient its over all policy frame towards growth of
the enterprises that are able to take on the necessary marketing responsibilities and will
establish and maintain a favorable economic and political climate for this to happen.
Major factors are: freedom to start up and operate a marketing enterprise, access to
transport, banking and other commercial services, maintenance of reasonable law and
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order, and confidence in their continuity. The development of a freely working marketing
system can be assisted by governments through regulatory action and support services.
Most government also sees some direct intervention to be in the public interest (Abbott,
1987).
The government of the Philippines (GOP) recognized from the inception of the
cooperative marketing system that substantial education, training, and technical
assistance would need to precede and accompany the development of cooperatives. Thus,
well planned programs have been made. Many of them have bee completed and others
are being implemented.
Considerable education and training have been given to farmers at the SN level,
ad some to management level personnel. The government recently organized the
Cooperative Foundation of the Philippines, Inc. (CFPI), and gives it broad powers in
training, management development, and other related fields (Punzalan, 1981).
Marketing Practices
According to Delmo (1999) as cited by Pulami (2002), there is various production
activities that crops go through before they hit the markets. After harvest, yields are
brought to the traders for sorting and grading. Afterwards, they are cleaned then packed
and transported to the bagsakan (drop site) for retailers and later for market selling.
Pulami (2002), also concluded from his thesis entitled Cooperative Strategy for
Selected Farm Products and Consumers Goods in Tublay, Benguet found out that farmers
intensively practice cleaning, grading and sorting their farm products before packaging
and transporting. Also practices are cleaning, grading, trimming, wrapping and packaging
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practices. Trimming is not extensively employed due to lack of technical orientation and
worry of high damage and losses.
As practiced by most farmers they are the one who packed their own product
depending on the products they are producing before they deliver or transport it.
Afterwards, the supplier-financier repacked the product that was delivered to them before
selling it to another trader.
Marketing Channels
A channel is course through which something moves or is transmitted, conveyed,
expressed, that is it includes the flow of goods, ideas and services. Well transparent
channel provides better efficiency is organizations performance. In this regard, marketing
channel may be considered as a connecting link-bridge- between specialized producers
(farmers) and consumers. It is both a physical distribution and an economic bridge
designed to facilitate the movement and exchange of commodities from sources to
destinations. As a system, many marketing jobs are carried within the channel to satisfy
the consumers need (Shakya, 2001).
From the study of Delmo (1999) as cited by Pulami (2002) Agricultural
production and marketing involves individuals other that farmers and consumers. For
tropical vegetables at least five participants, mostly buyers are involved in the farm-to-
market process. A tropical vegetable farmer may sell his crops to any one of four buyers
or assemblers: barangay assembler, large distributor, medium distributor and small
distributor. A barangay assembler negotiates with the buyer to acquire the produce and
also purchases vegetables from at least two barangays and mainly concentrates on buying
rather than selling vegetables. Then there is the large distributor or the main assembler
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who procures vegetables in a large scale. His trade involves shipments within and outside
several provinces, primarily in Cebu. He can also finance a farmer to meet his
requirements. A medium distributor buys vegetables and sells them to small distributors
and retailers in the area. Small distributors in return sell to retailers in the same market.
Retailers or market vendors then sell the vegetables to the end-users or consumers.
Similar people are also involved in marketing temperate vegetables. The only difference
is the presence of broker/agent commonly known as buwaya, who acts as the mediator
between sellers ad buyers, and receives commission from either of the two foe profit
rather than procuring the commodity. These marketing channels are also applicable to
almost all fruits, with the addition of processors who convert fruits into candies,
preserves, and other sweets for sale.
From the study of Beta-a (1981) as cited by Sim (1997), in Benguet greater
volume of potato was channeled and delivered to Baguio and Manila. Smaller quantities
were picked-up by buyers from the farm; a situation showing that marketing tie-up with
buyers is a loaning practice and is foiling abuses and unethical marketing practices. She
further mentioned that term of sale showed a significant result in cash payment over that
of advance, consignment and combination of cash and consignment. Prices were
disseminated by agents, traders and radio. Wholesaler or bulk buyers were significantly
the favorites of most gardeners; however some sold their crops to contract buyers who
offered high price, collected products from the farm and gave cash or advance payment.
