Value Chain Analysis of the Pork Retail Chain

8/10/2019 Value Chain Analysis of the Pork Retail Chain

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PORK SUBSECTOR:

KEY RECOMMENDATIONS FORPROJECT INTERVENTIONS AT THERETAIL LEVEL

TASK ORDER NO. 04


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CAMBODIA MSME 2/BEEPROJECTPORK SUBSECTOR: KEY RECOMMENDATIONS FOR PROJECT

INTERVENTIONS AT THE RETIAL LEVEL

TASK ORDER NO. 04

Program Title: Strengthening Micro, Small and Medium Enterprises in Cambodia

Sponsor ing USAID Office: USAID/Cambodia

Contract Number: EEM-I-00-07-00009-00/04

Contractor: DAI

Date of Publication: July 2009

Author: Marian E. Boquiren


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TABLEOFCONTENTS

CONTENTS PAGENO.

I. COMPETITIVENESS OF CAMBODIA PORK AT LOCAL MARKET 1

II. INTERVENTION DIRECTIONS/STRATEGIC FRAMEWORK 2

III.UPGRADING OF FOOD SAFETY AND QUALITY COMPLIANCE OF PORKRETAIL STALLS IN WET MARKETS

4

IV.MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE ANDPERCEPTION TOWARDS PORK

12

V. INDICATIVE IMPLEMENTATION PLAN 14


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I. COMPETITIVENESSOFCAMBODIAPORKATLOCALMARKET

1. Consumption of Cambodian pork has come under increasing pressure from imports of live pigsfrom 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, many of the smaller operators have closed down while others opted to slow down

in their operations due to shrinking profits. In 2008, share of local pork to total market supply

was estimated at 60%. In 2009, market share decreased to 40%.

Local pig production is dominated by smallholders and has a cyclical trend of expanding and

contracting triggered by changes in market opportunities, coupled with movements in the costof animal feed and utilities. Because of smallholders lower level of investment, they find it easy

to move in and out of the business when market conditions, and/or the cost/profitability of

production, change in an adverse direction. This cyclical local pig production has contributed to

the gradual crowdingout of local pig raisers in the distribution system. Slaughterhouses

increasingly prefer imported pigs than locally raised pigs because of stable availability and lean

meat content. A predictable supply of slaughter pigs makes an optimum use of slaughter

capacity and supply to the market possible.

2. Majority of the traders and slaughterhouses display little or no loyalty to pork produced fromlocally 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/slaughterhouses especially those that are involved in distribution to urban markets (i.e,

Phnom Penh). At the traders/slaughterhouses level, Cambodian pork costs more than imported

pork due to difference in total meat output. To be able to sell to traders/slaughterhouses, local

pig raisers decreased price of local pig to 6,000 to 7,000 riels per kilo. Retail prices of

Cambodian and imported pork are generally the same.

3. Pork is the third preferred protein

source after fish and beef. Productsubstitution in rising price

environment is possible due to

higher consumer preference for

fish and beef.

The January 2009 survey

LivePigWeight MeatOutput

Cambodia Live Pig 100 kg 73

Imported Live Pig 100 kg 83Source: Interviews with Traders and Cambodia Pig Raisers Association


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incidence of bargaining for certain items, or decreased spending on household items, among the

majority of consumers. Poor households were most negatively affected as they could not easily

compensate high food prices by shifting nonfood parts of their expenditures to food (as theyspent already 80% on food CSES 2004). They reduced quantity of food or shifted to lower

value food (e.g., imported low cost products). Consumers are increasingly seeking value for

money.

4. Urban and tourism markets increasingly favor lean pork/low fat content, but majority of thesmallscale 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

village and provincial markets are less demanding in terms of fat content.

5. Restaurants generally prefer imported meat because it does not shrink as much as the localpork during cooking (low drip loss), low fat content, and reliable sourcing.

6. Consumers prefer the taste of Cambodian pork than Thai and Vietnam pork. It is also perceivedto be safer (no antibiotics, growth promotants, etc.) than imported product.

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 thanvendors in wet markets. Consumers perceive pork from locally raised pig to be safer to eat than

imported pork since there is no reported H1N1 virus incidence in Cambodia.

8. Fresh pork is generally marketed in wet markets in a generic manner, without reference toeither its geographic or slaughterhouse origin. There is though a growing interest among

consumers on product origin. However, there is presently no clear value proposition or story

that conveys a clear compelling reason why the consumer would choose to select Cambodian

pork as a product of choice.

9. Cambodians traditionally consume fresh pork sold at traditional wet markets. Chilled pork hasbeen introduced in supermarkets but, to date, accounts for an insignificant percentage of the

market. Aside from leanness, an important factor that consumers consider when they buy pork

is Freshness. Freshness is also seen as a measure to avoid the risk that may be brought about by

the unsanitary food and risky effects from food.

