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Assessment of The Pork Retail Sector in Cambodai
Assessment of The Pork Retail Sector in Cambodai
Assessment of The Pork Retail Sector in Cambodai
CONTENTS PAGENO.
I. COMPETITIVENESSOFCAMBODIAPORKATLOCALMARKET
1
II. INTERVENTIONDIRECTIONS/STRATEGICFRAMEWORK 2
III. UPGRADINGOFFOODSAFETYANDQUALITYCOMPLIANCEOFPORK
RETAILSTALLSINWETMARKETS
4
IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND
PERCEPTIONTOWARDSPORK
12
V. INDICATIVEIMPLEMENTATIONPLAN
14
1
I. COMPETITIVENESSOFCAMBODIAPORKATLOCALMARKET
1. ConsumptionofCambodianporkhascomeunderincreasingpressurefromimportsoflivepigs
from Thailand and Vietnam. Four private firms import 800 pigs from Thailand daily for local
consumption (Phnom Penh Post, 21 May 2009). According to the Cambodia Pig Raisers
Association,manyofthesmalleroperatorshavecloseddownwhileothersoptedtoslowdown
intheiroperationsduetoshrinkingprofits.In2008,shareoflocalporktototalmarketsupply
wasestimatedat60%.In2009,marketsharedecreasedto40%.
Local pig production is dominated by smallholders and has a cyclical trend of expanding and
contractingtriggeredbychangesinmarketopportunities,coupledwithmovementsinthecost
ofanimalfeedandutilities.Becauseofsmallholderslowerlevelofinvestment,theyfinditeasy
to move in and out of the business when market conditions, and/or the cost/profitability of
production,changeinanadversedirection.Thiscyclicallocalpigproductionhascontributedto
the gradual crowdingout of local pig raisers in the distribution system. Slaughterhouses
increasinglypreferimportedpigsthanlocallyraisedpigsbecauseofstableavailabilityandlean
meat content. A predictable supply of slaughter pigs makes an optimum use of slaughter
capacityandsupplytothemarketpossible.
2. Majority of the traders and slaughterhouses display little or no loyalty to pork produced from
locally raised pigs. Main purchase determinants are profitability (lowest price per kilogram
meat output; % yield of lean meat) and consistent availability at sufficient volumes. Local
breeds generally yield lower percentages of lean meat and are, therefore, less attractive to
traders/slaughterhousesespeciallythosethatareinvolvedindistributiontourbanmarkets(i.e,
PhnomPenh).Atthetraders/slaughterhouseslevel,Cambodianporkcostsmorethanimported
porkduetodifferenceintotalmeatoutput.Tobeabletoselltotraders/slaughterhouses,local
pig raisers decreased price of local pig to 6,000 to 7,000 riels per kilo. Retail prices of
Cambodianandimportedporkaregenerallythesame.
4. Urban and tourism markets increasingly favor lean pork/low fat content, but majority of the
smallscale producers raise breeds and use feed options that do not yield the leaner market
demanded by the market. Imported pork is generally leaner compared to local meat. The
villageandprovincialmarketsarelessdemandingintermsoffatcontent.
5. Restaurants generally prefer imported meat because it does not shrink as much as the local
porkduringcooking(lowdriploss),lowfatcontent,andreliablesourcing.
6. ConsumerspreferthetasteofCambodianporkthanThaiandVietnampork.Itisalsoperceived
tobesafer(noantibiotics,growthpromotants,etc.)thanimportedproduct.
7. Decrease in pork sales due to the H1N1 outbreak was higher in the cities than in rural areas.
Supermarkets selling pork products (chilled/frozen meat) reported higher drop in sales than
vendorsinwetmarkets.Consumersperceiveporkfromlocallyraisedpigtobesafertoeatthan
importedporksincethereisnoreportedH1N1virusincidenceinCambodia.
8. Fresh pork is generally marketed in wet markets in a generic manner, without reference to
either its geographic or slaughterhouse origin. There is though a growing interest among
consumersonproductorigin.However,thereispresentlynoclearvaluepropositionorstory
that conveys a clear compelling reason why the consumer would choose to select Cambodian
porkasaproductofchoice.
9. Cambodianstraditionallyconsumefreshporksoldattraditionalwetmarkets.Chilledporkhas
been introduced in supermarkets but, to date, accounts for an insignificant percentage of the
market.Asidefromleanness,animportantfactorthatconsumersconsiderwhentheybuypork
isFreshness.Freshnessisalsoseenasameasuretoavoidtheriskthatmaybebroughtaboutby
theunsanitaryfoodandriskyeffectsfromfood.
