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COMMUNITYFORESTRY

FIELD MANUAL

FoodandAgricultureOrganizationoftheUnitedNations

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Marl<eting information systems for non-timber forest products

Marketinginformation systemsfor non-timberforest products

by Carla 'Koppel!

Edited by ¡<aren Schoonmaker Freudenberger

FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONSRome, 1995

CED

Marl<eting information systems for non-timber forest products

by Carla Koppel/

Edited by Karen Schoonmaker Freudenberger

A F j 0 FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS ~4r ~ .... ~~

Rome, 1995

PREFACE

Economic benefits that can be derived from non-timber forest products

(NTFPs) and agroforestty products have been identified as a major opportunity

for community forestry projects. However, while many projects are producing

products which fall into these categories, the markets are generally informal and

it is difficult for local people to have access to information about potential mar-

kets and have any control over the prices they receive.

In 1989, the FAO Senior Community Forestry Officer conducted a survey in

selected Asian countries to learn of opportunities for and constraints to commu-

nity forestry in order to plan activities meaningful at the national level. Govern-

ment ministers, staff of non-govemmental organizations (NG0s) and project man-

agers were included in the survey.

While those suiveyed noted that there were many topics of importance, im-

proved benefits from marketing products from community forestry projects was

the priority. Of highest importance was a locally-managed market information

system (MIS). They emphasized that it should be a low input system which could

be sustainably controlled by users, with very little need for external investment

or maintenance. They required a market information system which would em-

power local producers and traders by providing more transparent information on

community foresny products, making them more profitable to produce, manage

and sell.

In 1990, a locally-designed MIS was established by a farmers' group in the

Philippines, in collaboration with the FAO's Forests, Trees and People Pro-

gramme. Starting with price comparisons between different markets, the activities

411.PREFACE ..

Economic benefits that can be derived from non-timber forest products

(NTFPs) and agroforestlY products have been identified as a major opportunity

for community forestry projects. However, while many projects are producing

products which fall into these categories, the markets are generally informal and

it is difficult for local people to have access to information about potential mar­

kets and have any control over the prices they receive.

In 1989, the FAO Senior Community ForestlY Officer conducted a sUlvey in

selected Asian countries to learn of opportunities for and constraints to commu­

nity forestlY in order to plan activities meaningful at the national level. Govern­

ment ministers, staff of non-governmental organizations (NGOs) and project man­

agers were included in the sunrey.

While those sUlveyed noted that there were many topics of importance, im­

proved benefits from marketing products from community forestly projects was

the priority. Of highest importance was a locally-managed market information

system (MIS), They emphasized that it should be a low input system which could

be sustainably controlled by users, with velY little need for external investment

or maintenance. They required a market information system which would em­

power local producers and traders by providing more transparent information on

community forestty products, making them more profitable to produce, manage

and sell.

In 1990, a locally-designed MIS was established by a farmers' group in the

Philippines, in collaboration with the FAO's Forests, Trees and People Pro­

gramme. Starting with price comparisons between different markets, the activities

CO

of the MIS have expanded into two-way information flows and more complex

analysis. The success of the MIS can be measured by the fact that it has contin-

ued after outside support stopped. The Philippines Government has adopted the

ideas behind the MIS and is incorporating this approach into its extension pro-

gramme.

The approach was field tested in two other locations in the Philippines, as

well as in Uganda, the Solomon Islands and Pent, and it appears that it is being

found useful by many farmers. This field manual draws on the experiences to

date. Experience has shown that, when established at a simple level (as de-

scribed in examples in this manual), an MIS can be self-sustaining and empow-

ering. It is hoped that people will try out these ideas, adapt them to other situa-

tions and give feedback to enable further development and expansion of this

manual.

Clearly, no market-oriented production should be included in a community

forestty project until a market study has been carried out. But, community forestty

and agroforestry activities seldom include market studies or market strategy plan-

ning. The market information system, as proposed in this manual, is limited to sit-

uations where the products and the markets already exist. It may be that increases

in profit and control which result from an MIS will be useful, as was the case in

some of our examples. Or, the increases may be too small to warrant the develop-

ment or continuation of an MIS. The problems related to lack of information

when a project or community is considering new products are not addressed by

this manual.

The next step will be to expand the ideas presented here into a market-ori-

ented micro-planning system. This will be a greater challenge, as there are many

other issues to consider in the development of new products especially when

they are long-term investments, as is often the case with tree and forest products.

A market information system is just one element of the whole, one place to start

addressing complex marketing strategies.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

of the MIS have expanded into two-way information flows and more complex

analysis. The success of the MIS can be measured by the fact that it has contin­

ued after outside support stopped. The Philippines Government has adopted the

ideas behind the MIS and is incorporating this approach into its extension pro­

gramme.

The approach was field tested in two other locations in the Philippines, as

well as in Uganda, the Solomon Islands and Peru, and it appears that it is being

found useful by many farmers. This field manual draws on the experiences to

date. Experience has shown that, when established at a simple level (as de­

scribed in examples in this manual), an MIS can be self-sustaining and empow­

ering. It is hoped that people will tryout these ideas, adapt them to other situa­

tions and give feedback to enable further development and expansion of this

manual.

Clearly, no market-oriented production should be included in a community

forestty project until a market study has been carried out. But, community forestty

and agroforestty activities seldom include market studies or market strategy plan­

ning. The market information system, as proposed in this manual, is limited to sit­

uations where the products and the markets already exist. It may be that increases

in profit and control which result from an MIS will be useful, as was the case in

some of our examples. Or, the increases may be too small to warrant the develop­

ment or continuation of an MIS. The problems related to lack of information

when a project or community is considering new products are not addressed by

this manual.

The next step will be to expand the ideas presented here into a market-ori­

ented micro-planning system. This will be a greater challenge, as there are many

other issues to consider in the development of new products especially when

they are long-term investments, as is often the case with tree and forest products.

A market information system is just one element of the whole, one place to start

addressing complex marketing strategies.

···MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

PREFACE

The FAO Community Forestry Unit invites practitioners working with com-

munity-managed MISs and market-oriented micro-planning to share their experi-

ences in order to improve strategies and tools in this veiy important area.

Marilyn W. Hoskins

Senior Community Forestr3.7 Officer

Forestry Policy and Planning Division

Forestry Department

411)PREFACE ....

The FAO Community Forestry Unit invites practitioners working with com­

munity-managed MISs and market-oriented micro-planning to share their experi­

ences in order to improve strategies and tools in this very important area.

Marilyn W. Hoskins

Senior Community Forestry Officer

Forestry Policy and Planning Division

Forestry Department

PREFACE

LIST OF FIGURES IX

CHAPTER 1: Introduction 1

About this manual 4

Definitions 6

CHAPTER 2: MIS and Markets for Non-Timber Forest Products 9The market for non-timber forest products 9

Why is marketing information important? 13

What is a marketing information system (MIS)? 16

Three steps in setting up an MIS 21

CHAPTER 3: Step I: Selecting the MIS Locationand Identifying the Participants 23Selecting the MIS location 23

Identifying the MIS participants 29

CHAPTER 4: Step II: Assessing the Local Situation 31VVhat information is needed to design an MIS? 33

Information on the local forest and tree product economy 33

Information on marketing knowledge and interest 36

Information about local organizational capacity 37

Information about the quality and availability of NTFP

prices (and other) data 39

How can the information needed in the assessmentstep be collected? 41

CHAPTER 5: Step III: Designing and Implementing the MIS 45Choosing the objectives of the MIS 48

Organizing data collection and analysis 52

Designing record-keeping systems and analysis 56

Choosing how to communicate results 60

Designing training activities 65

Establishing the monitoring system 71

Anticipating the evaluation 74

TABLE OF CONTENTS

PREFACE

LIST OF FIGURES

CHAPTER 1: Introduction About this manual

Definitions

CHAPTER 2: MIS and Markets for Non-Timber Forest Products The market for non-timber forest products

Why is marketing information important?

What is a marketing information system (MIS)?

• Three steps in setting up an MIS

CHAPTER 3: Step I: Selecting the MIS Location and Identifying the Participants Selecting the MIS location

Identitying the MIS participants

CHAPTER 4: Step II: Assessing the Local Situation

III

IX

1

4

6

9 9

13

16

21

23 23

29

31 What information is needed to design an MIS? 33

• Information on the local forest and tree product economy 33

• Information on marketing knowledge and interest 36

• Information about local organizational capacity 37

• Information about the quality and availability of NTFP

prices (and other) data 39

How can the information needed in the assessment

step be collected? 41

CHAPTER 5: Step III: Designing and Implementing the MIS Choosing the objectives of the MIS

45 48

TABLE OF CONTENTS.. .

