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May, 2014

Assessment on Marketing and Enterprise. May, 2014. By: Mr. EUNG SENG And Mr.CHHONG SOPHAL Cambodia. Contents:. Background of the enterprise Assessment Findings Analysis, conclusion and recommendation Plan of Interventions Within the project period ( Until May 2014 )

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May, 2014

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  1. Assessment on Marketing and Enterprise May, 2014 By: Mr. EUNG SENG And Mr.CHHONG SOPHAL Cambodia

  2. Contents: • Background of the enterprise • Assessment • Findings • Analysis, conclusion and recommendation • Plan of Interventions • Within the project period (Until May 2014) • Beyond project period • Initial results of Intervention • Feedback on the use of assessment tools (suggestion if any for improvement)

  3. I. Background of Enterprise • Animal feed cooperative “established to support for pig business in SvayRieng”. It is advance enterprise. • Start up: 30 May 2009, Register at Provincial Department of Agriculture - Members: 30 households - Capital: 1person = 5,000 Riels - Animal feed Produce only 100 kg/month • Present - Member: 217 households - Total capital: 149 million riels equal to 37250$ - Animal feed Produce, 500- 900 ton/month - Loan for farmer member - Monthly and annual report on transaction of AC by computer system - Training to member of AC on how to raising and selection pig - Monitoring member who are make loan from AC by inspection committee of AC - Marketing committee are implementing role for connecting farmer product to the market and slaughter house

  4. I. Background of Enterprise (Con’t) • Rice mill Cooperative “established to support for community rice business in Takeo”. It is growing enterprise. • Start Up - 2009 : Register at Provincial Department of Agriculture; - Membership: 41 household - Total of Capital = 44,000,000 Riels - Organic rice produced about 350 – 400 ton - Sold to Sahakreas CEDAC about 300 ton • Present - Produce organic rice about 800 ton - Sold to Sahakreas CEDAC about 400 ton - Total of capital: 130, 000,000 Riels - Membership: 206 households - Price: 1,650 Riels/kg and equal to 412.5$/Ton

  5. Result of the Assessment

  6. Organizational Management – (Animal feed: 2.83, Rice mill: 1.83)

  7. II. Case study • Rice Mill Cooperative (Growing) - TrapaingThomKhangTboung Cooperative • The cooperative run four kind of business: 1. Rice mill ( Purchase paddy and selling, milling for selling rice ) 2. Credit ( Saving, and make loan to members), 2.5% of interest 3. Community business (Community store), reduce 3% per month of capital invested in community shop 4. Restaurant ( reduce 3% per month of capital for invested to building restaurant ) Other activities: forestry community

  8. Rice Mill Cooperative (Con’t) • Start Up - 2009 : Register at Provincial Department of Agriculture; - Membership: 41 household - Total of Capital = 44,000,000 Riels - Organic rice produced about 350 – 400 ton - Sold to Sahakreas CEDAC about 300 ton • Present - Produce organic rice about 800 ton - Sold to Sahakreas CEDAC about 400 ton - Total of capital: 130, 000,000 Riels - Membership: 206 households - Price: 1,650 Riels/kg and equal to 412.5$/Ton

  9. SWOT Analysis • Strength - Implement all objectives (business activities) - Increased members - Increased capital - Participating from authority - Attention of board and committee Consensus • Weakness - Meeting not regular - Report not regular - Do not reserve fund (20% of income) - Board and Committee do not consensus - Lack of capital to buy rice

  10. SWOT Analysis (Con’t) • Opportunity - Recognized by the provincial Department of Agriculture - Have market for rice/paddy - Have producer group ( organic) - Preferential export tax - Free tax from net profit of cooperative ( agriculture law) • Threatens - Competition from middle-man - Registration certificate of land title of cooperatives still late - Can not borrow money from Bank/ Credit Agency, because they need collateral

  11. B. Animal Feed (Advance) - Animal Feed Cooperative in SvayRieng • The cooperative run five kind of business: 1. Animal feed, for member and non member 2. Credit, saving and make loan to members 3. Truck for transportation farmer and member of cooperative product 4. Sale and buy Chemical fertilizer, to members and non 5. Sale and buy pig for supporting to slaughter house at PP Organization Management • Start up: 30 May 2009, Register at Provincial Department of Agriculture - Members: 30 households - Capital: 1person = 5,000 Riels - Animal feed Produce only 100 kg/month

  12. Present - Member: 217 households - Total capital: 149 million riels equal to 37250$ - Animal feed Produce, 500- 900 ton/month - Loan for farmer member - BODs regular meeting - Monthly and annual report on transaction of AC by computer system - Training to member of AC on how to raising and selection pig - Monitoring member who are make loan from AC by inspection committee of AC - Marketing committee are implementing role for connecting farmer product to the market and slaughter house

  13. Supported and training from DAI, ILO, USAID, Would Vision Cambodia • Supported from 7districts of agriculture in SvayRieng and two citys • Supported by SvayRieng DPA • Supported from all of authority • Have strategic planning clearly • Decision making: Committee and members • Participation from women about 40% • Evident one share per yer 120,000-150,000 Rielsperheap 30-37%

  14. SWOT analysis • Strong - Chairman of BODs have important role for helping AC - Cooperation all the partner ( NGOs, Company) - Solving all the problems on time • Weakness - limited loan for farmer to raising pig - A few of BODs have supported monthly allowance - Not yet own office ( have one part of district of agriculture)

  15. Opportunity - Member increase raising pig, so they need more feed - Have a local market and slaughter house in PP - Have partner to support, especially authority • Threatens - Limited in AC Management - Decrease pig price, because of import more from neighbor country - Lack of capital for running their business - Some diseases unavailable to treatment - Limited to understanding on AC from members

  16. Successes point of AC in SvayRieng - Member need to understanding on AC status and internal regulation, especially respect - Hornets and fair - Solidarity - Networking with community to community and also all of start institutional ( DPA, …) - Finding profit for AC - AC advantage in the big one than the own advantage

  17. Conclusion • After study to both of cooperatives in Cambodia, we note that management and financing are important for running enterprise business, especially BODs of cooperative are important role for helping their business to sustainable in development, base on it the updating enterprise need human beside for make capacity building to all of them to implementing their role and respected to core value and cooperative principles for become to advance cooperative in the future.

  18. THANKS YOU FOR YOUR ATTENSION

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