She further mentioned that most common problems include, relatively low farm gate
price, poor road condition, inadequate transport system, prohibitive costs of
transportation, buyers dictates prices ad lack of trained manpower.
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From the study of Bahadur Bamma (1989) as cited by Paul (1993) on the credit
needs and marketing practices of rice farmers in Laguna, he noted that 45% of farmers
interviewed sold their rice to traders (middleman) because they do not have choice. Other
reasons cited are convenience and kinship. It was also noted that rice farmers were price-
takers since they played insignificant role in the process of price determination of their
produce. In a similar study Faylon et al (1981) on the marketing systems of fruits and
vegetables in the Philippines; it was found that farmers are generally price-takers because
they feel handicapped by lack of reliable price information and they cannot influence
supply and demand situation or committed to their informal financiers.
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METHODOLOGY
Locale and Time of the Study
The study was conducted at Daclan, Tublay, Benguet, specifically Bangho, Tili,
Pomey-as and Suyoc from December 2009 to January 2010.
Respondents of the Study
The respondents of the study were a hundred farmers from Daclan, Tublay,
Benguet. Simple random sampling from the farmers of the different sitios such as:
Bangho, Tili, Pomey-as and Suyoc was done.
Research Method
A prepared survey questionnaire was distributed to the respondents. Simple
random sampling was done to identify the respondents. Personal interview was also done
with some respondents.
Data Gathered
Data gathered included the following information, a) personal profile of the
respondents; b) farmers practices in marketing their product; c) perception of farmers
about farmers marketing cooperative; d) willingness of farmers to support farmers
marketing cooperative and e) potential of establishing farmers marketing cooperative.
Data Analysis
Data gathered was analyzed according to its objectives using frequency counts
and percentage.
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RESULTS AND DISCUSSION
Demographic Profile of Respondents
Table 1 presents the demographic profile of respondents. It presents their age, sex,
civil status, educational attainment, membership to other organization, type of the
organization and type of membership, years of membership to the organization, positions
as an officers, and number of years as a farmer.
Age. Thirty seven percent of the respondents belonged to ages 35 and below.
Twenty three percent of them aged 36-44 years old while 22% aged 45-52 years old. Not
many of them are young for 18% of them aged 53-70 years old.
Gender. Majority of the respondents are male with 65% and only 35% are female.
Civil status. Majority of the respondents (81%) are married and only 14% are
single.
Educational attainment. More than half of the respondents (52%) have not
reached or finished elementary while at least of them (13%) have reached or finished
college.
This indicates that most of the farmers interviewed did not have formal education
at the secondary and tertiary levels.
Number of years as a farmer. The result shows that not many of them (40%) had
been farming for less than 10 years; only 1 % had been farming for almost 50 years. This
shows that majority had been farming for many years.
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Table 1. Demographic profile of the respondents
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Age (in years)
35 and below
37
37
36-44
23
23
45-52
22
22
53-61
12
12
62-70
6
6
TOTAL
100
100
Sex
Male
65
65
Female
35
35
TOTAL
100
100
Civil Status
Single
19
19
Married
81
81
TOTAL
100
100
Educational Attainment
No formal Education
17
17
Elementary Graduate
35
35
High school Graduate
35
35
College Graduate
6
6
Vocational/ Technical
7
7
TOTAL
100
100
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Table 1. Continued…
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Number of years as a farmer
Lesser than 10 years
40
40
11-20 years
24
24
21-30 years
25
25
31-40 years
10
10
41- 50 years
1
1
TOTAL
100
100
Membership in an Organization.
Table 2 presents the membership in an organization. The result shows that 67% of
the respondents were not a member of any organization while only 33% of them were
members. Of the 67, 91% were members of an association and only 9% were members of
a cooperative. Regarding their position in the organization, 15% of them were officers
and 85% were just members. Majority were members of the organization for 1 – 5 years
and a few (7%) for 6 – 10 years. As to their position in the organization, 40% were
business managers, 20% were bookkeeper, secretary, and peace and order officers.
This means that at least a number from the famers are knowledgeable in leading
an organization which may help in case a farmers marketing cooperative will be
organized in the area. Their experiences in leading may help if ever they wish to be an
officer of the proposed cooperative.