Organizing data collection and analysis

Designing record-keeping systems and analysis

Choosing how to communicate results

Designing training activities

Establishing the monitoring system

Anticipating the evaluation

52

56

60

65

71

74

CHAPTER 6: Issues That Arise Once the MIS is Operational 79Expanding the scope of the MIS 79

Problems that commonly occur in implementing an MIS 83

APPENDICES 1 Information sources for different kinds of data 89

2 Resources about how to collect information,

and monitor and evaluate projects 91

3 Rapid appraisal tools that are useful for MIS assessments 93

4 Data collection forms 99

5 Evaluation instruments I 03

REFERENCES 109

PUBLICATIONS 111

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 6: Issues That Arise Once the MIS is Operational 79 Expanding the scope of the MIS 79 Problems that commonly occur in implementing an MIS 83

APPENDICES 1 Information sources for different kinds of data 89 2 Resources about how to collect information,

and monitor and evaluate projects 91

3 Rapid appraisal tools that are useful for MIS assessments 93

4 Data collection forms 99

5 Evaluation instruments 103

REFERENCES 109

PUBLICATIONS 111

.......... ·····MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Figures

DST OF FIGURES 1:,

1 Threes steps in the development of an MIS 20

2 Hand-drawn production and marketing chain for cashew 34

3 Uganda marketing chain 49

4 Bar graph showing price of coconuts in five markets 58

5 Trend line for price of coconuts in market A (1993) 59

6 Example of participatory map 94

7 Example of a Venn diagram 96

Tables1 Price of coconuts in five markets 57

Figures Threes steps in the development of an MIS 20

2 Hand-drawn production and marketing chain for cashew 34

3 Uganda marketing chain 49

4 Bar graph showing price of coconuts in five markets 58

5 Trend line for price of coconuts in market A 11993) 59

6 Example of participatory map 94

7 Example of a Venn diagram 96

Tables Price of coconuts in five markets 57

LJST OF FIGURES .. HH ••••••••••••• H •••••••••••••••••••••••••••••••• _

Introduction

CHAPTER

When one thinks of the productivity of a forest, the first thing that comes to mind

is timber. The production of timber is often organized and highly visible, and the

markets for wood are highly structured and well established. Forests also pro-

duce a multitude of non-timber products, however, including such diverse items

as medicinal plants, dyes, mushrooms, fruits, resins and saps, and raw materials

that can be made into ropes, baskets, mats, fences, clothes and many other con-

sumer products.

Non-timber forest products (NTFPs)- have the potential to become substan-

tial sources of revenue, but in many communities they are underexploited. In

some cases, people make considerable use of the products, but their commercial

value is low. One of the difficulties for small-scale producers who seek to com-

mercialize NTFPs is that often the markets for these products are relatively com-

plex compared to those for timber and more traditional agriculture goods. Many

NTFPs occupy "niche" markets, which tend to be small and dispersed. In addition,

there are few established standards for NTFPs, and consumer preferences for

products may valy considerably depending on such factors as the type of market

(tourist or local) and the time of year. Prices for NTFPs vary from place to place

as well as over time. Buyers rnay impose different quality control standards. All of

these factors contribute to the complexity of NTFP markets.

* Non-timber forest products (NTFPs) is the term used throughout this manual to describe a

broader range of goods than those defined as non-wood forest products (N\XTFPs).

NTFPs can include small products made of ligneous (or woody) materials, such as wood-

en stools, masks, drums or other handcrafted items which are not industrial timber or pulp.

'ntroduction

CHAPTER I ..

When one thinks of the productivity of a forest, the first thing that comes to mind

is timber. The production of timber is often organized and highly visible, and the

markets for wood are highly structured and well established. Forests also pro­

duce a multitude of non-timber products, however, including such diverse items

as medicinal plants, dyes, mushrooms, fruits, resins and saps, and raw materials

that can be made into ropes, baskets, mats, fences, clothes and many other con­

sumer products.

Non-timber forest products (NTFPs)* have the potential to become substan­

tial sources of revenue, but in many communities they are underexploited. In

some cases, people make considerable use of the products, but their commercial

value is low. One of the difficulties for small-scale producers who seek to com­

mercialize NTFPs is that often the markets for these products are relatively com­

plex compared to those for timber and more traditional agriculture goods. Many

NTFPs occupy "niche" markets, which tend to be small and dispersed. In addition,

there are few established standards for NTFPs, and consumer preferences for

products may valY considerably depending on such factors as the type of market

(tourist or local) and the time of year. Prices for NTFPs valY from place to place

as well as over time. Buyers may impose different quality control standards. All of

these factors contribute to the complexity of NTFP markets.

* Non-timber forest products (NTFPs) is the term used throughout this manual to describe a

broader range of goods than those defined as non-wood forest products (N\\'!fPs).

NTFPs can include small products made of ligneous (or woody) materials, such as wood­

en stools, masks, drums or other handcrafted items which are not industrial timber or pulp.

Producers who are often specialists in hatvesting or manufacturing goods us-

ing forest resources may have limited experience in marketing. They may not

know how to obtain and make use of information that would help them make

informed decisions about what to sell, and where and when to market their

products in order to earn the maximum profits from their efforts.

This field manual presents a systematic approach that can be used by small-

scale producers to gather information about markets for NTFPs. A Marketing In-

formation System (MIS) collects, analyses and communicates information about

markets and marketing. The kind of MIS described in this manual can be man-

aged by local people themselves. They determine what information is needed,

set up systems to gather the information, and decide how and to whom the in-

formation will be communicated. The purpose of the MIS is to improve people's

access to marketing information for NTFPs and to train them in its use. This, in

turn, will help them make better decisions about the use of local natural re-

sources and increase the revenues they receive from these products.

The development of the methodology used in this field manual began in

1990 when the FAO's Forest, Trees and People Programtne responded to a re-

quest by the Philippine Government to help local people with the marketing of

community forestry products. In collaboration with local communities, they de-.

veloped the first locally-managed Marketing Information System in Sta. Catalina,

the Philippines. Recognizing the potential value of such a system, FAO's Com-

munity Forestry Unit and Forest Products Division decided to field test the ap-

proach in a variety of settings. MIS test sites were established in two other loca-

tions in the Philippines, as well as in two communities in Uganda, two places in

the Solomon Islands and a remote area of Peru.

Examples from the Uganda and the Philippine experiences will be present-

ed in boxes throughout the manual to illustrate the issues raised in the text. The

box on p. 3 provides a brief introduction to the sites in these two countries that

will be discussed in greater depth in each chapter. Occasional examples from

other places where an MIS has been used will also be cited. This manual sum-

marizes the lessons of these various experiences while recognizing that the ap-

proach will continue to be refined and improved by each new group of users.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Producers who are often specialists in hatvesting or manufacturing goods us­

ing forest resources may have limited experience in marketing. They may not

know how to obtain and make use of information that would help them make

informed decisions about what to sell, and where and when to market their

products in order to earn the maximum profits from their efforts.

This field manual presents a systematic approach that can be used by small­

scale producers to gather information about markets for NTFPs. A Marketing In­

formation System (MIS) collects, analyses and communicates information about

markets and marketing. The kind of MIS described in this manual can be man­

aged by local people themselves. They determine what information is needed,

set up systems to gather the information, and decide how and to whom the in­

formation will be communicated. The purpose of the MIS is to improve people's

access to marketing information for NTFPs and to train them in its use. This, in

turn, will help them make better decisions about the use of local natural re­

sources and increase the revenues they receive from these products.

The development of the methodology used in this field manual began in

1990 when the FAO's Forest, Trees and People Programme responded to a re­

quest by the Philippine Government to help local people with the marketing of

community forestty products. In collaboration with local communities, they de- .

veloped the first locally-managed Marketing Information System in Sta. Catalina,

the Philippines. Recognizing the potential value of such a system, FAO's Com­

munity Forestry Unit and Forest Products Division decided to field test the ap­

proach in a variety of settings. MIS test sites were established in two other loca­

tions in the Philippines, as well as in two communities in Uganda, two places in

the Solomon Islands and a remote area of Peru.

Examples from the Uganda and the Philippine experiences will be present­

ed in boxes throughout the manual to illustrate the issues raised in the text. The

box on p. 3 provides a brief introduction to the sites in these two countries that

will be discussed in greater depth in each chapter. Occasional examples from

other places where an MIS has been used will also be cited. This manual sum­

marizes the lessons of these various experiences while recognizing that the ap­

proach will continue to be refined and improved by each new group of users .

.. ·MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 1

Many people contributed to the development of tbis publication. The ap-

proach could never have been implemented without the great efforts of Isabeli-

ta Austria in the Philippines who saw the project through from its inception. Ab-

woli Banana extended the process, establishing two sites in Uganda. Tom Ham-

mett, FAO forestry products marketing specialist, supported the setting up of the

first Philippine MIS site and developing the methodology. Important guidance

was also given by FAO agroforestry specialist Susan Braatz and by FAO forestty

marketing specialist Leo Lintu. Lars Bjorklund and Anders Sjoberg both provided

helpful comments and perceptive advice. This document was skilfully edited by

Karen Schoonmaker Freudenberger.

AN INTRODUCTION TO THE MIS TEST SITES

The Philippines was the first countly totest the Marketing Information System In1991, activities began at the first site, StaCatalina in Quezon Province In 1993, thetest programme was expanded to twoadditional sites Alion (in Bataan pro-vince) and Julita (in Aklan province) Inthe Philippines, the implementation of theMIS has been supported by the Depart-ment of Natural Resources (DENR), whichhas been involved in all stages of the pro-cess

The Philippine MIS partiapants were prin-cipally the growers and collectors of var-ious forest products The first site in thePhilippines was Sta Catalina, an uplandvillage located some 150 km south ofManila The participants decided to mon-itor prices for seven products, includingbanana, eggplant, ginger and coconutAlion is located in a more agriculturallydeveloped region It is also closer to Man-ila and hence enjoys access to larger mar-kets Major commercial crops in the areaare mango, coffee, banana, peanut andcashevv In addition to setting up an MISfor monitoring in-season prices of bana-na, peanut and citrus fruit in five markets,the users decided to monitor prices of

cashew nuts throughout the year and toleam more about processing options forthis product Julita ts a village on one ofthe smaller islands with fewer marketingopportunities than either Sta Catalina orAlton Its principal NTFPs are abaca (fiberused to make rope and cloth), ambulongpalm leaves (used for roofing) and copraTheir MIS was set up initially to provide in-formation on these products, but userslater expanded it to include rice

In Uganda, MIS activities were oriented tohandicraft traders involved in the market-ing of locally made goods such as matsand baskets to both area residents andtourists The traders were particularly in-terested in learning more about consu-mer preferences for different goods sothat they could target different marketsmore effectively One of the Uganda siteswas Mukono, just 15 km from the capitalKampala The Mokono group includedmore than 20 families and individualsThe smaller Masaka group (six families)operates about 130 km from the capital

In both the Philippines and Uganda, theprimary participants in the MIS werewomen.

