IJERD – International Journal of Environmental and Rural Development (2017) 8-2

Research article
erdModel of Chachoengsao Province Network of Growers ofQuality Mangoes for Export
PARPITCHAYA CHINTAPITAKSAKUL*
Kasetsart University, Bangkok, Thailand
Email: agrpyc@ku.ac.th
Received 21 December 2016

Accepted 16 December 2017(*Corresponding Author)

Abstract The study on a successful farmer network is a mixed-method research that focuseson mango farmers in Chachoengsao province under a protocol of multistage sampling.
Several factors influencing farmers to set up their own network are common interests,problems and needs that led them to establish a new production system based on Good
Agricultural Practice (GAP) in order to fulfill their customer needs in terms of quantity andquality. The results of hypothesis testing regarding the farmers’ opinions on GAP in theaspect of understanding, positive thinking and positive behavior before and after network
setup revealed statistically significant difference. Farmers who owned different farm sizes
had different opinions on GAP in terms of understanding and positive thinking before
network setup, but not different after setup. Meanwhile, the positive behavior had nostatistically significant difference before and after network setup. The network model shouldhave an operating protocol to link inputs and outputs. Operation under suitable strategies canorganize the farming system to fulfill customer needs by transferring appropriate changes
directly to customers or target groups. The strategic map should start from giving knowledge,changing internal process management, fulfilling stakeholder expectation and end withfulfilling customer satisfactions under the support of government and private sectors.
Keywords network, model, mango, Chachoengsao province

INTRODUCTION
Solving agricultural problems in the form of integrated development for farmers to becomesustainably self-reliant is a challenging and crucial task that requires time, serious contribution andcontinuity. Since the past, many governments have consistently implemented this kind ofdevelopment. Recently, all sectors have been more involved in participating in the integration. The
concepts and approaches for dealing with these problems have been developed in various ways. The
concept of integrating farmer networks is yet another approach that has been used and considered tohelp strengthen the farmers as well as offer synergy. However, in integrating farmer networks, there
is still the problem of absence of model and potential strategies for possible application of suchprototype.
As for the nature of operation as a network, it requires coordination and connection between
members in the groups and between small groups that are interlinked in the network. Moreover, it’svery crucial to have relationship and correlation among groups as well as the connection ofinformation and knowledge which contributes to learning process, exchange of knowledge , ideas,experiences and working process, in the form of integrations among groups, networks that will
eventually result not only in increasing success of implementation but also more chances ineliminating weaknesses, and developing strengths and competency to effectively deal with externalsituations. In addition, constant participation in the collaboration will also help strengthen and ensure
members and groups of the network and raise awareness in the management of lifestyles,
environment and local resources which contribute to the empowerment and encouragement for thegovernment to participate in the operation e.g., encouraging the establishment of community forums
as well as group operation for self-reliant development (Thana, 2544).