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Table 2. Membership in an organization
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Whether a member or not
Yes, a member
33
33
Not a member
67
67
TOTAL
100
100
Type of Organization
Cooperative
3
9
Association
30
91
TOTAL
33
100
Type of membership
Member
28
85
Officer
5
15
TOTAL
33
100
Years of Membership
1-5 years
26
93
6-10 years
2
7
TOTAL
28
100
Position as an officer
Business manager
2
40
Bookkeeper
1
20
Secretary
1
20
Peace and Order officer
1
20
TOTAL
5
100
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Market Outlet of Farmers
Table 3 presents the market outlets of the farmers. Sixty five percent sell their
products to suppliers and inputs, 3% sell directly to the consumers, and 31% sell their
products to traders. No one is selling to the cooperative.
Satisfaction with Regards to their
Market Outlet
Table 4 shows the findings with regards to the satisfaction of respondents to their
market outlet. Sixty nine percent said that they were satisfied with their present market
outlet while 31% were not. Forty two respondents said that they have no choice but to
sell to their financier-supplier who provide inputs and sell the products of the farmer
because they have no other source of capital. They even feel indebted to their financier-
supplier because without their help they could not farm. Thirty nine percent said that they
were satisfied with their present market outlet because they were receiving a better price
thus they said they have more income. Also, 7% of them reasoned that it is more
convenient to sell their produce to their financier-suppliers because they do not need to
transport their produce to the market. Nine percent were satisfied with their market outlet
because their buyers pay cash upon delivery of the product.
Almost all of the respondents who were not satisfied in selling their products to
their financier-supplier said that they receive low income from their market outlets. This
means that the farmers’ in satisfaction to their current market outlet is due to less
payments and high deductions from them.
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Table 3. Market outlet of farmers
MARKET OUTLET
FREQUENCY
PERCENTAGE
Suppliers
65
65
Consumers
3
3
Cooperatives
0
0
Traders
31
31
TOTAL
100
100
Table 4. Satisfaction with regards to current market outlet
PARTICULAR
FREQUENCY
PERCENTAGE
Satisfied
69
69
Not Satisfied
31
31
TOTAL
100
100
Reasons for being satisfied
More convenient
7
10
More income
27
39
No other source of capital
29
42
Cash upon delivery
6
9
TOTAL
69
100
Reasons for not satisfied
Less payment and too
17
55
high deduction
Low income
14
45
TOTAL
31
100
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Marketing Practices of Farmers
Table 5 presents the marketing practices of farmers which include their pre-
selling practices like cleaning, sorting/grading and packaging and their mode of selling.
Pre-selling practices. The finding shows that 30% of the farmers practice
cleaning, 22% sort their product, and 48% pack their products before selling them.
Almost seventy percent of the farmers used sacks as packaging materials while 16% and
1% use boxes and baskets respectively.
This finding shows that farmer differ in their pre-selling practices and use
different packaging materials for their products. This confirms the findings of Pulami
(2002), that farmers intensively practice cleaning, grading and sorting their farm
products before packaging and transporting, and they do not practice trimming due to
lack of technical orientation and worries of high damage and losses.
Mode of payment. Regarding the payment of the produce, majority of the farmers
(66%) claimed that payments were in terms of credit while 34% accepted payments on
cash basis. Those farmers who received payments on credit were the ones under the
“supply system” contracts. The financier- suppliers sells the vegetables and deducts the
total credit of the farmers from the sales then pay the farmers if the sales exceeds the
amount of farm inputs. In cases when the sales from the product is not enough to pay the
farmer’s credit from the financer this amount will be deducted on the next cropping sales.
Market Place
Table 6 presents the places where farmers’ products were disposed. The result
shows that 74% of the farmers bring their produce to La Trinidad Trading post, 14% to
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Baguio City market, 8% to Metro Manila, 3% to the community market of Tublay and
1% in Maryland, Trinidad.
This implies that Trinidad Trading Post is where most of the farmers’ product was
disposed. It is the trading center for highland vegetables in Benguet and is where most of
their supplier is. This result is in contrast with the findings of Beta-a (1981) as cited by
Sim (1997), that greater volume of potato from Benguet was channeled to Baguio and
Manila.