1IbCHAPTER I ....

Many people contributed to the development of this publication. The ap­

proach could never have been implemented without the great efforts of Isabeli­

ta Austria in the Philippines who saw the project through from its inception. Ab­

woH Banana extended the process, establishing two sites in Uganda. Tom Ham­

mett, FAO forestty products marketing specialist, supported the setting up of the

first Philippine MIS site and developing the methodology. Important guidance

was also given by FAO agroforestry specialist Susan Braatz and by FAO forestty

marketing specialist Leo Lintu. Lars Bjorklund and Anders Sjoberg both provided

helpful comments and perceptive advice. This document was skilfully edited by

Karen Schoonmaker Freudenberger.

ANINfRODocnON fO fHEM(S nSf SITES

The Philippines was the first country to test the Marketing information System. in 1991, activities began at the first site, Sta. Catalina in Ouezon Province. In 1993, the test programme was expanded to two additional sites: Alion (in Bataan pro­vince) and Julita {in Aklan province}. In the Philippines, the implementation of the MIS has been supported by the Depart­ment of Natural Resources (DENR), which has been involved in all stages of the pro­cess.

The Philippine MIS participants were prin­cipally the growers and collectors of var­ious forest products. The first site in the Philippines was Sta. Catalina, an upland vii/age located some 150 km south of Manila. The participants decided to mon­itor prices for seven products, including banana, eggplant, ginger and coconut. Alion is located in a more agriculturally developed region. It is also closer to Man­ila and hence enjoys access to larger mar­kets. Major commercial crops in the area are mango, coffee, banana, peanut and cashew. In addition to setting up an MIS for monitoring in-season prices of bana­na, peanut and citrus fruit in five markets, the users decided to monitor prices of

cashew nuts throughout the year and to learn more about processing options for this product. Julita is a village on one of the smaller islands with fewer marketing opportunities than either Sta. Catalina or Alion. Its principal NTFPs are abaca (fiber used to make rope and cloth), ambulong palm leaves {used for roofing} and copra. Their MIS was set up initially to provide in­formation on these products, but users later expanded it to include rice.

In Uganda, MIS activities were oriented to handicraft traders involved in the market­ing of locally made goods such as mats and baskets to both area residents and tourists. The traders were particularly in­terested in learning more about consu­mer preferences for different goods so that they could target different markets more effectively. One of the Uganda sites was Mukono, just 15 km from the capital Kampala. The Mokono group included more than 20 families and individuals. The smaller Masaka group (six families) operates about 130 km from the capital.

In both the Philippines and Uganda, the primary participants in the MIS were women.

ABOUT THIS MANUAL

Purpose The immediate purpose of this manual is to help local groups es-

tablish a Marketing Information System that is user-driven, flexible and respon-

sive to local needs. The longer term objective of the MIS, in most cases, will be

to help people market their NTFPs more effectively and increase their earnings

from these activities.

Intended audience This manual is .written primarily for the facilitator

who will work with a local community to set up an MIS. The facilitator may be

from the cominunity or be an extension worker, project staff person, government

official or consultant. In most cases, the facilitator will have some experience

with marketing issues and project management. The role of the facilitator will be

to help the community understand the potential of an MIS and to assist in plan-

ning and organizing activities. He or she will also provide administrative support

and training, help with monitoring and evaluation and, where necessaiy, coordi-

nate the funding assistance needed to get the MIS under way. The facilitator will

not generally make decisions concerning the design and implementation of the

MIS. This will be the responsibility of local operators and users.

Community participation The activities described in this manual

depend on the active participation of community members in the design and im-

plementation of the MIS. The MIS is intended for people who grow, collect,

process, sell or trade NTFPs. It is critical that the local population and, in partic-

ular, the potential users of MIS information, be involved With every step of plan-

ning and implementing the MIS. The objective of this manual is to put in place

an MIS that is "owned" by the local community or a group within that communi-

ty. Previous experience with MIS implementation suggests that the earlier the

community is involved in the process of collecting information and planning the

MIS, the greater its participation and interest in the system will be once it gets un-

der way.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

ABOUT THIS MANUAL

Purpose The immediate purpose of this manual is to help local groups es­

tablish a Marketing Information System that is user-driven, flexible and respon­

sive to local needs. The longer term objective of the MIS, in most cases, will be

to help people market their NTFPs more effectively and increase their earnings

from these activities.

Intended audience This manual is .written primarily for the facilitator

who will work with a local community to set up an MIS. The facilitator may be

from the community or be an extension worker, project staff person, government

official or consultant. In most cases, the facilitator will have some experience

with marketing issues and project management. The role of the facilitator will be

to help the community understand the potential of an MIS and to assist in plan­

ning and organizing activities. He or she will also provide administrative support

and training, help with monitoring and evaluation and, where necessaty, cOOl'di­

nate the funding assistance needed to get the MIS under way. The facilitator will

not generally make decisions concerning the design and implementation of the

MIS. This will be the responsibility of local operators and users.

Community participation The activities described in this manual

depend on the active participation of community members in the design and im­

plementation of the MIS. The MIS is intended for people who grow, collect,

process, sell or trade NTFPs. It is critical that the local population and, in partic­

ular, the potential users of MIS information, be involved with every step of plan­

ning and implementing the MIS. The objective of this manual is to put in place

an MIS that is "owned" by the local community or a group within that communi­

ty. Previous experience with MIS implementation suggests that the earlier the

community is involved in the process of collecting information and planning the

MIS, the greater its palticipation and interest in the system will be once it gets un­

der way.

··········MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER I

Organization of the manual This manual takes the facilitatorstep-by-step through the design of an MIS. After an initial introduction to the con-

cepts of MIS (chapter 2), the next three chapters take the reader through each of

the steps in establishing an MIS. Chapter 3 outlines the preliminary step in which

the site is selected and the participants are identified. Chapter 4 addresses the as-

sessment step in which information is gathered for the MIS design. Chapter 5

turns to the design step in vsThich critical decisions are made concerning the ob-

jectives and the structure of the MIS. The final chapter (chapter 6) reviews some

issues that commonly arise in implementing an MIS and offers suggestions for re-

solving problems that may occur.

Since the manual systematically follows the MIS implementation process, it

will probably make the most sense if the sections are read in order. However,

communities will be at different stages in defining their needs and in organizing

their members. Certain communities may be able to pass very quickly through

some steps in the process if, for example, they are already yew clear on what the

objectives for their MIS should be. Others will want to take more time with each

of the suggested activities.

The examples given in the text boxes are simply illustrations of how two

communities set up their MIS activities. They are not intended to provide "mod-

els" for how an MIS should look, since every community will tailor its MIS to its

own needs and circumstances.

Further reading This is one of several FAO manuals that provide infor-

mation to community groups working broadly on forest management issues. A

number of the other manuals in the series complement this one and will be use-

ful to groups working on marketing and community participation in the man-

agement of NTFPs (see reading list at the end of this manual).

FAO manuals are available through country or regional representations

throughout the world, often in several languages. Readers are encouraged to con-

tact their nearest FAO representative to find out how to obtain FAO publications

most easily in their area.

41.CHAPTER J .

Organization of the manual This manual takes the facilitator

step-by-step through the design of an MIS. After an initial introduction to the con­

cepts of MIS (chapter 2), the next three chapters take the reader through each of

the steps in establishing an MIS. Chapter 3 outlines the preliminary step in which

tlle site is selected and the participants are identified. Chapter 4 addresses the as­

sessment step in which information is gathered for the MIS design. Chapter 5

turns to the design step in which critical decisions are made concerning the ob­

jectives and the structure of the MIS. The final chapter (chapter 6) reviews some

issues that commonly arise in implementing an MIS and offers suggestions for re­

solving problems that may occur.

Since the manual systematically follows the MIS implementation process, it

will probably make the most sense if the sections are read in order. However,

communities will be at different stages in defining their needs and in organizing

their members. Certain communities may be able to pass very quickly through

some steps in the process if, for example, they are already velY clear on what the

objectives for their MIS should be. Others will want to take more time with each

of the suggested activities.

The examples given in the text boxes are simply illustrations of how two

communities set up their MIS activities. They are not intended to provide "mod­

els" for how an MIS should look, since evelY community will tailor its MIS to its

own needs and circumstances.

Further reading This is one of several FAO manuals that provide infor­

mation to community groups working broadly on forest management issues. A

number of the other manuals in the series complement this one and will be use­

ful to groups working on marketing and community participation in the man­

agement of NTFPs (see reading list at the end of this manual).

