Regional Markets

3 Cases
than 7,000 smallholders in the Eastern Highlands region of Zimbabwe were involved
in banana production. These farmers were potential new association members. An average
banana farmer had 2.5 hectares of land, of which only 0.5 hectares was planted with
bananas, generating an income of around USD 200 per year. For around 60% of these
smallholders, bananas generated a third of their total income (SNV 2010).
Based on the outcomes of the study, SNV facilitated development of a strategy for
implementing an inclusive value chain with active participation of smallholders and
private sector actors. The main interventions areas are outlined below.
Private sector engagement
At the start a private company with substantial experience in banana production and
marketing, Matanuska Private Limited, was selected as a strategic market partner. Its
main task was to develop an inclusive banana value chain that can integrate the many
smallholders. Although Matanuska wanted exclusive rights to partner with banana
smallholders, the farmers declined this offer. This would have created a monopoly for
Matanuska, closing off other opportunities to partner with other banana marketing
companies. Later on, the project developed linkages with other companies, including
ZN Fruits, Kutapira Produce, City Market, Mutserwa, Favco and Sunspan.
Banana stakeholder platform
SNV brought together the relevant actors that had a potential to bring change to the
smallholder banana sector. They included farmer associations, the private company
Matanuska, the Government extension department (Agritex), the Chimanimani business
Trust (CBT) and rural district councils. An informal stakeholder forum was established
to facilitate value chain improvements, such as strengthening producer organisations,
provision of market information to farmers, enhancing production and business
skills, facilitating value chain financing, and strengthening market links.
Strengthening producer groups
RVFGMT was assisted in mobilising more farmers to increase its membership in order
to improve economies of scale and increase its market bargaining position. The strategy
was to providing tangible services that addressed the burning questions for their members.
The services included organising transport logistics to the market, paying cash on
site and selling in profitable markets. This was so attractive to farmers that membership
increased from 300 to 1,000, with women farmers increasing from 24% to 32%. In Honde
Valley, 1,500 farmers formed the Honde Valley Fruit Producers Association (HVFPA).
More women joined because the opening of nearby markets allowed them to participate
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