Table 5. Marketing and selling practices of farmers in marketing their product
PARTICULARS
FREQUENCY
PERCENTAGE
Marketing Practices
Cleaning
30
30
Sorting and grading
22
22
Packing
48
48
TOTAL
100
100
Mode of payment
Cash trading
34
34
Credit
66
66
TOTAL
100
100
Packaging Materials
Plastic bags
16
16
Sacks
68
68
Baskets
1
1
Box
15
15
TOTAL
100
100
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Table 6. Place where farmers’ produce are being disposed
PRODUCT
FREQUENCY
PERCENTAGE
DESTINATION
La Trinidad Trading Post
74
74
Baguio City
14
14
Metro Manila
8
8
Tublay Community
3
3
Maryland, Trinidad
1
1
TOTAL
100
100
Transportation used and Transportation Cost
Table 7 presents the transportation used in delivering their product such as trucks,
jeepneys and buses and the amount they spend for transportation.
Transportation used. The result shows that 52% used trucks, 42% used public
utility jeepney and 6% used bus for transportation. This finding presents that those
farmers under “supply system” used trucks owned by the supplier for transportation.
Transportation cost. Finding shows that at least 38% of the members were
spending at least 100 pesos for transportation. However, 34% spent more than 100 pesos
while only 28% spent lesser than 100 pesos.
This implies that the fare for transportation of the farmers produce depends on the
volume of produce.
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Table 7. Transportation used and amount spent for transportation
PARTICULAR
FREQUENCY
PERCENTAGE
Transportation used
Trucks
52
52
PUJ
42
42
Bus
6
6
TOTAL
100
100
Transportation Cost (in pesos)
Lesser than P100
28
28
P100
38
38
More than P100
34
34
TOTAL
100
100
Farmers Perception about
Farmers Marketing Cooperative
The result in Table 8 shows the knowledge of farmers about farmers marketing
cooperative. About 55% of the respondents have no knowledge about famers marketing
cooperative. However, of the 45% who have some form of knowledge, 60% said it is
organized and owned by farmers, 22% know it is an organization that deals in marketing
products at a lesser price and 18% know it as an organization that helps in terms of
financial assistance.
This finding implies the lack of knowledge of farmers marketing cooperative
given their simple definitions about it
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Table 8. Perception of farmers about Farmers Marketing Cooperative
PARTICULAR
FREQUENCY
PERCENTAGE
Knowledgeable
about
farmers marketing
cooperative
45
45
Not knowledgeable about
farmers marketing
cooperative
55
55
TOTAL
100
100
Knowledge about farmers
marketing cooperative
1. Organized and owned
by farmers
27
60
2. Organization that deals
in marketing products
8
18
3. An organization that
helps in terms of financial
assistance
8
18
4. Lesser price
2
4
TOTAL
45
100
Advantages of Marketing Cooperative
Table 9 shows the advantages of Marketing Cooperative according to the
perception of the respondents. Majority (57%) said that farmers marketing cooperative
has advantages while 43% said it has no advantage to them.
The advantages mentioned by the 57 respondents were as follows: marketing of
their produce becomes easier (61.4%), serves as a meeting place for consultation
(24.6%), more income received (11%), and provides financial assistance (4%).
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The reasons of those farmers who don’t believe that farmers cooperative has an
advantage was discussed in table 9. Majority (51%) reasoned out that cooperative are not
fully established, 35% said they were not informed about it, 7% said that they don’t need
to establish because they are just producing small amount. However 5% said that
marketing cooperative has never been successful and 2% said that they are already
satisfied with their marketing practice.
The result shows that the farmers have different opinions regarding the advantage
of putting up marketing cooperative.