FAO manuals are available through counby or regional representations

throughout the world, often in several languages. Readers are encouraged to con­

tact their nearest FAO representative to find out how to obtain FAO publications

most easily in their area.

·········G

DEFINITIONS

The following list includes definitions of some of the key terms used in mar-

keting information systems.

Markets are outlets for products and services. The buyers may be either in-

stitutions or individuals. Markets can exist for raw materials, semi-processed

goods, finished products or seivices. They can be local, regional, national Or in-

ternational.

Marketing involves "finding out what the customer wants and helping to

set up the production/marketing system that meets demand and maximizes in-

come" (FA0,1989). The marketing process includes the selection and develop-

ment of products and production processes, markets, pricing strategies, packag-

ing, distribution channels and methods, and advertising.

Marketing information is all the data that can help those involved in

production and sales identify the clients' needs and meet those interests. This data

concerns all aspects of the structure and operation of the market. With this infor-

mation, sellers can make better decisions about marketing their produce. Specifi-

cally, producers might use marketing information to determine what to produce

and when to harvest or process a product. They could calculate the returns de-

pending on how much they process a product. And, they could choose where and

when to sell and decide how to package and distribute their wares depending on

what would provide the greatest profit.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTSe·

DEFINITIONS

The following list includes definitions of some of the key terms used in mar­

keting information systems.

Marl<et,s are outlets for products and selvices. The buyers may be either in-, , stitutions or individuals. Markets can exist for raw materials, semi-processed

goods, finished products or selvices. They can be local, regional, national or in­

ternational.

Marl~~ting involves "finding out what the customer wants and helping to ;. . ,,1

set up the production/marketing system that meets demand and maximizes in­

come" (FAO,1989). The marketing process includes the selection and develop­

ment of products and production processes, markets, pricing strategies, packag­

ing, distribution channels and methods, and advertising.

Marl<eting information is all the data that can help those involved in I ____ _ _ _ __ '____ '_ _ _____ '____ ___ i

production and sales identify the clients' needs and meet tllO~e interests. This data

concerns all aspects of the structure and operation of the market. With this infor­

mation, sellers can make better decisions about marketing their produce. Specifi­

cally, producers might use marketing information to determine what to produce

and when to halvest or process a product. They could calculate the returns de­

pending on how much they process a product. And, they could choose where and

when to sell and decide how to package and distribute their wares depending on

what would provide the greatest profit.

...... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER I

Market transparency refers to the amount of information a person has

about the entire production and sale chain of a certain good. If someone knows

the entire process of production and sale of a good from harvest to the consumer

(including costs and profits at each stage), then the market is "absolutely transpar-

ent" to that person. Markets are more transparent when people have access to in-

formation. Often, small producers lack information that others (such as middlemen

or exporters) may have. This puts them at a disadvantage in getting the best price

for their products. One purpose of an MIS is to increase market transparency for

small producers so that they can increase their power in the marketplace.

A Marketing Information System (MIS) is a tool to organize

the collection, analysis and communication of marketing information. An MIS

should increase market transparency so that producers can market their products

more effectively and increase the profitability of their venture.

A Facilitator, as used in this manual, is a person who helps stimulate a

community's interest in creating an MIS and assists in its efforts to design, oper-

ate and eventually expand the scope of their MIS activities.

AgroforesPy product5 are wood and non-wood products from trees,

shrubs or other woody perennials grown in agroforestry systems (integrated sys-

tems in which woody perennials are grown in association with crops and/or an-

imals).

Non-timber forest products (NTFPs) is the term used through-

out this manual to describe a broader range of goods than those defined as

NWFPs. NTFPs can include small products made of ligneous (or woody) materi-

als, such as wooden stools, masks, drums or other handcrafted items which are

not industrial timber or pulp.

Non-wood forest products (NWFPs) Non-wood forest products

(NWFPs) are goods of biological origin other than wood that are derived from

forests. NWFPs also include services, such as rope making and gum collecting, that

are related to the collection and processing of these products.

CHAPTER 1 .

.JViarket J:ranSPflreoc:::y, refers to the amount of information a person has

about the entire production and sale chain of a certain good. If someone knows

the entire process of production and sale of a good from halvest to the consumer

(including costs and profits at each stage), then the market is "absolutely transpar­

ent" to that person. Markets are more transparent when people have access to in­

formation. Often, small producers lack information that others (such as middlemen

or expOlters) may have. This puts them at a disadvantage in getting the best price

for their products. One purpose of an MIS is to increase market transparency for

small producers so that they can increase their power in the marketplace.

A .Marl<~tin~Jnf()n!1atjQn Syst~l11_ IMIS). is a tool to organize

the collection, analysis and communication of marketing information. An MIS

should increase market transparency so that producers can market their products

more effectively and increase the profitability of their venture.

A ,Eac!lltfltqr., as used in this manual, is a person who helps stimulate a

community's interest in creating an MIS and assists in its efforts to design, oper­

ate and eventually expand the scope of their MIS activities.

t\gr9fqr~~try P"'9duc:::t~ are wood and non-wood products from trees, , . / - " - : ~ _'~ _'---_ ' " ,_ : - , __ I

shrubs or other woody perennials grown in agroforestry systems (integrated sys­

tems in which woody perennials are grown in association with crops and/or an­

imals).

1\I~1'l_-1:iJ'11~7r f~~estpr()<:fl...lcts l~TF~sJ. is the term used through­

out this manual to describe a broader range of goods than those defined as

NWFPs. NTFPs can include small products made of ligneous (or woody) materi­

als, such as wooden stools, masks, drums or other handcrafted items which are

not industrial timber or pulp .

. N9n:-WQQdf9Jest .. prgQyc:::ts {NWfPsJ.Non-wood forest products

(NWFPs) are goods of biological origin other than wood that are derived from

forests. NWFPs also include services, such as rope making and gum collecting, that

are related to the collection and processing of these products.

MIS and Marketsfor Non-Timber Forest Products

THE MARKET FOR NON-TIMBER FOREST PRODUCTS

CHAFFER 2

Non-timber forest products (NTFPs) play an important role in both national and

local economies. In some cases, the importance of these activities can be seen

clearly from national statistics. In India, for example, more than 30 million peo-

ple are employed in the non-timber forest product sector. In central Java in In-

donesia, wood carving represents roughly 75 percent of handicraft exports. Prod-

ucts like rubber are critical to the economies of many countries. National statis-

tics do not tell the whole story, however. Products that hardly figure in the sta-

tistics may nevertheless play an essential role in maintaining livelihoods at the lo-

cal level. In Channapata, a town in Karnataka state in India, some 35 percent of

employment comes from the lacquerwork industiy. In Sahelian villages such as

Samkedji, Senegal, families survive the hungly season by selling kinkiliba, a kind

of wild tea that grows on common lands around the village.

NTFPs can also play an important part in the sustainable management of

forests. The value of timber depends on cutting trees. While this can be done in

a sustainable fashion, often the fastest profits are obtained by clear-cutting which

decimates a whole range of forest resources. In contrast, the exploitation of many

NTFPs depends on keeping forests intact. In many places, if the full range of

NTFPs is extracted and marketed, forests can provide inuch greater economic

benefits than when they are used exclusively for timber. In cases where the val-

ue of NTFPs is well recognized, there is a powerful incentiVe to maintain stand-

ing forests.

MIS and Mar'<ets for Non-Timber Forest Products

CHAPTER 2 ...

THE MARI(ET FOR NON-TIMBER FOREST PRODUCTS

Non-timber forest products (NTFPs) play an important role in both national and

local economies. In some cases, the importance of these activities can be seen

clearly from national statistics. In India, for example, more than 30 million peo­

ple are employed in the non-timber forest product sector. In central Java in In­

donesia, wood carving represents roughly 75 percent of handicraft exports. Prod­

ucts like rubber are critical to the economies of many countries. National statis­

tics do not tell the whole story, however. Products that hardly figure in the sta­

tistics may nevertheless play an essential role in maintaining livelihoods at the 10-

cal level. In Channapata, a town in Karnataka state in India, some 35 percent of

employment comes from the lacquelwork industly. In Sahelian villages such as

Samkedji, Senegal, families survive the hunglY season by selling kinkiliba, a kind

of wild tea that grows on common lands around the village.

NTFPs can also play an important part in the sustainable management of

forests. The value of timber depends on cutting trees. While this can be done in

a sustainable fashion, often the fastest profits are obtained by clear-cutting which

decimates a whole range of forest resources. In contrast, the exploitation of many

NTFPs depends on keeping forests intact. In many places, if the full range of

NTFPs is extracted and marketed, forests can provide much greater economic

benefits than when they are used exclusively for timber. In cases where the val­

ue of NTFPs is well recognized, there is a powerful incentive to maintain stand­

ing forests.

• •••••••

10

The markets for NTFPs vaty enormously. Some markets, such as the bidi cig-

arette market in India, the rattan market in Indonesia and the Brazil nut market

in Brazil, are extremely well organized. More commonly, however, the markets

for NTFPs are informal and unstructured. While the immense variety of NTFPs

makes generalization difficult, these products often share at least some of the fol-

lowing characteristics.

The raw materials for

NTFPs are often

gathered from

government owned orcommunal (as opposed

to private) lands.

In addition, if users fear that they may lose access to the forest, they will be less

likely to invest in the resource and to monitor ancl control harvesting. Because

the harvesting of certain forest products is illegal on some public lands, it may be

particularly difficult to obtain valid information about the collection and use of

these products.