The current distribution and retail systems of pork meat need improvement in terms of
compliance to food safety. The products are generally exposed to elements that accelerate
deterioration of quality. Remaining inventory of meat during the afternoon is automatically
classified as of lower product quality and sold at discounted prices. Products that are not sold
duringthedayareusuallyboughtbyprocessorsorbysmallfoodserviceoutletsatlowerprices.
Noncompliance to food safety standards does not only pose health hazards to consumers but
alsocontributetoshrinkageofprofitmarginsofretailers.
II. INTERVENTIONDIRECTIONS/STRATEGICFRAMEWORK
To mitigate the rapidly declining market share of Cambodian pork in the domestic market,
interventions at the retail level must be directed towards strengthening the preference of the
consumers for local pork by visibly communicating at the pointofpurchase its origin, superior
eatingquality,andfoodsafetyintegrity.Thiswillbecarriedoutvia:
3
a) UpgradingFoodSafetyandQualityComplianceofPorkRetailOutlets/StallsinWetMarkets
toBetterServethePorkIndustryandConsumers
b) PromotionCampaignstoImproveConsumerAttitudeandPerceptiontowardsCambodian
Pork
The local pork industry has little or no image within the Cambodian marketplace. The H1N1
virus outbreak is further hurting consumer confidence on the safety of eating pork. It is in the
interestofallindustryplayerstoworktogetherandinvestinaprogramtoaddressconsumerrisk
perceptions and undertake market promotion based on concrete unique selling proposition/s.
Growth in consumption of local pork will rest primarily on educating the average Cambodian
consumer about the positive eating and safe attributes of local pork and to reflect these
characteristicsatthepointofsale.
Stimulating consumer interest on local pork, and, consequently, its increased consumption, can
potentially promote/build purchasing loyalty for locally raised pigs among slaughterhouses.
Slaughterhouses and traders orchestrate the type and flow of meat products in the wet markets.
Theslaughterhousesgenerallymaintainapoolofretailers.Theyalsoselltoretailersoncredit.The
prevailing market drivers underlying pork procurement among major slaughterhouses are
profitability and stability of supply. A strong consumer preference for local pork can provide
incentivesforslaughterhousestoincrementallyshifttolocallyraisedpigs.However,tosustainthe
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IncreaseMarketShareof
LocalPork
BuildPurchasingLoyaltyforLocalPorkamongSlaughter
Houses
Strengthen Preference of Consumers for Local Pork by
visibly communicating at point of purchase its origin,
superior quality, and food safety integrity
UpgradingofFoodSafetyand
QualityComplianceofPork
RetailStallsinWetMarketsto
betterserveIndustryand
Consumers
PromotionalCampaignsto
ImproveConsumerAttitude
andPerceptiontowards
CambodianPork
4
shift of slaughterhouses and consumers from imported to local pigs, raisers have to resolve major
meat production issues (leanness, low fat content, wellmarbled, low drip loss). Likewise, players
need to work together to ensure chain wide food safety and address the need for collaborative
mechanisms to ensure better synchronizing of production and marketing activities between pig
raisers,traders,andslaughterhouses.
III. UPGRADINGOFFOODSAFETYANDQUALITYCOMPLIANCEOFPORKRETAIL
STALLSINWETMARKETS
A. Rationale
The wet market is the most important marketing channel for local pork. About 95% of the pork
consumed in Cambodia is purchased in wet markets. Majority of the pork retailers in the wet
market generally carry both imported and local meat except those that are directly related (e.g.,
wives) to smallscale traders/slaughterhouses participating in the MSME program who are
specialized in local pork. The pork retailers form an integral part of the local pork industry by
linking consumers and producers through business and social relationships. A key remedial
measure done by retailers to respond to growing preferences for Cambodia pork and lean meat is
to trim down the fats from the local pork. Through this simple measure, the retailers are able to
provide temporary solution to the current lack of capacity of raisers to produce pigs that can
providethequalityofmeatdemandedbyconsumersaswellasmaintainsalesforlocalpork.