Table 9. Advantages of Marketing Cooperative
PARTICULARS
FREQUENCY
PERCENTAGE
Advantage of Farmers
Marketing cooperative
Yes, it has an advantage
57
57
No, it does not have
advantage
43
43
TOTAL
100
100
Advantages
It makes marketing easier
35
61.4
Serves as meeting place
for consultation
14
24.6
More income received
6
10.5
As source of financial
assistance
2
3.5
TOTAL
57
100
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Table 9. Continued…
CHARACTERISTICS
FREQUENCY
PERCENTAGE
It has no advantage
Cooperatives are not fully
established
22
51
No need to established
since small products are
being produced
3
7
No marketing cooperative
has bee successful
2
5
No information about it
15
35
Satisfied with my
marketing practice
1
2
TOTAL
43
100
Willingness of Farmers to Support a
Farmers Marketing Cooperative
Table 10 shows that majority (59) of the farmers are willing to sell their products
to the cooperative if ever one would be established. Their reasons for selling to the
cooperative were as follows: marketing would be easier (36%), net income would
increase (58%), and transportation cost would decrease (7%).
In terms of joining the cooperative, 57 were willing to join while 43 were not
willing. The purposes of those who are willing to join were as follows: to avail of the
services and benefits provided by the cooperative as mentioned by the respondents (68%)
and about 32% said that they want to join cooperative to avail financial assistance.
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On the other hand, the 43 respondents who were not willing to join gave the
following reasons: 61% said that they don’t know about farmers marketing cooperative,
21% prefer to sell their produce to the traders, 2% said that cooperative won’t last and
16% said that they don’t have money to invest.
This finding shows that some of the farmers are not willing to support the farmers
marketing cooperative because they are not familiar about this type of cooperative. If
these people would be educated about farmers marketing cooperative then they might be
willing to join.
Table 10. Willingness to support a farmers marketing Cooperative
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Willingness to sell the
product if organized
Willing to sell
59
59
Not willing to sell
41
41
TOTAL
100
100
Reasons for being willing
Marketing would be easier
21
35.6
Net income would
increase
34
57.6
Transportation cost would
decrease
4
6.8
TOTAL
59
100
Willingness to join the
cooperative
Like to join
57
57
Do not like to join
43
43
TOTAL
100
100
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Table 10. Continued…
PARTICULAR
FREQUENCY
PERCENTAGE
Purposes in joining
Avail services and
benefits
39
68
Source of financial
assistance
18
32
TOTAL
57
100
Reasons for not joining
I don’t know about
farmers marketing
cooperative
26
61
Cooperative are
organization that won’t
last
1
2
I don’t have money to
invest
7
16
I prefer to sell my
products to the traders
9
21
TOTAL
43
100
Amount of Share Capital
Farmers are Willing to Invest
Table 11 presents the amount of share capital farmers are willing to invest in the
cooperative. Twenty seven of farmers are willing to invest the amount of P1000, 22% of
farmers for P500, P2000 (7%) and only 2% are willing to invest P5000.
The willingness of farmers to contribute a share capital shows that they really
want a farmers marketing cooperative to be organized.
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Table 11. Amount of share capital farmers are willing to contribute
SHARE CAPITAL
FREQUENCY
PERCENTAGE
500
22
39
1000
27
47
2000
7
12
5000
1
2
TOTAL
57
100
Willingness to be an Officer
Table 12 presents the willingness of the farmers to be elected as officers, the
position they want to take if ever they want to be elected and their reasons in pursuing to
be an officer.
Only one fourth of the respondents are willing to be an officer in the cooperative
while 75% do not want to become an officer. Twenty percent of them wanted to be
elected as chairman of the board, 76% wanted to be committee members and 1% wanted
to be the secretary. Their reasons for becoming an officer are the following: to help in the
success of the cooperative (48%), 44% said that they want to share their knowledge in
leading, 8% said that they would like to know more the concepts of marketing
cooperative.
More of the respondents among those willing to join are not willing to become
officers in a farmers marketing cooperative which shows that they just want to be
members. From the study of Rapp and Ely (1996), regardless of the business climate for
the proposed, cooperative leaders must demonstrate a combination of expertise,
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
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enthusiasm, practicality, dedication, and determination to see that the project is
completed. This shows that dedication to lead is needed in order to achieve the goal of an
organization.
Table 12.Respondent’s willingness to be elected as officers
PARTICULAR
FREQUENCY
PERCENTAGE
Willingness to be an officer
Willing to be an officer
25
25
Not willing to be an
75
75
officer
TOTAL
100
100
Positions
Chairman
5
20
Committee
19
76
Secretary
1
4
TOTAL
25
100
Reasons to be an officer
Help in the success of
cooperative
12
48
Share knowledge in
leading
11
44
Know more the concept
of cooperative
2
8
TOTAL
25
100
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Respondents’ Reason in Supporting
the Plan
More than half of the respondents who are willing to support the plan said that it’s
because they want to improve formation of marketing cooperative, while 10% said that
they want to show that it would work in Tublay.
