Value Chain Analysis of Fishery in Puri and Ganjam District of Orissa

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Draft Report on “Fishery Supply Chain” Confidential 6.3 The ‘BCG’ Matrix for fishery The matrix is based on the product life cycle that can be used to determine what priorities should be given in a product portfolio in the business unit. It has two dimensions – 1. Market share 2. Market Growth The BCG growth – share matrix displays the various business units on a graph of the market growth vs. market share……. It provides a framework for allocating resources among different business units and at the same time allows comparing many business units at a glance. Four quarters of the matrix Cash cow These are business units that have large market share in a mature, slow growing industry. Cash cows require little investment and generate cash that can be used to invest in other business units. Stars These are the business units that have a large market share in a fast growing industry and require investment to maintain their lead. Question mark These are the business units that have a small market share in a high growth market. These business units require resources to grow in their market share but whether they will succeed and become stars is not known. Dogs These are business units that have small market share in a mature industry. It may not require investment but ties up capital, which could have been alternatively employed. In fishery, when we try to employ the BCG concept with the limitation that the species wise market growth rate is not available for the analysis, the modified BCG frame work when employed, comes out with interesting points. It picks up the product segment and places them in the four quadrant of the matrix. The framework in the context of analysis has taken up profit margin or cash generation of the product lines and compared it with the investment or the cash usages required in the business. The following gives the indicative picture of the various product lines. This modified matrix has been used to show the positioning of the product and their state of profit for the various players of the value chain. It also maps the product line on the basis of their product life cycle, which may be further identified with their future growth and profit. Also at the same time it will give estimates of the investments required in any of the interventions that have to be planned for the product line. Cash cows The cash cows of fishery industry are the high value products meant for the domestic markets. They show the attribute of yielding a constant profit over the period of years. The contribution of the product line of this segment has been more or less regular. The cash cows are the stable product with an established value chain with a low requirement of investment and a stable return pattern. The players of the value chain are certain about the profit margin and the sharing ratios are normally fixed and acceptable. The norms of the trade for the cash cows are established and hence the replication of the chain can be a difficult proposition. The following table gives the species wise profit margin across the value chain – Table – 6.4 Income from sale to the players in ‘Cash cow’ product category Name of Price in the Income to the Income to the species final market fisherman group Middleman Submitted by -: NiMble System Pvt. Ltd. Submitted to -: OXFAM (India) Trust 36
Draft Report on “Fishery Supply Chain” Confidential Sala 60 20- 25 10-20 Bomi 65 25 -30 20-25 Cuttle fish 70 35 -40 20-25 Khainga 75 35 -40 15-25 Scodi 75 15 -30 25-30 Bual 80 40- 45 20-25 Pomfret (Black) 80 50 -55 15-25 Minzoram 80 50 -60 20-30 Kauntia 90 30- 50 25-30 Pakhal 100 60- 80 25-30 Stars The stars on the fishery industry are the export value products as the product line produces exemplary profit. Yet the markets (global) for these product lines are not fully explored. There is a vast potential in this segment to grow and yield a higher annual turn over. The stars are growing segment and needs more investment to grow into a full-scale segment. The value chains for stars are highly specialized and most capital intensive. The following table gives the species wise profit margin across the value chain – Table 6.5 Income from sale to the players in ‘Star’ product category Name of species Income to the Income to the Price in the fisherman Middleman final market group Lobsters 350 240 - 270 30-35 Crab 350 170- 250 30-35 Prawn (White) 550 300- 350 50-60 Prawn (Tiger) 750 400- 450 70-80 Question mark The ‘Question mark’ of the fishery sector is the products that do not have a defined market. It is being traded on a price that may not be the true representative of its value. This can be attributed to the reason that the market potential for these products is still undefined and unexplored. It has the potential to turn into the “Stars” if proper investment and marketing intelligence is employed in it. At present, these products are traded at a decent profit figures and the demand of the product line is sufficient enough to cover the supplies and at times are beyond the supplies also. The following table gives the important product line of this segment – Table 6.6 Income from sale to the players in ‘Question mark’ product category Name of species Income to the Income to the Price in the fisherman Middleman final market group Magur 120 70- 80 25-30 Pabta 130 50- 70 30-35 Ladush 140 100- 110 20-25 Koni 140 70 - 90 10-15 Bhetki 160 80 -100 20-25 Submitted by -: NiMble System Pvt. Ltd. Submitted to -: OXFAM (India) Trust 37
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Value Chain Analysis of Fishery in Puri and Ganjam District of Orissa

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