NTFPs are Many NTFPs, such as mushrooms and nuts, areoften seasonal, seasonal and depend on natural growth and regen-

eration, which makes their productivity unpre-

dictable. Prices may vary over the course of the year in reaction to seasonal

changes and will also vary between years depending on nature's bounty. The in-

come of collectors and processors tends to be similarly variable. The seasonality

of these products can also be an advantage. Many NTFPs are available during the

non-agricultural season. Exploitation of these products can complement farming

activities and fill gaps in the household income flow.

This includes such products as honey, game meat,

liana vines and grasses. Tenure systems on these

lands may be more complex and the rules of access

less clear than on private lands. This may result in

conflicts between users and make planning for the

sustainable management of resources more difficult.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

TIle markets for NTFPs vaty enormously. Some markets, such as the bidi cig­

arette market in India, the rattan market in Indonesia and the Brazil nut market

in Brazil, are extremely well organized. More commonly, however, the markets

for NTFPs are informal and unstructured. While the immense variety of NTFPs

makes generalization difficult, these products often share at least some of the fol­

lowing characteristics.

!Jn~J~",,",!1'1,t:t!eri~Js_t9,r, This includes such products as honey, game meat,

NTFPs are often L~::2:2'S;:> ~~- ~.'" '~-';

liana vines and grasses. Tenure systems on these

lands may be more complex and the rules of access

,~::tQY~rnV1~mg~'J~gg,r, less clear than on private lands. This may result in

~~'21l11~l.Jf'1i!lj~~c~HR~~~~ conflicts between users and make planning for the

~<1-g!i¥~!eJ}~n~~~l sustainable management of resources more difficult.

In addition, if users fear that they may lose access to the forest, they will be less

likely to invest in the resource and to monitor and control harvesting. Because

the harvesting of certain forest products is illegal on some public lands, it may be

particularly difficult to obtain valid information, about the collection and use of

these products.

Many NTFPs, such as mushrooms and nuts, are

seasonal and depend on natural growth and regen­

eration, which makes their productivity unpre­

dictable. Prices may vaty over the course of the year in reaction to seasonal

changes and will also vaty between years depending on nature's bounty. The in-

come of collectors and processors tends to be similarly variable. The seasonality

of these products can also be an advantage. Many NTFPs are available during the

non-agricultural season. Exploitation of these products can complement farming

activities and fill gaps in the household income flow.

···········MARJ<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 2

Producers are

frequently

rural people and often

poor or landless.

Production is frequently

small scale.

The percentage

of the final sale price

for a NTFP received

by the local-level

collector, producer

or processor

is frequentlyextremely small.

Information

on the exploitationof NTFPs

is often lacking.

NIFPs often provide income to people with limited

alternative employment opportunities and low in-

come. Products on communal lands are particular-

ly important to the landless. For many forest prod-

ucts, the skills and tools required for collecting, and

even for processing, are low, making the enterprise

attractive to poorer people.

The profitability of enterprises based on NTFPs is

often low. Some of the reasons that individual pro-

ducers receive such a small percentage of the total

profit on NTFPs are: trading is done individually;

producers are unorganized and dispersed; individ-

uals lack the necessary marketing skills and infor-

mation to gain leverage in the market; and individ-

uals lack related business assets such as storage

and transport.

Foresters who are trained in timber management

frequently lack training and experience with NTFPs.

Research in these areas has generally focused on

only a few products that are important on the in-

ternational market (such as nibber). Often there is

considerable local indigenous knowledge concerning the production and man-

agement of NTFPs, but there are sometimes gaps in this knowledge as well. It is

therefore particularly important that the design of strategies to exploit NTFPs be

a collaborative exercise that makes full use of local people's knowledge as well

as the expertise of outside professionals with relevant experience.

CHAPTER 2 ..

~~!-t~~ rM[~LH~~p!~"nggf!~n p~~x,,9rJ~~ng/~~~; ~[~£!M<:~L9n!~ .. tr~g!-!~,~ small sea/e. f///N./ ","<.::;;' i"-">~'--' ~-, "I--'l

j~·JD~-H~f~nl~9.~ gfJJl~,!!ngL~~l~Rri.~.~ for a NTFP received rV70:_":;0';\'?-';;;-Y,{:)2C::<7~'f' ),-'O?C9.3;Y!'-;::S;'57'l,7Jf!''''7'T1

!?Y'3t/;1~ . .!g<:g!:!~~~ collector" nroducer r:::!Q:, ~":::::S87~;'C'"4?~;F; .----/:i ::,<',-,,3S'OJ

jS?!e.!2£~~~£!

!1!~~:a~~!!!J~ ~~!r~I):I!:J¥~7~TIJ:l~/k

g.n.ltlggxp!g!t~tjQU '--~-'-------- - - -----,-----, "--,--' ',',

of NTFPs v.::::-?~·~Cf?7:-Y-::'<:1

NTFPs often provide income to people with limited

alternative employment opportunities and low in­

come. products on communal lands are particular­

ly important to the landless. For many forest prod­

ucts, the skills and tools required for collecting, and

even for processing, are low, making the enterprise

attractive to poorer people.

The profitability of enterprises based on NTFPs is

often low. Some of the reasons that individual pro­

ducers receive such a small percentage of the total

profit on NTFPs are: trading is done individually;

producers are unorganized and dispersed; individ­

uals lack the necessary marketing skills and infor­

mation to gain leverage in the market; and individ­

uals lack related business assets such as storage

and transport.

Foresters who are trained in timber management

frequently lack training and experience with NTFPs.

Research in these areas has generally focused on

only a few products that are important on the in-

ternationalmarket (such as rubber). Often there is

considerable local indigenous knowledge concerning the production and man-

agement of NTFPs, but there are sometimes gaps in this knowledge as well. It is

therefore particularly important that the design of strategies to exploit NTFPs be

a collaborative exercise that makes full use of local people's knowledge as well

as the expertise of outside profeSSionals with relevant experience.

MARKETING iNFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Many NTFPs have Since NTFPs are often sold in informal markets, in-

only weak links formation about prices, product flow and marketing

to official marketing options is less well known than for major crops orsystems. for timber. Foresters whose training is largely tech-

nical and oriented to production issues may know

little about the economics and marketing of NTFPs. However, the absence of for-

mal marketing channels can also be an advantage, since it is easier for small pro-

ducers to gain access to these markets, and regulations are often less onerous

than in government-regulated markets.

While these characteristics are coinmon to NTFPs, many other village-level

enterprises share similar characteristics. Once local producers master the princi-

ples of setting up an MIS for NTFPs, they can, and probably will, apply the sys-

tem to other local products. In several of the test sites, participants decided to

use the system to track prices for NTFPs plus other goods that were particularly

important to them.

I· Many.I\JI~P~f'1av~ rQ[lIy vveal< link~ ,to official marketing

systems. ,_ _ _ 1

Since NTFPs are often sold in informal markets, in­

formation about prices, product flow and marketing

options is less well known than for major crops or

for timber. Foresters whose training is largely tech-

nical and oriented to production issues may know

little about the economics and marketing of NTFPs. However, the absence of for-

mal marketing channels can also be an advantage, since it is easier for small pro­

ducers to gain access to these markets, and regulations are often less onerous

than in government-regulated markets.

While these characteristics are common to NTFPs, many other village-level

enterprises share similar characteristics. Once local producers master the princi­

ples of setting up an MIS for NTFPs, they can, and probably will, apply the sys­

tem to other local products. In several of the test sites, participants decided to

use the system to track prices for NTFPs plus other goods that were particularly

important to them.

. . ············MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 2

WHY IS MARKETING INFORMATION IMPORTANT?

As described in the definitions above, marketing inforniation is all the data

that can help those involved in production and sales identify and meet clients'

needs. Marketing information is critical to the success of any business since, in

order to market goods or services effectively, the seller needs solid information

about what the buyer wants, Similarly, to ensure that the most effective produc-

tion and distribution methods are being used, producers need to know what their

options are.

Marketing information makes the market more transparent so that business

people can make informed choices about production and sale. The illustration on

p. 14 shows how transparency will differ for each person in the marketing chain.

Often, each person has information only about the part of the chain that con-

cerns him Of her directly. The producers described here are responding relative-

ly passively to the demands of the market.

There are many types of marketing information that can be useful in busi-

ness decision-making (see box on p. 15). Which kind of information is the most

important will depend upon local needs and priorities and the user's position in

the marketing chain.

CHAPTER 2 ..

WHY Is MARI(ETING INFORMATION IMPORTANT?

As described in the definitions above, marketing information is all the data

that can help those involved in production and sales identify and meet clients'

needs. Marketing information is critical to the success of any business since, in

order to market goods or services effectively, the seller needs solid information

about what the buyer wants. Similarly, to ensure that the most effective produc­

tion and distribution methods are being used, producers need to know what their

options are.

Marketing information makes the market more transparent so that business

people can make informed choices about production and sale. The illustration on

p. 14 shows how transparency will differ for each person in the marketing chain.

Often, each person has information only about the part of the chain that con­

cerns him or her directly. The producers described here are responding relative­

ly passively to the demands of the market.

There are many types of marketing information that can be useful in busi­

ness decision-making (see box on p. 15), Which kind of information is the most

important will depend upon local needs and priorities and the user's position in

the marketing chain.