This implies that the respondents have different reasons why they are willing to
join farmers marketing cooperative. And their willingness to join is an assurance that
farmers marketing cooperative is really possible to be organized.
Table 13. Respondents’ reasons in supporting a plan in organizing farmers marketing
cooperative
PARTICULAR
FREQUENCY
PERCENTAGE
Willingness to support
Willing to support
58
58
Not willing to support
42
42
TOTAL
100
100
Reasons if yes
Advocate cooperative
movement
18
31
Improve formation of
marketing cooperative
34
59
Show the marketing
cooperative can work in
Tublay
6
10
TOTAL
58
100
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SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
This research was conducted to determine the potentials of organizing farmers
marketing cooperative at Daclan, Tublay, Benguet.
The respondents were one hundred farmers of Daclan. The data was collected
using a survey questionnaire and personal interview. The data was analyzed using
frequency and percentage.
The study found out that majority of the respondent ages ranges from 35 and
below, male, married, and elementary and high school graduate. Majority were not a
member of any organization. Few are members and most were association. Majority of
them have been farming for less than 10 years and most of these farmers were producing
Baguio beans.
Most of them usually sell their products to the financier-supplier. Most of them
are satisfied with it since they have no other source of capital in farming and through the
financier-supplier they will not worry where to sell their products. Some say they are not
satisfied because they get low payment of their product and, yet too high deduction for all
their expenses. The supplier get’s more payment, such as interest system and sometimes
farmers are not paid in cash.
Majority use sacks for packing since most of their crops is beans.
Majority of their products were brought to La Trinidad Trading Post since it is the
center for trading in Benguet. For those who were under supply system,they use trucks
for transportation owned by the financier-supplier and spending a fare at least P100 per
volume.
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Majority were not knowledgeable about Farmers Marketing Cooperative because
its operation is not familiar, they know more about associations and more on credit and
consumers cooperative.
Most of them said that Farmers Marketing Cooperative can be advantageous to
them since it can make marketing of their produce more easily. In addition, most of them
are willing to sell their product to the cooperative if ever one will be organized.
Majority also were interested to join and support farmers marketing cooperative
will be organized, because they want to avail the services offered by the cooperative and
the benefits they will get form it such as dividend and patronage refund. Furthermore, the
cooperative would help the farmers in the transportation and marketing of their produce.
Most of the respondents were willing to invest 1000 pesos as their share capital.
Majority of them were not willing to be elected as an officer. Few were interested to be
elected, and most wanted to be member of the committee. They were interested because
they want to help in the progress of the cooperative.
Conclusions
Based on the findings of the study, the following conclusions were drawn:
1. Most of the farmers sell their produce to financier-supplier who provides for
their farm inputs. The financier–supplier will be the one to market their produce and pay
them after the vegetable have been sold.
2. Most of them were not knowledgeable about Farmers Marketing Cooperative,
because they were not familiar with its operation. However, they assumed that it would
be beneficial to them once it will be organized through making marketing easier in terms
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
at Daclan, Tublay, Benguet / Ruth Ann C. Kingay. 2010
36
of convenience in selling their produce and also in terms of transportation for they
believed that it will lessen their transportation cost.
3. Most of the farmers were willing to sell their produce to the cooperative given a
cooperative will be organized. And they were willing to contribute a share capital if ever
their will be a plan o organize a farmers marketing cooperative. Some also were willing
to be an officer, and mostly chooses a committee member as a position to take.
4. Furthermore, from the responses of those farmers then it can be concluded that
organizing a Farmers Marketing Cooperative at Daclan, Tublay, Benguet would be
possible. They want to try other marketing outlet aside from financier-supplier and to
acquire more income, and also they want some changes on how they will improve their
lifestyle.
