Increase cooperative vegetable business through own outlets and other sales channels 2018
Agriterra has started collaboration with AACL in March 2017 which gave opportunities to know each other better. During 2017  Agriterra mainly focused on study of cooperative vegetables marketing  strengthening institutional capacity in managing agricultural cooperatives  and on financial management. As follow up of advisory services in 2017  AACL has started mushroom and tomato packaging with cooperative logos and provision of vegetable price list daily on the notice board. AACL has formed separate management team for cooperative marketing. These activities have resulted in increased sales turnover of vegetable marketing. Currently  AACL is only able to absorb approximately 2 percent of total production of its members through one cooperative outlet. AACL has made a plan to add two new outlets and use different sales channels for increasing the sales turnover. AACL would like to further position itself in the vegetable marketing by adding value to the products of its members with own branding  logos and packaging. In order to do that there is need to further improving financial management and increase capital to support the marketing plans. AACL has formulated BHAG to develop and implement a sustainable and cooperative vegetable output marketing modality for the 150 commercial farmer members. The proposed activities are made to achieve sales turnover of cooperative vegetables marketing of Rs.25 million in 2018.
2019
Since 2017  Agrtiterra has been providing advisory support to AACL. In 2017  Agriterra focused on study of cooperative vegetables marketing  strengthening institutional capacity on cooperatives  and financial management. In 2018  the collaboration focused on institutional capacity development on strategic financial management  internal capitalization  governance and market development. AACL developed 3 years business plan for vegetable marketing. These efforts resulted to increase sales turnover by 2 times compare to 2017. The sales turnover was NPR 10 million in 2017 and NPR 20 million in 2018.
AACL would like to further position itself in the vegetable marketing by professionalizing its marketing services and adding value to the products. AACL has set goals to achieve sales turnover of NPR.66 million by own main and branch outlets  home delivery  and delivering to restaurant  hotels and hostel. The proposed action plans are targeted to support AACL for achieving its goals. 2018
The proposed activities are made to achieve sales turnover goal of cooperative vegetables marketing of Rs.25 million in 2018 through following sales channels
  Existing      outlet: Rs.10 million
  New      2 outlet: Rs.8 million
  Wholesale:      Rs.4 million
  Other      channels: Rs. 3 million
  2019
The proposed activities are made to achieve sales turnover goal of cooperative vegetables marketing of Rs.66 million in 2019 through following sales channels
Existing outlet: Rs.30 millionNew outlet: Rs.9 millionHome delivery and online shopping: Rs.12 millionHotels/restaurants : Rs.15 million  2020AACL has set target to reach sales turnover of NPR 40 million and pilot mushroom marketing with value addition in 2020. 2018The overall objective is to increase member income through establishing cooperative vegetable marketing.Sub Objective 1: Strengthen capacity of vegetable marketingActivity 1.1 Workshop on developing cooperative marketing policy and guidelinesActivity 1.2 Engineering design with cost estimation of existing cooperative shop and new cooperative outletsActivity 1.3 Workshop on preparing business plan of cooperative marketingActivity 1.4 Assessment to explore the possibilities on expanding business of cooperative shop and entering on trade marketingActivity 1.5 Monthly meetings/workshops of representative of BoD  marketing sub committee  manager and marketing managerActivity 1.6 Mid term and final review worskhop to track the progess and provide support for planning and implementation of advisory support and events.Sub Objective 2: Strengthen institutional capacity on financial managementActivity 2.1 Workshop and field visit on market assessment and developing branding/market positioning planActivity 2.2 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 2.3 Follow up action plan of basic financial management trainingActivity 2.4 Follow up learning from study tour program 2019Sub Objective 3: Expansion of cooperative vegetable marketingActivity 3.1 Regular visit of new and existing institutional customers for market promotion and feedback collectionActivity 3.2 Visit door to door for promotion of outlets and home delivery services  and feedback collectionActivity 3.3 Define value proposition of products and contents for brochureActivity 3.4 Engineering design with cost estimation of existing cooperative shop and new cooperative outletsActivity 3.5 Inauguration program of new outletActivity 3.6 Workshop and field visit on market assessment and developing branding/market positioning plan (In line with A.1)Activity 3.7 Workshop and field visit on developing plan of supply chainSub Objective 4 : Support in production as per demandActivity 4.1 Orient farmers about production plan and market demandActivity 4.2 Interaction program between farmers and buyersActivity 4.3 Monthly coaching farmers on technical aspect and production planActivity 4.4 Regular observation and coaching of farmers at fieldSub Objective 5: Increase transparency and accountabilityActivity 5.1 Select farmers for contract farmingActivity 5.2 Develop website of vegetable cooperative marketingActivity 5.3 Workshop on developing 3 years financial planActivity 5.4 Regular monthly meeting of BoD  Manager and Sub committeesActivity 5.5 Regular coach and follow up of action plans of workshop/training on governance  financial management  strategic financial management and internal capitalizationActivity 5.6 Mid term and final review workshop to track the progress and provide support for planning and implementation of advisory support and events.Activity 5.7 Submit audit report of 2017/18 and discuss results with Agriterra BA2020Sub objective 1: Increase sales channelActivity 1.1 Visit door to door for promotion of outlets a+C8:C19Activity 1.2 Regular visit of new and existing institutional 50 customers for market promotion and feedback collectionActivity 1.3 Conduct market promotional activitiesSub objective 2: Increase cooperative product portfolioActivity 2.1 Visit cooperatives to outsource productsSub objective 3: Pilot mushroom marketing with value additionActivity 3.1 Conduct market survey of mushroomActivity 3.2 Design of Mushroom PackagingSub objective 4: Improve production and manage supply chainActivity 4.1 Regular coaching contract farmers on technical aspect and production planSub objective 5: Improve performance of board membersActivity 5.1 Workshop on Guidance on Performance of Board MembersSub objective 6: Improve financial managementActivity 6.1 Training on accounting standard and complianceActivity 6.2 Make a separate income statement of each business and serviceSub objective 7 : Improve transparency and accountabilityActivity 7.1 Mid and final workshop on progress update and develop implementation planActivity 7.2 Submit audit report of 2019/20