Before a purchase, quality expectations of consumers are formed based on extrinsic and quality
cues that are present in the shopping situation. Intrinsic quality cues comprise the physical
characteristicsofaproductssuchascut,color,andvisiblefatcontentofthemeat.Extrinsicquality
cues refer to everything else info on production system, distribution, outlet, price, etc. Quality
expectations will only influence purchase decision to the degree that they are salient in the
shopping situation particularly the presentation of the product in the stall and the information
availableabouttheproduct.Tofurtherharnessthecollective potentialofporkretailerstomitigate
theeffectsofimportedmeatonthelocalpigindustry,thereisaneedforimprovedandsafevisual
merchandising.Forporkretailerstoreaffirmandsustaintheirhistoricalfunctionofbringingfresh,
safe, quality, and reasonably priced food to the populace parallel to facilitating the gainful
participation of local pig raisers in the domestic market, the following key challenges have to be
addressed:
CambodianPorkinWetMarket
Fats sold
separately
at lower
price
For
Cambodian
pork to be at
par with
imported
meat,
retailers trim
down the fat.
5
- The need to present consumers with a set of differentiated product and merchandising
attributes to gain a competitive advantage especially with the increasing numbers of imported
productsavailableinthemarket
- Theneedforincreasedawarenesscreationontheimportanceofsafetyandqualityoflocalpork
andimprovementofretailerscapabilitytoassureconsumersofsafefoodatalltimes
- The need to further strengthen governance in the pork retail supply chain including
establishmentofmarketbasedstandardsinaninclusivewayandupheldbyallplayers.
- Theneedtoimproveaccessofvendorstoaffordableservicesthatwouldenablethemtoacquire
the resources and skills to improve quality and safety of fresh produce as well as strengthen
entrepreneurialskillswhichareallnecessaryforthesustainabilityofboththeirownoperations
andtheCambodianlocalporkindustry.
B. Objectives
Thiscomponentisaimedatfacilitatingthecommercialupgradingofporkretailoutletsparticularly
theircapabilitiestomeetfoodsafetyandqualitystandardsasameansofimprovingtheirincomes
and sustainability of their livelihoods and that of the local pig raisers. Specific objectives of the
componentare:
a. To facilitate the development of differentiation factors and Pork Retail Quality System
encompassing basic quality and food safety standards that would establish a
special/distinct statement that the pork retailers can introduce and sustain as a marketing
proposaltoimproveperceivedvalueandsalabilityoflocalpork
b. Todevelopprovidersandservices/productsthatwouldfacilitatetheupgradingofretailers
particularly the acquisition of capacities and capabilities to meet basic food safety and
quality standards parallel to development of systems to ensure sustained and equitable
accesstotheseservices
c. To support the strengthening of pork retail supply chain governance and the promotion of
publicprivatealliancesasbasesfortheupgradinginitiativeswithsocialresponsibilityand
sustainablebusinessgrowthasframeworkforcollaboration.
Proposed intervention strategies to achieve above objectives are discussed in the next sections.
TheindicativeimplementationplanispresentedintheAnnex.
C. ProposedInterventionandImplementationStrategies
1. SelectionofPilotstoInitiatetheChange/UpgradingProcess
Below are the three possible options for the pilots and each has its own implications to
implementation.TheCambodiaMSMEProgrammayopttohaveapilotforeachoftheoptiontotest
theefficacyofeachoftheapproaches.
Should program opt to focus on specific wet markets, the selection process should be similar to
subsectorselectionconsistingofthefollowingsteps:
Participatory Definition of Selection Criteria: Criteria for selection may include the following: a)
scope for increasing volume of local pork traded in the market; b) significant number of pork
retailers committed to allocating specific percentage for local pork; c) Existence of partners to
collaborate with and readiness for change; d) Progressive area/With good % of lowmedium to
medium end consumers; e) Active Health Promotion Units/Village Health Promotion Units; and f)
With some basic market infrastructure, conducive framework conditions, and clear presence of
someincentivesforplayerstoinvestinupgrading.
Profiling of Shortlisted Markets based on Selection Criteria: This will involve the collection of
information and analysis of shortlisted markets based on selection criteria. The preliminary
assessment will then lead to the next step of taking the decision to select market/s to implement
thepilots.
Prioritization and Selection of Pilot Markets: Ranking and prioritization of wet markets are best
conductedthroughworkshopswiththevariousstakeholderstoensureobjectivenessandpromote
ownershipofresults.