Recommendations
Based on the conclusions, the following are recommended:
1. Since majority showed interest in organizing a farmers marketing cooperative,
then deeper feasibility study should be conducted, to help in knowing if it is viable to put-
up a farmers marketing cooperative. Then if the results of the feasibility study show that
it is viable then it is time to organize one.
2. Before organizing a committed core group that will help in organizing should
be determined, since commitment is needed for a cooperative to be successful. After that
then information dissemination should be conducted such as seminars and meetings of
famers for them to be more knowledgeable about farmers marketing cooperative. It
would be better also if the advantages and disadvantages of cooperative will be discussed
for them to know the do’s and don’ts in forming cooperative.
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
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3. A committed officer and members are recommended also for a cooperative to
be successful since they will be the one who will look up for the cooperative and so that it
will not be a fly-by night organization.
4. Furthermore, an organized linkage to secondary cooperative is recommended to
have a stable and strong cooperative and to have access or information about cooperative
like the laws, rules and regulations, and others. This is an application of the cooperative
principle stated as “cooperation among cooperatives”.
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
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38
LITERATURE CITED
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A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
at Daclan, Tublay, Benguet / Ruth Ann C. Kingay. 2010
40
APPENDIX A
Letter to the Respondents
Republic of the Philippines
Benguet State University
COLLEGE OF AGRICULTURE
Department of Agricultural Economics and Agribusiness Management
La Trinidad, Benguet
December 4, 2009
_____________
______________
______________
Sir/ Madam,
I am a senior student taking up BS Agribusiness major in Cooperative Management at
Benguet State University. I’m having a research study entitled “A Diagnostic Study of
the Potential of Organizing Farmers marketing Cooperative at Daclan, Tublay, Benguet”.
In this connection, I would like to ask from your opinion regarding the following queries.
Choices are made for you to answer easily and quickly.
Thank you very much for spending your time. And rest assured that all will be taken into
consideration.
Respectfully Yours,
RUTH ANN C. KINGAY
BSAB Student
Noted:
PROF. EVANGELINE B. CUNGIHAN
Thesis Adviser
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
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APPENDIX B
Survey Questionnaire
A.PERSONAL INFORMATION:
I.NAME: ______________________
DATE: _____________
AGE: ________
SEX: ___M___F
CIVIL STATUS: ____S____M
HOME ADDRESS: _____________________________
OCCUPATION: ____________________
II.EDUCATIONAL BACKGROUND:
____ No formal education
____ College graduate
____ Elementary graduate
____ Vocational/ technical
____ High school graduate
III.1. Are you a member of any organization?
____ Yes ___ No
If yes, what type of organization?
____ Cooperative
____ Association
2. What position are you holding?
____ Member, how many years have you been a member?__________
____ Officer, what position? ___________
3. How many years are you engaged in farming? __________
4. What products/ crops are you producing? _________________
B. AS TO FARMERS PRACTICES IN MARKETING THEIR PRODUCT
1. Where is your market outlet?
_____to suppliers
_____ to consumers
_____ to cooperatives
_____ others, please specify ___________
2. Are you satisfied with your present market outlet?
____ Yes ____ No
If no, why? ________________
3. What marketing practices are you performing?
____ Cleaning
____ Sorting and grading
____ Wrapping
____ Packing
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2. How do you sell your product?
____ Cash trading
____ Credit
4. What is your reason for choosing them as buyer of your product?
____ They buy it in higher price
____ Regular Buyer (suki)
____ Immediate payment received
____ More convenient
____ Others, please specify ____________
5. Where are you selling your products?
____ Tublay
____ La Trinidad Trading Post
____ Baguio City
____ Others, please specify _____________
6. How do you transport your product?
____ Trucks
____ Public utility jeepney
____ Bus
7. How much do you spend for transportation (per sack of product in peso)?
___lesser than 100ph.
___ More than 100ph
___at least 100ph.
___others, please specify ______
8. What packaging materials are you using in packing your product?
_____ Plastic bags
_____ Sacks
_____ Baskets
_____ Others, please specify__________
9. How many are you producing in terms of kilograms?
_____ 100 kgs.
_____ 150 kgs.
_____ 300 kgs.
_____ others, please specify ____________
C. AS TO PERCEPTION OF FARMERS ABOUT FARMERS MARKETING
COOPERATIVE
1. Do you know about Farmers Marketing Cooperative? Yes___ No ___
2. If yes, what do you think is it?
____organized by farmers and owned by them
____An organization that deals mainly in marketing the products of its members
____An organization that helps the farmers in terms of financial assistance
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3. If no, why?