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Considering the agricultural sector, fruit is a significant product. As for the years 2013-2015,
fruit is ranked the fifth out of ten agricultural plant commodities for export. The export of fruit is in
the form of chilled, frozen and dried fruit products. (Office of Permanent Secretary Ministry ofCommerce, 2015). Furthermore, the development of fruit products is recognized and prioritized bythe government for agricultural development, and there are strategies formulated for the developmentof Thai fruit products. In Thailand’s fruit development strategy for the years 2010-2014, mango isdefined as one of the six major economic fruits that the Ministry of Agriculture and Cooperatives
provides the policy for, focusing on the promotion of production, and marketing in the form of mango
planting network with systematic, unified management to provide sustainable solutions, so as tostabilize the price, increase value for export and to gain sales revenue for farmers (Office ofAgricultural Economics, 2010).
Thailand is regarded as a source of tasty mangoes with most desirable quality that meets thestandard, for either domestic or foreign consumers, particularly, in Chachoengsao province where
there are approximately 86,000 Rai of mango plantations, the country's largest mangoes plantation
area. Mango fruit is, therefore, regarded as a major economic fruit of the province. Every district iscapable of producing mangoes. Districts capable of mango planting for exports include Bang Khla,
Ratchasan, Phanom Sarakham, Plaeng Yao, Sanam Chai Khet, Tha Takiap and Klong Khuean. Apartfrom domestic markets, these mangoes have also been distributed to international markets, which
tend to keep increasing. Since the province is capable of producing mangoes of good tastes and goodquality, there have been signed contracts for exporting mangoes between farmers and export
companies made every year from 2001 until present. More importantly, the mangoes produced inthis province are safe for consumers as they are certified garden products based on Good AgriculturalPractice (GAP) by the Department of Agriculture. Mango varieties grown in the province include
Barracuda (Nam Dok Mai), Nam Dok Mai Si Thong, Nang Klang Wan, Raed, and Khiaw Sawoei.
Major varieties of mangoes for export of the province are Nam Dok Mai #4 and Nam Dok Mai SiThong. The largest markets for A-grade mangoes are Japan, Europe and the United States,respectively. For the inferior quality mangoes, the markets for export are Malaysia, Indonesia andSingapore (Kenan Institute Asia et al, 2006).
In addition, growers of quality mangoes for export have integrated in the form of network, which,at present, consists of two main groups with 230 members in total, including Chachoengsao Mango
Exporter Community Enterprises, and Chachoengsao Mango Cooperative. The integration offarmers in the form of network represents an approach that will help strengthen farmer’s capacity.
Thus, the studies about the prototype of mango growers networking in such areas will be a significant
part in effectively solving the problems of integrated development for farmers to become sustainably
self-reliant.
OBJECTIVE
The objectives of this research were 1) to understand farmer’s network. 2) to study farmers’ opinions
on Good Agricultural Practice (GAP) in three aspects, namely understanding of GAPs content,
positive thinking and positive behavior and 3) to propose the network model in the form of prototype
model called Model of Chachoengsao Province Network of Growers of Quality Mangoes for Export.
MATERIALS AND METHODSThis study was an applied research that focused on Chachoengsao province network of growers ofquality mangoes for export as a form of mixed-method research with both qualitative and quantitative
research. Multistage sampling was used including 1) Purposive Sampling 2) Quota Sampling, withthe criteria as follows: a) must be member of Chachoengsao Mango Exporter Community Enterprises
or Chachoengsao Mango Cooperative b) only active operators were selected. In addition, accidental
sampling technique was used for data collection and the criteria include willingness to participate
and focus group interview with a sample of 36 members, accounting for 15% of the total membersof 230.
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The tools for data collection consisted of interviews, questionnaires, in-depth interviews andfocus groups interview. Qualitative data was analyzed by descriptive and content analysis, whilequantitative data employed statistical analysis software for social science research, including
descriptive statistics, t-test and one-way anova (F-test).
RESULTS AND DISCUSSION