2. PromotionofInterfirmCooperation/ImprovementofSupplyChainGovernance
a) Facilitateformationofpublicprivatesectorallianceormultisectoralworkinggroup
PorkRetailQualitySystem
WorkingGroup
PoolofProvidersand
Trainors
AccreditationandMonitoring
Committee
Retailers
8
The pursuit of common upgrading objectives among the diverse stakeholders can be facilitated
throughtheformationofmultisectoralteamsorworkinggroupsconsistingofthefollowing(have
tobeadaptedtospecificcontextandpilotsetup):
PorkRetailQualitySystemWorkingGroup/TaskForce:Centralbodyforplanning,implementingand
monitoring the project. It is proposed that the Working Group should include the following: a)
governor/representative of governor; b) market administrator or manager; c) representatives of
pork retailers, slaughter houses, and pig raisers; d) consumer group representative; e)
Camcontrol/MAFF;f)Media;g)Academe;andh)HealthPromotionCenter
ProvidersPool:Providersofarangeofservicesandresourcestofacilitateupgradingofvendors.
b) PromotionofCommonUnderstandingofStandardsandNormsandAccountability
This will involve the following: i) Development of Wet Market/Pork Retail Outlet Working Vision;
ii) Elaboration of Standards (as per Anukret 47 and food safety guidelines for meat retailers) and
Range of LowCost Implementation Measures; iii) Formulation of Implementation Plan; and iv)
Disseminationofstandardsandimplementationplantoallstakeholders
3. BusinessDevelopmentServicesforPorkRetailOutlets
a) Establishmentofapoolofproviders
It is ideal that a pool of providers be established for each of the market. Providers may be:
progressive retailers/traders, producers association, staff from slaughterhouses, market
administrator and collection agents, health center personnel, and village health volunteers.
CamcontrolandextensionofficersfromMAFFcanpotentiallyhandlethemoretechnicalaspectsof
thetrainingorprovidesupportduringtheconductofthetraining.
Program Support
Identification of potential catalysts
Initiate the formation of the Pork Retail Quality System working group
Organizational/Institutional Development Support
Capability Building Food Safety and Quality Standards in Pork Retailing
Who will do it: Pork Retail Quality System Working Group, core group of retailers with the
participation of government, industry players, and other stakeholder groups
Program Support:
Workshop facilitation/Guidance in the development of implementation plan
Technical assistance in the elaboration of standards and parameters
Support to dissemination of standards and implementation
9
b) Developmentofservices
Training may cover the following topics: i) food safety and quality; b) visual merchandising; iii)
enterprise/ financial management; and iv) semiprocessing of meat to prolong shelflife. Training
should be aligned to the lowcost implementation measures identified in collaboration with the
players themselves. The training sessions should start with easy low cost changes. It is also
recommended that all services follow the Learning/ Training Application/ Mentoring
Income/Sales Feedback/Coaching cycle. The objective is to allow vendors to immediately apply
newskillsandexperiencetangiblebenefitsoftraining.
To facilitate identification of
lowcost solutions and, at the
same time, promote
experimental learning and
innovation among retailers,
competitionscanbeconducted
on food safety and quality
standards compliance. The
viable lowcost solutions can
then be integrated in the
training modules. The
competitions would also
provide retailers the
incentives to immediately
adoptgoodpracticesaswellas
facilitate assessment of
vendors understanding of the
different standards and to
make corrective actions
whenevernecessary.
10
c) Financialviabilityschemes
Basedoninterviewsconducted,itisunlikelythatretailerswouldbewillingtopayupfrontfeesfor
training. As such, services have to be provided as part of business transactions. The following are
thepossiblefinancialviabilityschemes:
i) Costoftrainingbundledinstallpayment
ii) Cost of training covered from markups sale of packaging materials, apron, hair net,
signage,pointofpurchasematerialsindicatingoriginandproductattributes,etc.
iii) Embeddedservicesvalueaddedservicesprovidedbyslaughterhousestotheirretailers
iv) Bundledwithpaymentforbusinesslicenserenewal
v) BundledwithmembershipfeesCambodiaPigRaisersAssociation
d) PromotionofMicroFranchising/Branding
a) AdvocacyCampaignontheBenefitsofUpgradingandFoodSafetyandQualityCompliance
The campaign should be oriented to the objectives and needs of people who are directly involved
and whose actions and behavior will determine the success of the upgrading initiative. Activities
may include: i) orientation of industry players on the benefits of upgrading and food safety
compliance with a focus on income generation, customer relations, and health benefits for
themselvesandtheirworkers;andii)SafePorkcampaigndirectedtoconsumers.
b) Regularconductofconsumerfeedbacksurvey
Theconsumerfeedbacksurveycanserveatwofoldpurpose:i)asbasisforiterativeplanning;and
ii) provide motivation for pork retailers to pursue and sustain upgrading. This may be done via a
DotSurvey.Itissimplebuteffectivedatacollectionmethodinwhichalimitednumberofquestions
arepostedonaneaselorboardandconsumersindicatetheirresponsesusingcolorfullabels/dots.