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

during the day are usually bought by processors or by small food service outlets at lower prices.

Noncompliance to food safety standards does not only pose health hazards to consumers but

also contribute to shrinkage of profit margins of retailers.


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a) Upgrading Food Safety and Quality Compliance of Pork Retail Outlets/Stalls in Wet Markets

to Better Serve the Pork Industry and Consumersb) Promotion Campaigns to Improve Consumer Attitude and Perception towards Cambodian

Pork

The local pork industry has little or no image within the Cambodian marketplace. The H1N1virus outbreak is further hurting consumer confidence on the safety of eating pork. It is in the

interest of all industry players to work together and invest in a program to address consumer risk

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 Cambodianconsumer about the positive eating and safe attributes of local pork and to reflect these

characteristics at the point of sale.

ProductionUgrading

alignedtomarket

requirements/GoodH

usbandryPractices

IncreaseMarketShareof

LocalPork

BuildPurchasingLoyaltyforLocalPorkamongSlaughter

Houses

Strengthen Preference of Consumers for Local Pork by

visibly communicating at point of purchase its origin,

su erior ualit , and food safet inte rit

UpgradingofFoodSafetyand

QualityCompliance

of

Pork

RetailStallsinWetMarketsto

betterserveIndustryand

Consumers

PromotionalCampaignsto

ImproveConsumer

Attitude

andPerceptiontowards

CambodianPork


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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 collaborativemechanisms to ensure better synchronizing of production and marketing activities between pig

raisers, traders, and slaughter houses.

III.UPGRADINGOFFOODSAFETYANDQUALITYCOMPLIANCEOFPORKRETAILSTALLSINWETMARKETS

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

provide the quality of meat demanded by consumers as well as maintain sales for local pork.

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

characteristics of a products such as cut, color, and visible fat content of the meat. Extrinsic quality

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

CambodianPorkinWetMarket

Fats sold

separately

at lower

price

For

Cambodian

pork to be at

par with

imported

meat,

retailers trim

down the fat.


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- The need to present consumers with a set of differentiated product and merchandisingattributes to gain a competitive advantage especially with the increasing numbers of imported

products available in the market- The need for increased awareness creation on the importance of safety and quality of local pork

and improvement of retailers capability to assure consumers of safe food at all times

- The need to further strengthen governance in the pork retail supply chain includingestablishment of marketbased standards in an inclusive way and upheld by all players.

- The need to improve access of vendors to affordable services that would enable them to acquirethe resources and skills to improve quality and safety of fresh produce as well as strengthen

entrepreneurial skills which are all necessary for the sustainability of both their own operations

and the Cambodian local pork industry.

B.Objectives

This component is aimed at facilitating the commercial upgrading of pork retail outlets particularly

their capabilities to meet food safety and quality standards as a means of improving their incomesand sustainability of their livelihoods and that of the local pig raisers. Specific objectives of the

component are:

a. To facilitate the development of differentiation factors and Pork Retail Quality Systemencompassing basic quality and food safety standards that would establish a

special/distinct statement that the pork retailers can introduce and sustain as a marketing

proposal to improve perceived value and salability of local pork

b. To develop providers and services/products that would facilitate the upgrading of retailersparticularly the acquisition of capacities and capabilities to meet basic food safety and

quality standards parallel to development of systems to ensure sustained and equitable

access to these services

c. To support the strengthening of pork retail supply chain governance and the promotion ofpublicprivate alliances as bases for the upgrading initiatives with social responsibility and

sustainable business growth as framework for collaboration.

Proposed intervention strategies to achieve above objectives are discussed in the next sections.

The indicative implementation plan is presented in the Annex.

C. ProposedIntervention

and

Implementation

Strategies

1. SelectionofPilotstoInitiatetheChange/UpgradingProcess

Below are the three possible options for the pilots and each has its own implications to

implementation The Cambodia MSME Program may opt to have a pilot for each of the option to test


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Options Description/TargetGroups PossibleImplications

consisting of local pork number of retailerclients in selected

markets), which will also reduce risks ofmarket distortion. It may also require

parallel facilitation of retailerslaughter

house linkages. Buyin to change initiative

may not be easy to get ownership of

process is spread out thinly among a range

of players/ slaughterhouses. But, it may

also motivate them to join so as not to be

left out by peers. Program may also want to explore possible

collaboration with Mong Reththy

development of retailers in preparation for

market launching of his companys

products in 2010.

Work with 1 to 2

major

slaughterhousesand their pool ofretailers

Target groups will consist of

retailers that regularly source

from the 2 partner slaughterhouses and willing to increase% of locally raised pigs in

outlets

Retailers may be spread out

in various markets in Phnom

Penh and neighbouring

provinces.