General Characteristics of Mango Growers
It was found that their average age was 56.83 years, and the mango plantation area was divided into
3 groups, including not exceeding 15 Rai (30.56%), 16-30 Rai (44.44%), and more than 30 Rai(25.00%). The average farm size was 22.89 Rai. Most of the farmers were members of Chachoengsao
Mango Cooperative, which accounted for 61.11%, and the remaining farmers were members ofChachoengsao Mango Exporter Community Enterprises.
Mango Growers Network
It was found there were two main groups of growers of quality mangoes for export, including
Chachoengsao Mango ExporterCommunity Enterprises, and Chachoengsao Mango Cooperative.
Each group had their own operation and divided the works according to their skills. Several factors
influencing the farmers to set up their own network were common interests, problems and needs that
led them to establish a new production system based on Good Agricultural Practice (GAP). Inaddition, there were also links to other mango grower groups which were important groups of mango
growers from around the country under the Thai Mango Growers Association whose goals are to
jointly plan production and marketing, as well as perform quality control to meet the same standard
for domestic sale and export throughout the year, and to establish reliability for consumers. The main
exported markets were Japan and South Korea, etc.
Farmers’ Opinions on Good Agricultural Practice (GAP)
The results of farmers’ opinions on Good Agricultural Practice (GAP) in three aspects, namelyunderstanding of GAPs content, positive thinking and positive behavior are as follows: (The items
consisted 8 element: water resource, cultivation site, use of agricultural substance, product storageand on-site transportation, disease and pest-free production, management of quality production,
harvesting and post-harvesting handing, data recording. The meaning of mean scores were: 1.001.49 = lowest level, 1.50-2.49 = low level, 2.50-3.49 = medium level, 3.50-4.49 = high level, 4.505.00 = highest level).
1. It was found that the farmers had the overall opinion on mango production according to Good
Agricultural Practice (GAP) in three aspects, including; a) understanding, b) positive thinking and c)positive behavior at a low level before network setup, with average scores of 2.16, 2.20 and 2.02,respectively. After network setup, the opinion was at a high level with average scores of 3.90, 4.12
and 4.22, respectively.
2. The results of the study of farmers’ opinions on mango production according to Good AgriculturalPractice (GAP) in three aspects, including ; a) understanding, b) positive thinking, and c) positivebehavior found that there was a difference before and after network setup at a statistical significancelevel of 0.01, where t = -32.46, -42.83 and -31.94, respectively, and df = 35
3. The results of the study involving the relationship of size of plantation area (farm area) farmer's
opinions associated with Good Agricultural Practice (GAP), in 3 aspects: a) understanding,b)positive thinking and c) positive behavior before and after network setup (integration of working
as network) revealed that;
1) Farmers with different plantation sizes had different opinions on compliance with Good
Agricultural Practice (GAP) in terms of understanding and positive thinking before network setup atⒸ ISERD107

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a statistical significance level of 0.01. However, after network setup, their opinions were not different
at a statistical significance level of 0.01 (Table 1).
2) The opinions of farmers with different plantation sizes on compliance with Good AgriculturalPractice (GAP) in terms of positive behavior before and after network setup were not different at a
statistical significance level of 0.01 (Table 1).
Table 1 Results of farmers’ opinion on Good Agricultural Practice (GAP)Subject
Understanding before network setup
Understanding after network setup
positive thinking before network setup
positive thinking after network setup
positive behavior before network setup
positive behavior after network setup

Source ofvariance
Between Group
Within Group
Total
Between Group
Within Group
Total
Between Group
Within Group
Total
Between Group
Within Group
Total
Between Group
Within Group
Total
Between Group
Within Group
Total

SSdf

MS

F

Sig.

1.34
2.44
3.78
0.06
0.61
0.67
1.09
1.50
2.59
0.10
1.05
1.15
0.40
1.32
1.72
0.02
3.14
3.16

233
35
2333523335233
35
233
35
233
35

0.67
0.07

9.10

0.001

0.03
0.02

1.48

0.242

0.55
0.05

12.03

0.000

0.05
0.03

1.63

0.211

0.20
0.04

5.08

0.012

0.01
0.10

0.08

0.922

These results suggest that the integration of working as a network results in the increased
efficacy of operation among farmers which is consistent with the opinion of Attha Intaralak(Director- General of Department of Agriculture Extension at that time) saying that "The integrationand networking of manufacturers provide farmers with rough knowledge about appropriate
manufacturing technology in order to develop and enhance the production efficiency, particularly
promoting farming group GAP certification standards, as well as the exchange of knowledge andtechnology among them, and the centralization of production and packaging. In addition, networking
will also provide cooperation and cooperative solution"(BioThai Foundation, 2554).
The Propose Integrated Network Model in the Form of Prototype Model -Model of
Chachoengsao Province Network of Growers of Quality Mangoes for Export
The results in this study revealed that possible practical model for the integration of fruit farmer
networks must contain a structure consisting of subsystems in providing interaction between inputs
and outputs of the agricultural systems management. Such model requires appropriate strategies tosuit changes and development and it needs to be capable of transferring, distributing, making benefits
and responding to the stakeholders and consumers or prospect clients. Such potential model must
provide a strategic map initiated from learning / growth and it will eventually result in changing in
the management of internal processes to meet the expectations of stakeholders. Finally, the model
will lead to added value and provide satisfaction to consumers or target clients with the support ofgovernment and private sectors.
When applied, this model focuses on marketing and innovation (innovative marketing), in
which development strategies are required based on the collaboration of such network as follows:
1. Synergies resulting from common problems and common needs.
2. Self-reliant development which includes relevant criteria in addition to what is stated in the firstclause above, namely,a) task allocation based on individual skills,Ⓒ ISERD108