11»

Transparency in the market chainICnowIedge differs according to position

PRODUCER

I carry my lianas thatI collect in the forestto the roadsidewhere I sell them toa passing trader Hepays me about $1per bunch. Ido notknow where hegoes with theproduct after hebuys it from me.

LOCAL TRADER

I purchase the lianasalong the roadside. I

clean and sort themby quality, storethem until the priceseems high, bringthem to the marketand sell them forbetween $1.25 and$2.00 per 5 piecebunch.

TRADE/PROCESSOR

I purchase the lianasof different qualities,particularly whenthey are abundant,so I can pay a lowerprice. The lowestquality is made intobaskets and mats forlocal sale. The higherqualities are used tomake furniture forexport. My saleprices vary basedupon market,quality, colour andproduct.

EXPORTER

I purchase wovenfurniture for export. Ibuy only the highestquality and sell it tobuyers for upscalefurniture storeswhich sell items for$400 to $1500.1generally paybetween $60 and$150 per piece towhich I add the costsassociated withtransport, marketingand running thebusiness.

Producers can be more proactive, learning more about what happens to the

lianas after they are sold. If they know, for example, how lianas are used and

what determines good quality, they might be able to improve the quality of their

product and argue for a higher price. Alternatively, if they know that the price

varies according to the time of year, they might be able to organize the storage

of the product locally until the price rises, thereby gaining more profit for their

efforts.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Transparency in the marlc:et chain '(nowledge differs according to position

PROVUCER I carry my lianas that I collect in the forest to the roadside where I sell them to a passing trader. He pays me about $ I per bunch. I do not know where he goes with the product after he buys it from me.

LOCAL fRAVER I purchase the lianas along the roadside. I clean and sort them by quality, store them until the price seems high, bring them to the market and sell them for between $ 1.25 and $2.00 per 5 piece bunch.

fRAVE/PROCESSOR I purchase the lianas of different qualities, particularly when they are abundant. so I can pay a lower price. The lowest quality is made into baskets and mats for local sale. The higher qualities are used to make furniture for export. My sale prices vary based upon market. quality. colour and product.

EXPORtER I purchase woven furniture for export. I buy only the highest quality and sell it to buyers for upscale furniture stores which sell items for $400 to $1500. I generally pay between $60 and $ 150 per piece to which I add the costs associated with transport. marketing and running the business.

Producers can be more proactive, learning more about what happens to the

Hanas after they are sold. If they know, for example, how Hanas are used and

what determines good quality, they might be able to improve the quality of their

product and argue for a higher price. Alternatively, if they know that the price

varies according to the time of year, they might be able to organize the storage

of the product locally until the price rises, thereby gaining more profit for their

efforts .

... . .. .................................. ·MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 2

MARKETING INFORIVIATION

Product charactenstics* size, shape,colour, volume, quality andpackaging of various products fordifferent markets

Place and distribution channels:names and schedules of markets,traders, wholesalers, retailers,cooperatives and marketing boards

Promotion alternatives: productsamples, displays, fairs andadvertising

Prices* various products at farmgate(e g local traders), retail (e g villagemarkets) and wholesale outlets (e gcanning plants), over time (to showseasonality and trends) by grades andquality

Payment alternatives* barter, credit,cash, labour

EXAMPLES OF THE KIND OF MARKETING

INFORMATION AN MIS CAN PRO VIDE

NIARKET INFORMATION

The markets that exist for products

The size of markets

Levels of demand and supply,including seasonal variations

Ultimate product users

CO

A4

CHAPTER 2 ..

MARKETING·,NFORMATION

• Product characteristics: size, shape, colour, volume, qualily and packaging of various products for different markets.

• Place and distribution channels: names and schedules of markets, traders, wholesalers, retailers, cooperatives and marketing boards.

• Promotion alternatives: product samples, displays, fairs and advertising.

• Prices: various products at farmgate /e.g. local traders); retail/e.g. Village markets) and wholesale outlets /e.g. canning plants); over time Ito show seasonalily and trends) by grades and qua lily.

• Payment alternatives: barter, credit, cash, labour:

MARI<ET INFORMATION

• The markets that exist for products.

• The size of markets.

• Levels of demand and supply, including seasonal variations.

• Ultimate product users.

WHAT IS A MARKETING INFORIVLATION SYSTEM (MIS)?

A Marketing Information System (MIS) is a structured approach to collecting,

analysing and communicating information about markets and marketing. It

shoukl increase market transparency for users and enable them to make more in-

formed production and marketing decisions.

Users who implement a Marketing Information System should find that they

are better able to:

make informed marketing decisions;

negotiate with others in the marketing chain;

organize production and sale; and

facilitate group discussion and decision-making.

Ultimately, as users gain more information and learn how to exploit that in-

formation they should find ways to increase the profitability of their enterprise.

BENEFITS OF USING AN MIS

Users of marketing information sys-tems identify different benefits de-pending on the nature of the groupand the marketing problems theyface

In Uganda, handicraft sellers sur-veyed market preferences and foundthat Ugandans prefer brighter colours,while tourists selected more muteddesigns With this information theywere able to segment and target cer-tain portions of the market

In the Philippines, by monitoringpnces in several markets, sellers wereable to direct their produce to mar-kets where prices were higher at agiven point in time. Even those sellerswith established relations with individ-ual buyers (suki) found that they were

able to negotiate better pnces be-cause they were informed of the lar-ger market context and not so depen-dent on information provided by theseller As one participant noted, "Thesystem helps assure that we do notcheat each other"

Several of the groups using MISs havefound that when they organized tocollect marketing information, theyalso found other ways to collaborateAs a result, their groups became moredynamic and cohesive For example,while researching prices in differentmarkets, members of a group in thePhilippines identified a transport&don bottleneck. As a result, they vvereable to work out a cooperative systemto transport and sell their pineappleharvest.

MARKETING INFORIVIATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTSe·

WHAT Is A MARI(ETING INFORMATION SYSTEM (MIS)?

A Marketing Information System (MIS) is a structured approach to collecting,

analysing and communicating information about markets and marketing. It

should increase market transparency for users and enable them to make more in­

formed production and marketing decisions.

Users who implement a Marketing Information System should find that they

are better able to:

• mal5~ informed marketing qecisic;ms;,

cl!_. negQtiate-.~~th o~tl¥rsjt1.th~rnct!l~etit1~. CD"m;, ·~prgctni:ze eI9guctt(m.at1~-. sal~;an(L

• facilitate group discussi()n(?tnd decision-making.,

Ultimately, as users gain more information and learn how to exploit that in­

formation they should find ways to increase the profitability of their enterprise.

8ENEFITS OF USING AN MIS Users of marketing information sys­tems identify different benefits de­pending on the nature of the group and the marketing problems they face.

In Uganda, handicraft sellers sur­veyed market preferences and found that Ugandans prefer brighter colours, while tourists selected more muted designs. With this information they were able to segment and target cer­tain portions of the market.

In the Philippines, by monitoring prices in several markets, sellers were able to direct their produce to mar­kets where prices were higher at a given point in time. Even those sellers with established relations with individ­ual buyers (suki) found that they were

able to negotiate better prices be­cause they were informed of the lar­ger market context and not so depen­dent on information provided by the seller. As one participant noted, 'The system helps assure that we do not cheat each other."

Several of the groups using MISs have found that when they organized to collect marketing information, they also found other ways to collaborate. As a result, their groups became more dynamic and cohesive. For example, while researching prices in different markets, members of a group in the Philippines identified a transporta­tion bottleneck. As a result, they were able to work out a cooperative system to transport and sell their pineapple harvest.

.............. MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 2

An MIS can organize the collection, analysis and dissemination of many dif-

ferent types of marketing data. This is particularly relevant when monitoring in-

formation that changes frequently, such as prices, since this is where local pro-

ducers often have the most difficulty. It is not necessaw to monitor prices that are

known to remain stable, although participants may want to identify these in their

initial situational analysis.

There are unlimited possibilities for the kind of informa-

tion that can be gathered by a group setting up an MIS. In-

formation collection and analysis implies certain costs, how-

ever. Visiting buyers and interviewing them about prices,

whether in local markets or farther away, takes time. There

also may be costs involved for transport to gather information in more distant

markets. It is therefore very iinportant that groups setting up an MIS give careful

thought to what kind of information will be most useful to them and focus on

the information that is most likely to increase the profitability of their enterprise.

This information should be tailored to the specific circumstances of the group

that is collecting it. FOr example, there may be no use in collecting information

from a distant market during the rainy season if the state of the roads makes ac-

cess to that market virtually impossible.

Participants in an MIS need to take the time to think about what information

is really needed and carefu4 vTeigh the benefits of having more information ver-

sus the cost of collecting it.

When working with a group of people producing goods for sale, it will of-

ten be relevant to start with an MIS that gathers information on the prices being

paid by consumers (or traders) for the goods MIS participants sell. In most cases,

this kind of information is readily accessible, data collection is relatively straight-

forward, and analysis is not 'yew difficult. Most important, once the information

is gathered, it can usually be put right to use and the participants can see imme-

diate benefits from their efforts. Such a system introduces the MIS concept to the

community, demonstrates its utility and galvanizes interest. Once this has been

accomplished, it is easier to introduce greater complexity and to consider gath-

ering different kinds of information that will help community members further re-

CHAPTER 2··

An MIS can organize the collection, analysis and dissemination of many dif­

ferent types of marketing data. This is particularly relevant when monitoring in­

formation that changes frequently, such as prices, since this is where local pro­

ducers often have the most difficulty. It is not necessalY to monitor prices that are

known to remain stable, although participants may want to identify these in their

initial situational analysis.

