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Minor millets in South Asia: learnings from IFAD-NUS project in India ...

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34 m<strong>in</strong>or <strong>millets</strong> <strong>in</strong> south asia<br />

(Fig. 17). Apart <strong>from</strong> these, the SHGs <strong>in</strong> each location prepared a few special<br />

products such as the products <strong>from</strong> flaked little millet <strong>in</strong> Jeypore and ready mixes<br />

like semol<strong>in</strong>a <strong>in</strong> Kolli Hills. Among these, malt and rice of little and Italian <strong>millets</strong><br />

were the fast mov<strong>in</strong>g products while chakli and laddu had the modest market.<br />

6.4. Market<strong>in</strong>g<br />

Market<strong>in</strong>g of value added products was done either<br />

directly by the members of the same SHG which<br />

produced the products or by another SHG which<br />

undertook specialized task <strong>in</strong> packag<strong>in</strong>g and market<strong>in</strong>g<br />

the products. The members of SHG <strong>in</strong> Jeypore made<br />

production and market<strong>in</strong>g by themselves, while the<br />

two SHGs which produced products transferred the<br />

bulk unpacked material to the third SHG <strong>in</strong> the plane<br />

(proximal to the urban market) and the latter undertook<br />

the packag<strong>in</strong>g, label<strong>in</strong>g and market<strong>in</strong>g. This arrangement<br />

improved the market<strong>in</strong>g efficiency and production<br />

turn over. Right <strong>from</strong> the beg<strong>in</strong>n<strong>in</strong>g of commercial<br />

production, the SHGs <strong>in</strong> Kolli Hills and Jeypore marketed<br />

the different products under specific brand names<br />

(Figs. 17, 18). In short time, these SHGs learned the Fig. 18. packag<strong>in</strong>g of trupti malt<br />

advantage of brand build<strong>in</strong>g and need for ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g<br />

the product quality represent<strong>in</strong>g the brand.<br />

A detailed cost:benefit analysis of value added product development was<br />

conducted both at Kolli Hills and Jeypore. The results of this study are presented<br />

<strong>in</strong> Table 5. These results showed that the highest net return was offered by the rice<br />

of little and Italian <strong>millets</strong> (data only <strong>from</strong> Kolli Hills) and the next highest return<br />

was <strong>from</strong> malt, laddu and chakli, while the lowest net return was <strong>from</strong> f<strong>in</strong>ger millet<br />

flour (Fig. 19).<br />

An assessment of the market potential of these products showed that there is good<br />

demand for rice of little millet and Italian millet and malt. The low glycemic value<br />

Table 5. Cost: benefit analysis of production and market<strong>in</strong>g of value added millet products<br />

Cost: benefit particulars Laddu Chakli Malt LM Rice IM Rice FM Flour<br />

Cost of production of 100 kg (<strong>in</strong>r) 4108 3401 4075 1300 1300 795<br />

total return <strong>from</strong> 100 kg (<strong>in</strong>r) 5625 4600 6000 2500 2500 900<br />

net return <strong>from</strong> 100 kg (<strong>in</strong>r) 1517 1199 1925 1200 1200 105<br />

Profit as % of cost 37% 35% 47% 92% 92% 13%<br />

labour man days generated for<br />

production of one ton product<br />

lm - little millet; im - italian millet; Fm - F<strong>in</strong>ger millet<br />

300 150 300 100 100 40

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