____ Cooperatives are just a newly organized firm
____ Operations of cooperative is not familiar
____ Others, specify_______
4. Do you think a Farmers Marketing Cooperative would be of advantage to you?
_____ Yes ___ No
5. If yes, what would be the advantage?
____ It will make marketing easier
____ It will serve as meeting place for consultation to improve production and
marketing
____ As a collection center for wholesaling farm products
____ Others, please specify ______________
6. If no, why?
____ Cooperatives are not yet fully established
____ No need to established because small products are being produced
____ No Marketing Cooperative has ever been successful
____ Others, please specify _____________
7. If organized are you willing to sell your product to the cooperative?
______Yes _____ No
8. How will it benefit you?
____ Marketing would be easier
____ It will increase net income
____ Lower cost of transportation
____ Others, please specify ______________
D. AS TO WILLINGNESS OF FARMERS TO SUPPORT A FARMERS MARKETING
COOPERATIVE
1. In case of Farmers Marketing Cooperative will be organized at your place are
you willing to join? ____ Yes ___ No
a) What is your purpose in joining Farmers Marketing Cooperative?
____ Avail services and benefits such as marketing products and refunds
like patronage and dividends to be received every fiscal year.
____ To develop skill in leadership and social skills
____ As a source of financial assistance
____ Others, specify ______________
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b) If no, why?
____ I don’t know about Farmers Marketing Cooperative
____ Cooperative are just an organization that won’t last
____ I just don’t like to join
____ I don’t have money to invest
____ I prefer to sell my product to the traders
2. In case Framers Marketing Cooperative will be established how much share
capital do you like to invest?
____ 500
____ 1000
____ 2000
____ Others, specify_________
3. If organized would you like to be an officer? ____ Yes ____ No
4. What position would you like to take place?
____ Chairman
____ Committee
____ Treasurer
____ Secretary
____ Others, please specify ______________
5. What reason you like to be an officer?
____ To help in the success of the cooperative
____ To share my knowledge in leading
____ To know more the concept about cooperative
____ others, please specify ___________
E. AS TO POTENTIAL OF FARMERS ABOUT ESTABLISHING FARMERS
MARKETING COOPERATIVE
1. Do you think establishing a Farmers Marketing Cooperative in your area
would be possible? ____Yes ____ No
2. If yes, how will it help you?
___easy access of trading center
___ reduce marketing cost through transportation and other marketing
strategies
___ As meeting place for consultation for improvement of production and
marketing system
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3. If no, what is your reason?
___ No trust in the cooperative
___ Cooperatives are not financially strong
___ It will not succeed anyway
4. If there’s a plan of establishing Marketing Cooperative would you support the
plan? ____ Yes ____ No
5. Why, what is your reason?
____ To advocate cooperative movement
____ To improve formation of marketing cooperative
____ To show that marketing cooperative can work here in Tublay
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A DIAGNOSTIC STUDY ON THE POTENTIAL OF ORGANIZING
FARMERS MARKETING COOPERATIVE
AT DACLAN, TUBLAY, BENGUET
RUTH ANN C. KINGAY
A THESIS SUBMITTED TO THE COLLEGE OF AGRICULTURE
BENGUET STATE UNIVERSITY IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE
BACHELOR OF SCIENCE IN AGRIBUSINESS
(COOPERATIVE MANAGEMENT)
APRIL 2010
A Diagnostic Study of the Potential of Organizing Farmers Marketing Cooperative
at Daclan, Tublay, Benguet / Ruth Ann C. Kingay. 2010
Document Outline
- A Diagnostic Study of the Potential ofOrganizing Farmers Marketing Cooperative at Daclan, Tublay, Benguet
- BIBLIOGRAPHY
- ABSTRACT
- TABLE OF CONTENTS
- INTRODUCTION
- REVIEW OF LITERATURE
- METHODOLOGY
- RESULTS AND DISCUSSION
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- LITERATURE CITED
- APPENDIX