There are unlimited possibilities for the kind of informa­

tion that can be gathered by a group setting up an MIS. In­

formation collection and analysis implies celtain costs, how­

~ ever. Visiting buyers and interviewing them about prices,

whether in local markets or farther away, takes time. There

also may be costs involved for transport to gather information in more distant

markets. It is therefore velY important that groups setting up an MIS give careful

thought to what kind of information will be most useful to them and focus on

the information that is most likely to increase the profitability of their enterprise.

This information should be tailored to the specific circumstances of the group

that is collecting it. For example, there may be no use in collecting information

from a distant market during the rainy season if the state of the roads makes ac­

cess to that market virtually impossible.

Participants in an MIS need to take the time to think about what information

is really needed and carefully weigh the benefits of having more information ver­

sus the cost of collecting it.

When working with a group of people producing goods for sale, it will of­

ten be relevant to start with an MIS that gathers information on the prices being

paid by consumers (or traders) for the goods MIS participants sell. In most cases,

this kind of information is readily accessible, data collection is relatively straight­

forward, and analysis is not velY difficult. Most important, once the information

is gathered, it can usually be put right to use and the participants can see imme­

diate benefits from their efforts. Such a system introduces the MIS concept to the

community, demonstrates its utility and galvanizes interest. Once this has been

accomplished, it is easier to introduce greater complexity and to consider gath­

ering different kinds of information that will help community members further re-

il)

fine their marketing strategies. The Philippines case described in the text boxes

is an example of this kind of price monitoring system.

When setting up an MIS with traders who are intermediaries for goods pro-

duced by others, a useful approach could be to start by gathering information on

consumer preferences. Traders need to know what consumers look for in a prod-

uct so they can place orders with producers, manage stock and set prices. An

MIS that tracks the kind of goods that are being sold offers a simple introduction

to the value and operation of an MIS. The text boxes about the Uganda MIS of-

fer an example of how small-scale traders established an MIS to collect this type

of sales information.

Data gathered in an MIS can have many different uses, depending on the

needs of the participants. As suggested above, a common MIS activity involves

collecting information on the price of a given product in several markets. Such

information can be collected by volunteers from the group on a weekly basis.

This kind of information can be used in several different ways. It can be posted

in a central place so that each week individual producers can determine the most

profitable outlet for their goods. As information is gathered over the course of a

year, it can be compiled on a price calendar. This permits participants to begin

analysing the best time to market their goods and to calculate whether there

might be benefits in storing some products while waiting for the price to rise.

When the same kind of data is gathered for several different goods, participants

can use the information to analyse which product provides the best returns.

Some other possible uses of MIS information are listed in the box below.

r

HOW MARKETING INFORMATION CAN SE U8EP

Compare prices in different marketsCompare transport alternativesAssess processing opportunitiesAssess opportunities to improve production efficiency,grading, quality, packagingDetermine the break-even point for productionLocate and assess new product opportunitiesStimulate sales in quantity (bulk)Identify problems/trends like cheap substitute availabilityDetermine factors affecting prices and demand

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

fine their marketing strategies. The Philippines case described in the text boxes

is an example of this kind of price monitoring system.

When setting up an MIS with traders who are intermediaries for goods pro­

duced by others, a useful approach could be to start by gathering information on

consumer preferences. Traders need to know what consumers look for in a prod­

uct so they can place orders with producers, manage stock and set prices. An

MIS that tracks the kind of goods that are being sold offers a simple introduction

to the value and operation of an MIS. The text boxes about the Uganda MIS of­

fer an example of how small-scale traders established an MIS to collect this type

of sales information.

Data gathered in an MIS can have many different uses, depending on the

needs of the participants. As suggested above, a common MIS activity involves

collecting information on the price of a given product in several markets. Such

information can be collected by volunteers from the group on a weekly basis.

This kind of information can be used in several different ways. It can be posted

in a central place so that each week individual producers can determine the most

profitable outlet for their goods. As information is gathered over the course of a

year, it can be compiled on a price calendar. This permits palticipants to begin

analysing the best time to market their goods and to calculate whether there

might be benefits in storing some products while waiting for the price to rise.

When the same kind of data is gathered for several different goods, participants

can use the information to analyse which product provides the best returns.

Some other possible uses of MIS information are listed in the box below.

grading, quality, Oa<:l<a(nna • Determine the break-even point for production • Locate and assess new product opportunities • Stimulate sales in quantity (bulk) • Identify problems/trends like cheap substitute availability • Determine factors affecting prices and demand

·········MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAFTER 2

An impoitant step in designing the MIS is determining how to present the in-

formation that is collected since this will influence its interpretation and use. A

large blackboard where price monitors write down the price for different markets

on a given day each week may be all that is needed for sellers to decide where

to take their produce. If the information is to be used to highlight changes in

prices over time, it is generally more effective to draw trend lines reflecting ris-

ing and falling prices. Each market suiveyed may have its own trend line to show

how prices in that market varied over the year. Later, the lines can be compiled

on a large sheet of paper to facilitate a comparison of prices over time in differ-

ent markets.

411,CHAPTER 2 ..

An impoltant step in designing the MIS is determining how to present the in­

formation that is collected since this will influence its interpretation and use. A

large blackboard where price monitors write down the price for different markets

on a given day each week may be all that is needed for sellers to decide where

to take their produce. If the information is to be used to highlight changes in

prices over time, it is generally more effective to draw trend lines reflecting ris­

ing and falling prices. Each market sUlveyed may have its own trend line to show

how prices in that market varied over the year. Later, the lines can be compiled

on a large sheet of paper to facilitate a comparison of prices over time in differ­

ent markets.

s.w 510

Figure 1: Three steps in the development of arv MIS

STEP

Selecting the MISlocation andidentifying the MISparticipantsCr itena to evaluate potentialsites

is there an expressed local needand interest in using marketinginformation?

Are there producto producedabove the subsistence level?

How easy is it to get dataabout markets and marketing?

Is there an organization thatcan participate 111 the MIS andhow cohesive is it?

Criteria to identify the MIStarget group.

Who is involved in marketingNTFrs?

Who has expressed an interestin improving the marketing of

Who lacks marketinginformation and could benefitmost from using an MI5?

STEP

Assessing thelocal situationWays to collect backgroundinformation in the initialassessment.

Frofile the local forest and treeproduct economy

Assess marketing knowledge aninter est

Assess organizationalstructure and managementcapacity to carry out an MIS

Determine availability ofmarketing information andassess its quality

Designingand implementingthe MIS

Steps to put an MIS in place.

Choose the objectives of theMIS

Select the information theMIS will provide

Decide which informationsources will be used

Decide how to organize thecollection and analysis of data

Choose how to communicatethe results

Design training activities

Establish a monitoring system

Anticipate the MIS evaluation

STEP

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Figure 1: Three steps in the development of an MIS

STEP

STEP

Assessing the local situation

Ways to collect background information in the initial assessment:

Designing ................ . and implementif1g the MIS ...

Steps to put an MIS.in place: .

• Choose the objectives of the. MIS

• Select the information the MIS will provide Selecting the MIS

location and identifying the MIS participants

• Profile the local forest and tree • Deckle which information product economy soUrces will be used

Criteria to evaluate potential sites:

• Assess marketing knowledge an interest

• Is there an expressed local need • Assess organizational and interest in using marketing structure and management information? capacity to carry out an MIS

• Are there products produced above the subsistence level?

• How easy is it to get data a bout ma rkets and marketing?

• Is there an organization that can participate in the MIS and how cohesive is it?

Criteria to identify the MIS target group:

• Who is involved in marketing NTFPs?

• Who has expressed an interest in improving the marketing of NTFPs?

• Who lacks marketing information and could benefit most from using an MIS?

• Determine availability of marketing information and assess its quality

• Design training activities

• Establish a ",,,,,;t-A"''';'

• Anticipate the MIS p.vallllatiill1

,I,

... ···MARJ<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 2

Three steps in setting up an MISWhile every MIS will differ in its details, in general there are three steps in

setting up an MIS.

Step I: Select the MIS location and participants

Step II: Assess the local situation

Step III: Design and implement the MIS

Figure 1 lays out the three steps and notes the specific activities carried out

in each one. It summarizes the criteria that might be used to select the sites in

Step I, lists the kind of information that will be needed in Step II to assess the lo-

cal situation and lays out the different activities in Step III, the design and imple-

mentation of the MIS. The figure previews the information that will be discussed

in the next three chapters where each step will be addressed in turn. Once these

three steps have been successfully carried out, the group members will determine

whether they wish to expand the MIS or add greater complexity to the system,

issues that are discussed in chapter 6 along with problems that may arise in im-

plementing the MIS.

The amount of time needed to accomplish each step depends on the partic-

ular situation. In some cases, groups will self-select; that is, they will request help

for a specific purpose. In such a case, the facilitator may be able to assess the ap-

propriateness of the group's request rapidly and then move directly to Step II to

begin a participatory assessment of the community and its MIS needs. In other

cases, the community may not be aware that assistance with an MIS is even a

possibility. In this case, the facilitator would have to gather quite a bit of infor-

mation in Step I in order to determine whether a particular community would

benefit from MIS activities. The facilitator could then propose an MIS to the

group and, if the suggestion were well received, begin working with the popu-

lation to carry out an assessment of needs and the local situation.