In our experiences in Costa Rica, these are wellliked by consumers and adds to the market
atmosphere. Results should be analyzed together with the retailers and other stakeholders.
Positiveresultsmaybedisseminatedtothemediatoencourage otherindustryplayerstoenrollin
theupgradinginitiative
c) RecognitionandAccreditation
Recognition from the program, government or individuals respected by the actors can help
maintainmomentumandspreadinterestamongtheresistantgroup.Interestfromthemediamay
alsohelpkeepactivitiesfromstalling.Activitiesmayinclude:i)SearchforModelRetailersvotedby
consumersandpeers;ii)trimediadisseminationofsuccessstories;iii)simpleaccreditationsystem
whichcanbeconducteduntilendofprogram.
Who will do it: MAFF, Camcontrol, Pork Retail Quality System Working Group, Media
Program Support:
Support to development and conduct of advocacy campaigns
Who will do it: Collaboration between Program and Pork Retail Quality System Working Group
and with the support from media
Program Support:
Support to development and conduct of consumer feedback survey including analysis
Dissemination of positive results to media
Who will do it: Pork Retail Quality System Working Group and Program with support from media
Program Support:
Support to conduct of competitions
Technical assistance in the development of the accreditation system
Preparation and dissemination of success stories
12
IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND PERCEPTION
TOWARDSPORK
A. Objectives
To date, there is no serious and sustained local campaign to give Cambodian pork prominence in
consumerconsciousness.AlthoughitisclaimedthatCambodiansgenerallypreferlocalporkdueto
its better taste and lower risks of contamination, these positive attributes do not translate to
increasedmarketshares.Intheabsenceoflabelsoforigin,itmaybepossiblethatimportedpigsare
passed off as local pork since a higher percentage of the meat supplied to retailers are from
imported pigs. Interviews indicate that it was not easy for ordinary consumers to distinguish
product attributes of local pork from the Thai and Vietnamese meat. Since branding cannot be
implementedattheshortterm,aremedialmeasureistoeducateconsumersonhowtodistinguish
local pork from imported meat through visual appearance (color, marbling, etc.). Likewise,
Cambodian porkhascertainqualitydisadvantagesoverimported meat whichrequiresproduction
changes that cannot be achieved in the shortterm. It is, therefore, important for the industry to
reinforce positive associations/imagery of Cambodian pork as a shortterm response. This is also
themostopportunetimetoconductamarketingcampaigngiventhatconsumersgenerallyperceive
local pork to be safer than imported pork since there is no reported incidence of H1N1 virus
outbreak.Specificobjectivesofthemarketingcampaignareto:
a. Develop and promote a unique selling proposition and other attributes for Cambodian
fresh pork and ensure that these are passed to consumers and those who influence
consumerdecisionmaking
b. Increaseporkvolumeandmenuplacementinfoodserviceoutlets
c. Increasevaluealongthedifferentlinksinthechain
B. Description
Storyline PossibleTheme:
WeLoveourPorkTheFlavorofCambodia
CambodiaPork:YouCanSeeandTastetheDifference!
CambodianPorkTheTasteisWorthIt!
KeyMessages:
ReddishpinkcolorofCambodianporkmoretenderandflavorful.
Speciallybredforflavorandtastenaturallymoistwithnowater
chemicals
Highlymarbledformaximumnaturaljuicinessandtaste
Hogsarebred,born,andraisedonfamilyfarmsnaturallyraised
andnogrowthpromotantsandantibiotics
Availableinsafeandcleanretailoutletsaimedatgivingyoua
healthyandsafeshoppingenvironment
Tobesupplementedwithmessagesonfoodsafety
Note:AbovecharacteristicsofCambodianporkhavetobeverifiedby
foodtechnologists/meatexpertsthesewerebasedfrominterviewsof
13
traders.