IJERD – International Journal of Environmental and Rural Development (2017) 8-2b) equal or fair sharing of mutual benefits.
3. The development of self-management organization focusing ona) exchange and transfer of appropriate technology,b) availability of public funds of the network.
Thus, this model is a strategic model which has passed the test of the experimental networkgroup.
All components of this model focus on two main issues:a) marketing that meets the expectations of customers in terms of satisfaction and enrichment (valuesadding),b) innovation that focuses on appropriate innovation and technology.
This model contains IPO relevant systems which are inputs, process and results (output,outcomes and impacts). As for the outcome, it will be associated with the overall future scenario
from the vision of network leader which will result in public funding of the network for buying
production inputs at high prices.
The implementation in accordance with the strategic map will include:1) giving knowledge and developing
2) changing of internal processes
3) increasing revenue for stakeholders,
4) responding to desirable requirements of target consumers.
CONCLUSION
Coordination among various groups of farmers in the form of network include holding seminars toexchange academic knowledge and experience in the production of mangoes so as to offer members
a method of producing mangoes with the same standard across the country, and to build credibility
and confidence among consumers in general. The network started from two main groups, namely
Chachoengsao Mango Exporter Community Enterprises and Chachoengsao Mango Cooperative inorder to connect and coordinate the operation among farmer groups. Currently, there are mango
grower cooperatives and clubs from nine provinces joining as the core group, including those fromKanchanaburi, Nakhon Pathom, Nakhon Ratchasima, Suphan Buri, Chiang Mai, Chon Buri, Udon
Thani, Khon Kaen, and Chachoengsao and many other groups from other provinces and from many
communities that are interested in joining.
The results of this study indicated that the integration of operation as a network results in theincreased efficacy of operation among farmers, allowing members to share agricultural knowledge
and technology. In addition, a potential prototype or model of the integration as a network of fruit
farmers to be implemented for practice must contain a structure consisting of subsystems that provide
interaction between inputs and outputs of the management of agricultural systems. This
prototype/model needs to have an appropriate strategy of management with a strategic map for theoperation, and support from government and private sectors.
ACKNOWLEDGEMENTS
The author would like to extend sincere thanks to the Department of Agricultural Extension andCommunication, Faculty of Agriculture, Kasetsart University, Bangkok, Thailand for sponsoring thisresearch, as well as the instructors who gave useful advice, relevant farmers and government
authorities.
REFERENCES
BioThai Foundation. 2011. Mango network on the global market. http: //www.biothai.net (retrieved on 28December, 2011)
Kenan Institute Asia et al. 2006. Report of the cluster mapping project to enhance the competitiveness of themanufacturing sector and service. Bangkok. Office of the National Economics and social DevelopmentⒸ ISERD109

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Board, Thailand.
Office of Agricultural Economic. 2010. Strategic development of fruit, Thailand 2553-2557. Ministry ofAgriculture and Cooperatives, http://www.Oae.go.th (retrieved on 28 October, 2015).
Office of Permanent Secretary Ministry of Commerce. 2015. Thailand trading report. Ministry of Commerce.
http://www.Opc3moc.go.th (retrieved on 20 October, 2015).
Thana Pramookkul. 2011. Network. Thailand Journal of Health Promotion and Environment, 24 (3), 104.

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