Stall specific changes spread out in various

markets. Potential to highlight local pork

dominant retail outlets islands ofexcellence May be easier to forge partnership with 1 to

2 slaughter houses but initial outreach in

terms of retailers may be small. There may

be an increased willingness by slaughter

house partners to invest in upgrading of

their retailers to establish their leadership

in the industry Higher risk of promoting market distortion

but can be mitigated by ensuring that

Program makes deliberate efforts to

promote the participation of other

slaughterhouses in the program

If successful, high potential to induce

participation of other slaughter houses

Can potentially lead to branding initiatives

by slaughter housesWork with

Cambodia

National Pig

Raisers

Associations and

Target groups will be retailer

members of the association.

Per discussion, target markets

are: Phnom Penh Market,

Kandal Town Market, and

Assurance that retailers are carrying 100%

local pork

Retailer outreach may be low as association

is still in the process of recruiting members

and starting their slaughter house


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Options Description/TargetGroups PossibleImplications

and quality standards in their own

operations

Should program opt to focus on specific wet markets, the selection process should be similar to

subsector selection consisting of the following steps:

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 tomedium 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

some incentives for players to invest in upgrading.

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

the pilots.

Prioritization and Selection of Pilot Markets: Ranking and prioritization of wet markets are best

conducted through workshops with the various stakeholders to ensure objectiveness and promote

ownership of results.

2. PromotionofInter-firmCooperation/ImprovementofSupplyChainGovernance

a) Facilitate formation of publicprivate sector alliance or multisectoral working group

PoolofProvidersand

Trainors

AccreditationandMonitoring

Committee


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The pursuit of common upgrading objectives among the diverse stakeholders can be facilitated

through the formation of multisectoral teams or working groups consisting of the following (haveto be adapted to specific context and pilot setup):

PorkRetailQualitySystemWorkingGroup/TaskForce:Central body for planning, implementing and

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 ofpork retailers, slaughter houses, and pig raisers; d) consumer group representative; e)

Camcontrol/MAFF; f) Media; g) Academe; and h) Health Promotion Center

Accreditationand

Monitoring

Committee: Incharge of accreditation or of formally recognizing

retailers that have met agreed food safety, quality, merchandising display standards. The group is

also incharge of regularly monitoring continued compliance to standards by accredited vendors.

ProvidersPool:Providers of a range of services and resources to facilitate upgrading of vendors.

b) Promotion of Common Understanding of Standards and Norms and Accountability

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)Dissemination of standards and implementation plan to all stakeholders

3. BusinessDevelopmentServicesforPorkRetailOutlets

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


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b) Development of services

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

new skills and experience tangible benefits of training.

To facilitate identification of

lowcost solutions and, at the

same time, promote

experimental learning and

innovation among retailers,

competitions can be conducted

on food safety and qualitystandards compliance. The

viable lowcost solutions can

then be integrated in the

training modules. The

competitions would also

provide retailers the


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c) Financial viability schemes

Based on interviews conducted, it is unlikely that retailers would be willing to pay upfront fees for

training. As such, services have to be provided as part of business transactions. The following are

the possible financial viability schemes:

i) Cost of training bundled in stall paymentii) Cost of training covered from markups sale of packaging materials, apron, hair net,

signage, pointofpurchase materials indicating origin and product attributes, etc.

iii) Embedded services value added services provided by slaughter houses to their retailers

iv) Bundled with payment for business license renewalv) Bundled with membership fees Cambodia Pig Raisers Association

d) Promotion of MicroFranchising/Branding

As per interview, the

Cambodian National Pig Raisers

Association is set to start soon

an upgrading program forretailers to support its

slaughter operations.

Upgrading package that will be

provided to retailers include

training on food safety and

hygiene. They also intend to

assist retailers upgrade their

stalls. Given these plans and

developments, the Cambodia

MSME program may also want

to explore with slaughter

houses or commercial scale pig

farms (i.e. Mong Reththy) or the

Cambodia National Pig Raisers

Association the possibilities of

a microfranchising scheme with retailers.

Who will do it- Delivery and Coordination of Services:

Pork Retail Quality System Working Group, pool of providers, slaughter houses

Program Support:

C bili b ildi f id


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4. StimulationofDemandforServices

a) Advocacy Campaign on the Benefits of Upgrading and Food Safety and Quality Compliance

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

themselves and their workers; and ii) Safe Pork campaign directed to consumers.

b) Regular conduct of consumer feedback survey

The consumer feedback survey can serve a twofold purpose: i) as basis for iterative planning; and

ii) provide motivation for pork retailers to pursue and sustain upgrading. This may be done via aDot Survey. It is simple but effective data collection method in which a limited number of questions

are posted on an easel or board and consumers indicate their responses using colorful labels/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.