CommunicationStrategy Pointofpurchasematerials(inretailstalls)showingthephysical
characteristicsofCambodianporkandkeymessages
Selectothermediathatwould:i)Showcasepork'sappetiteappeal;ii)
BuildastrongemotionalconnectionbetweenporkandCambodian
familytraditions(?)andlocaleconomy;iii)Delivereducationand
informationonlocalpork'ssafetyandhealthfulnessand
distinguishingfeaturesvisvisimportedpork
Enlistsupportofculinarywriters/gurustoattestonsuperiortasteof
CambodianPork
Enlistnewspapers/radio/tvtofeaturerecipesusinglocalpork
HealthyPorkRecipe/Culinarycompetitionsthatwouldshowcase
versatilityofporkandallowsampling.TargetParticipants:
restaurants/foodserviceoutlets
Whowilldoit CambodiaPigRaisersAssociation
MongReththy
SlaughterHousesatstartofcampaign,enlistthoseusingatleast
60%localpigsastheymaybemorereceptive
PorkRetailQualityWorkingGroups
MAFF
ProgramSupport TAinthedevelopmentofpromotionalcampaign
Capacitybuildingonhowtomanageandrunpromotionalcampaign
keystakeholdergroupsthatwilleventuallycontinuethecampaign
Supporttopilotrunofcampaign
Facilitationoflinkageswithpotentialsponsors
Monitoringofresultsofpromotionalcampaign
14
IV. ANNEX
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
PilotSection
MappingofSlaughter
housesandtheir
retailersincluding
marketlocations
Discusswithpotential
partnersviabilityof
differentoptions
Briefoverviewsof
potentialwetmarkets
constraintsand
opportunities
Workshopwith
stakeholderson
marketselection
criteria
Profilingofshortlisted
markets
Workshopwitn
stakeholdersforfinal
selectionofpilot
markets
PublicPrivateAlliances/SupplyChainGovernance(forpilots)
Identificationof
catalysts
Initiateformationof
workinggroups
Orientationonfood
safetyandquality
standardsandpork
retailmarketing
15
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Facilitatedevof
working
vision/implementation
plan
TAoninitial
elaborationof
standardsandlow
costimplementation
measures
Disseminationof
implementationplan
andstandardtokey
stakeholders
Organizational
Dev/Institutional
Dev/Interfirm
Cooperation
Strengthening
BusinessDevServicesforPorkRetailSector(forpilots)
Identificationof
potentialproviders
ParticipatoryDevof
TrainingModules
CapabilityBuildingof
Trainors
TAduringpilotrunof
trainingmodules
TAdevofinitial
financialviabilityand
delivery
schemes/business
plansforservices
16
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Developmentofother
servicesincluding
financialviability
schemes/Business
Plansforservices
Facilitateconductof
competitionsto
identifyemerging
goodpractices/low
costsolutions
Facilitateparticipatory
updating/ofservices
andmodules
MonitoringandTA
operationalizationof
services
MicroFranchising/Branding(ifthereisaninterestfromcommercialfarms/slaughterhouses/associations)
Promoteconceptto
potentialenterprises/
toPigRaisers
Associaiton
TADevelopmentof
businessmodels
includingbusiness
plans
TAPilotrunof
businessmodels
paralleltofurther
development
TAPromotionof
microfranchising
amongporkretail
outlets(existingand
17
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
potential)
Promotionand
downloadingtoother
slaughter
houses/interested
parties
TAtonewmicro
franchisors
Promoteconceptto
MFIsespforsmall
scaleslaughterhouses
Monitoringand
evaluation/iterative
planning
StimulationofDemandforServices(pilots)
SupportAdvocacy
CampaignonBenefits
ofFoodSafetyand
Quality
Compliance/Upgrading
TADevofsimple
consumerfeedback
surveymechanism
Supportconductof
consumerfeedback
survey
Supportto
participatoryanalysis
ofconsumersurvey
results
18
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Supportto
disseminationof
consumersurvey
results
TAdevof
competition
mechanisms(Model
PorkRetailOutlet,
etc.)
Supporttoconductof
porkretailoutlet
competitions
TAdevelopmentof
accreditationsystem
Supportto
operationalizationof
accreditationsystem
Scalingup/ReplicationofPorkRetailOutletUpgrading
Industrywide
promotionofconcept
andresults
Downloading/support
toimplementationto
newentrants(same
activitiesaspilotsbut
lessondevofsystems)
PorkMarketingCampaign
Identificationof
potential
partners/coregroups
toworkwith
TAdevelopmentof
promotionalcampaign
19
PORKSUBSECTOR:
RETAIL 2009 2010 2011 2012
ACTIVITIES 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
TA/CapabilityBuilding
onhowtomanageand
runpromotional
campaign
Facilitationoflinkages
withpotential
sponsors
Monitoringof
campaignresults