Positive results may be disseminated to the media to encourage other industry players to enroll in

the upgrading initiative

c) Recognition and Accreditation

Recognition from the program, government or individuals respected by the actors can help

maintain momentum and spread interest among the resistant group. Interest from the media may

also help keep activities from stalling. Activities may include: i) Search for Model Retailers voted by

consumers and peers; ii) trimedia dissemination of success stories; iii) simple accreditation system

which can be conducted until end of program

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 Groupand with the support from media

Program Support:

Support to development and conduct of consumer feedback survey including analysis

Dissemination of positive results to media


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IV.MARKETING CAMPAIGN TO IMPROVE CONSUMERATTITUDEAND PERCEPTIONTOWARDSPORK

A. Objectives

To date, there is no serious and sustained local campaign to give Cambodian pork prominence in

consumer consciousness. Although it is claimed that Cambodians generally prefer local pork due to

its better taste and lower risks of contamination, these positive attributes do not translate to

increased market shares. In the absence of labels of origin, it may be possible that imported pigs are

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

implemented at the shortterm, a remedial measure is to educate consumers on how to distinguish

local pork from imported meat through visual appearance (color, marbling, etc.). Likewise,

Cambodian pork has certain quality disadvantages over imported meat which requires production

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

the most opportune time to conduct a marketing campaign given that consumers generally perceive

local pork to be safer than imported pork since there is no reported incidence of H1N1 virus

outbreak. Specific objectives of the marketing campaign are to:

a. Develop and promote a unique selling proposition and other attributes for Cambodianfresh pork and ensure that these are passed to consumers and those who influence

consumer decision makingb. Increase pork volume and menu placement in food service outletsc. Increase value along the different links in the chain

B.Description

Storyline Possible Theme:

We Love our Pork The Flavor of Cambodia

Cambodia Pork: You Can See and Taste the Difference!

Cambodian Pork The Taste is Worth It!

Key Messages: Reddish pink color of Cambodian pork more tender and flavorful.

Specially bred for flavor and taste naturally moist with no water

chemicals

Highly marbled for maximum natural juiciness and taste

Hogs are bred, born, and raised on family farms naturally raised


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traders.

Communication Strategy Pointofpurchase materials (in retail stalls) showing the physical

characteristics of Cambodian pork and key messages

Select other media that would: i) Showcase pork's appetite appeal; ii)

Build a strong emotional connection between pork and Cambodian

family traditions (?) and local economy; iii) Deliver education and

information on local pork's safety and healthfulness and

distinguishing features visvis imported pork

Enlist support of culinary writers/gurus to attest on superior taste ofCambodian Pork

Enlist newspapers/radio/tv to feature recipes using local pork

Healthy Pork Recipe/Culinary competitions that would showcase

versatility of pork and allow sampling. Target Participants:

restaurants/food service outlets

Who will do it Cambodia Pig Raisers Association

Mong ReththySlaughter Houses at start of campaign, enlist those using at least

60% local pigs as they may be more receptive

Pork Retail Quality Working Groups

MAFF

Program Support TA in the development of promotional campaign

Capacity building on how to manage and run promotional campaign

key stakeholder groups that will eventually continue the campaign

Support to pilot run of campaign

Facilitation of linkages with potential sponsors

Monitoring of results of promotional campaign


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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

Discuss

with

potential

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


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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

TAduring

pilot

run

of

trainingmodules

TA devofinitial

financialviability and

delivery

schemes/business

plansforservices


20/23

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

(if

there

is

an

interest

from

commercial

farms/slaughter

houses/associations)

Promoteconceptto

potentialenterprises/

toPigRaisers

Associaiton

TA Developmentof

businessmodels

includingbusiness

plans

TAPilot

run

of

businessmodels

paralleltofurther

development

TA Promotionof

microfranchising

amongporkretail

outlets(existingand


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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

TAto

new

micro

franchisors

Promoteconceptto

MFIsespforsmall

scaleslaughterhouses

Monitoringand

evaluation/iterative

planning

Stimulationof

Demand

for

Services

(pilots)

SupportAdvocacy

CampaignonBenefits

ofFoodSafetyand

Quality

Compliance/Upgrading

TA Devofsimple

consumerfeedback

surveymechanism

Supportconduct

of

consumerfeedback

survey

Supportto

participatoryanalysis

ofconsumersurvey

results


22/23

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

TA devof

competition

mechanisms(Model

PorkRetailOutlet,

etc.)

Supporttoconductof

porkretailoutlet

competitions

TA developmentof

accreditationsystem

Supportto

operationalizationof

accreditationsystem

Scalingup/ReplicationofPorkRetailOutletUpgrading

Industrywide

promotionofconcept

andresults

Downloading/support

toimplementationto

newentrants(same

activitiesaspilotsbut

lesson

dev

of

systems)

PorkMarketingCampaign

Identificationof

potential

partners/coregroups

toworkwith

TA developmentof

promotionalcampaign


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Documents

Value Chain Analysis of the Pork Retail Chain