410CHAPTER 2 ..

Three steps in setting up an MIS

While every MIS will differ in its details, in general there are three steps in

setting up an MIS.

Step I: '. Select the MIS location clOd parti~ipantsj Step II: Assess the I()cal situation

Step~W: QE:!sign ar1Q.jmpl~D1et1J th~~MIS

Figure 1 lays out the three steps and notes the specific activities carried out

in each one. It summarizes the criteria that might be used to select the sites in

Step I, lists the kind of information that will be needed in Step II to assess the lo­

cal situation and lays out the different activities in Step III, the design and imple­

mentation of the MIS. The figure previews the information that will be discussed

in the next three chapters where each step will be addressed in turn. Once these

three steps have been successfully carried out, the group members will determine

whether they wish to expand the MIS or add greater complexity to the system,

issues that are discussed in chapter 6 along with problems that may arise in im­

plementing the MIS.

The amount of time needed to accomplish each step depends on the partic­

ular situation. In some cases, groups will self-select; that is, they will request help

for a specific purpose. In such a case, the facilitator may be able to assess the ap­

propriateness of the group's request rapidly and then move directly to Step II to

begin a participatory assessment of the community and its MIS needs. In other

cases, the community may not be aware that assistance with an MIS is even a

possibility. In this case, the facilitator would have to gather quite a bit of infor­

mation in Step I in order to determine whether a particular community would

benefit from MIS activities. The facilitator could then propose an MIS to the

group and, if the suggestion were well received, begin working with the popu­

lation to carty out an assessment of needs and the local situation.

The needs of different communities will vary enormously. The facilitator

should take care not to underestimate the amount of time that will be needed at

the beginning to help most communities get an MIS started. In the Sta. Catalina

case in the Philippines, the facilitator and a colleague together estimate that they

spent 50 days working with the community during the first six months that the

MIS was being planned and implemented,

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The needs of different communities will vary enormously. The facilitator

should take care not to underestimate the amount of time that will be needed at

the beginning to help most communities get an MIS started. In the Sta. Catalina

case in the Philippines, the facilitator and a colleague together estimate that they

spent 50 days working with the community during the first six months that the

MIS was being planned and implemented .

.. ·MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUcrS

Step I: Selecting the MIS Locationand Identifying Participants

CHAPTER 3

This section addresses two tasks that must be completed before detailed planning

can begin for the MIS: selecting the site where the system will be implemented

and identifying the participating group.

SELECTING THE MIS LOCATION

The first step in implementing an MIS is to decide where the activity will

take place. Not eveiy community will want to participate in an MIS nor would it

benefit from carrying out this kind of market analysis. It is important to screen

both community interest and the potential benefits that an MIS could provide be-

fore moving ftirther in the process.

In some cases, an MIS may be a poor use of time and resources. Even when

a group of local people requests marketing assistance, it is necessary to do at

least a brief appraisal to ensure that the MIS is likely to work well and provide

significant benefits. The same is true when an outsider proposes a community as

an MIS site. Nobody benefits from doing an MIS in a locale where it is unlikely

to be a useful exercise. The FAO project's experience suggests that for an MIS to

be successful the site must meet certain prerequisites. The following indicators

can be used to determine whether it makes sense to begin planning an MIS in a

community.

CID

411)

Step I: Selecting the MIS Location and Identifying Participants

CHAPTER 3 ..

This section addresses two tasks that must be completed before detailed planning

can begin for the MIS: selecting the site where the system will be implemented

and identifying the participating group.

SELECTING THE MIS LOCATION

The first step in implementing an MIS is to decide where the activity will

take place. Not evety community will want to participate in an MIS nor would it

benefit from carrying out this kind of market analysis. It is important to screen

both community interest and the potential benefits that an MIS could provide be­

fore moving further in the process.

In some cases, an MIS may be a poor use of time and resources. Even when

a group of local people requests marketing assistance, it is necessary to do at

least a brief appraisal to ensure that the MIS is likely to work well and provide

significant benefits. The same is true when an outsider proposes a community as

an MIS site. Nobody benefits from doing an MIS in a locale where it is unlikely

to be a useful exercise. The FAO project's experience suggests that for an MIS to

be successful the site must meet certain prerequisites. The following indicators

can be used to determine whether it makes sense to begin planning an MIS in a

community.

Step I

STEP

Selecting the MISlocation andidentifying the MISparticipantsCnteria to evaluate potentialsites

Is there an expressed local needand interest in using marketinginformation?

Are there products producedabove the subsistence level?

How easy is it to get dataabout markets and marketing?

Is there an organization thatcan participate in the MIS andhow cohesive is it?

Criteria to identify the MIStarget gr oup.

Who is involved in marketing

V NM's?

VVho has expressed an interestin improving the marketing of1\11-Fro?

Who lacks marketinginformation and could benefitmost from using an MI5211.,./

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Step I

STEP

Selecting the MIS location and identifying the MIS participants Criteria to evaluate potential sites:

• Is there an expressed local need and interest in using marketing information?

• Are there products produced above the subsistence level?

• How easy is it to get data about markets and marketing?

• Is there an organization that can participate in the MIS and how cohesive is it?

Criteria to identify the MIS target group:

• Who is involved in marketing NTFPs?

• Who has expressed an interest in improving the marketing of NTFPs?

• Who lacks marketing information and could benefit most from using an MIS?

.... ···MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 3

Is there an expressed An MIS can only work if it provides reliable, accu-

local need and interest rate information and people see the utility of that

in using marketing information for their business activities. Since the

information? information is gathered by local people, its accura-

cy depends entirely on how seriously they take the

collection of good quality data. Without local inter-

est, people will not have the incentive to gather good information. This rather

quicldy develops into a vicious circle in which poor information has no use and

people lose interest in the whole system. Unreliability leads to underuse and un-

deruse leads to unsustainability.

Expressed need and interest can be judged by looking at whether local peo-

ple already tiy to use marketing information (via radio, television, canvassing of

traders or other producers) or bring up marketing questions and information

needs without being prompted in initial discussions.

Does the community Where people produce only to meet their ownproduce certain goods needs and there is no surplus to be marketed, theabove the level need for marketing information is not evident.of subsistence? However, if there is a potential to increase produc-

tion and enter markets that have not previously

been tapped, an MIS could be used as one element

in planning the most effective strategy for entering the market.

It may take more in-depth research to ascertain if there is a capacity to in-

crease production of existing goods in order to generate a surplus, or if the com-

munity might diversify into new products and if there is a market for those po-

tential goods.

How accessible If access to information sources and markets is se-

are markets verely limited or unreliable, an MIS may not be vi-

and sources of market able. The implementation of an MIS is considerably

information? more difficult when markets are difficult to reach

because of great distances, poor transport or roads

that are frequently impassable. The high cost of

transport must also be considered.

A community and a facilitator considering an MIS should investigate these

CHAPTER 3 ...

,~ I~ }Jler~~ an~xp[~ssef!

local need and interest r ." -"~~"",'-:--"-' -_._._- - -.-~ --, --~ ... ,

,ir u~in9 marketil19 information?

-, j

An MIS can only work if it provides reliable, accu­

rate information and people see the utility of that

information for their business activities. Since the

information is gathered by local people, its accura-

cy depends entirely on how seriously they take the

collection of good quality data. Without local inter­

est, people will not have the incentive to gather good information. This rather

quicldy develops into a vicious circle in which poor information has no use and

people lose interest in the whole system. Unreliability leads to underuse and un­

denise leads to unsustainability.

Expressed need and interest can be judged by looking at whether local peo­

ple already tly to use marketing information (via radio, television, canvassing of

traders or other producers) or bring up marketing questions and information

needs without being prompted in initial discussions.

r~QQ~S-,!f1c~~()f11rnl,mit..x Where people produce only to meet their own

g''()c:flJ~~~~~tt~trI9009~ needs and there is no surplus to be marketed, the

ClIJ(),!~Jf1~Jev~r, need for marketing information is not evident.

9.( s!JP~ist~l'lseZ However, if there is a potential to increase produc-

tion and enter markets that have not previously

been tapped, an MIS could be used as one element

in planning the most effective strategy for entering the market.

It may take more in-depth research to ascertain if there is a capacity to in­

crease production of existing goods in order to generate a surplus, or if the com­

munity might diversify into new products and if there is a market for those po­

tential goods.

• How accessible .t:::=:::... '." "--:CFZ'~~r'.:.- _H y.' =-=----::::" -- -'''~=-~1

are markets r:-::-:\--/-7"'-::::-::-'';::; .. '77'''''---1

If access to information sources and markets is se­

verely limited or unreliable, an MIS may not be vi­

able. The implementation of an MIS is considerably

more difficult when markets are difficult to reach

because of great distances, poor transport or roads

that are frequently impassable. The high cost of

transport must also be considered.

A community and a facilitator considering an MIS should investigate these

access issues by analysing the transport infrastructure and access to markets that

would be part of the system. Can local people get to these inarkets? What are

seasonal constraints? Can goods be transported to markets? (See also Peru exam-

ple p. 65)

Is there a level The implementation of an MIS requires a certain

of community amount of cooperation and trust among users.organization/cooperation Tasks for data gathering are shared in a group that

that will facilitate then has access to better information. An MIS does

carrying out an MIS? not work well in cutthroat competitive settings

where every producer is out for him or herself and

is unwilling to collaborate with others. An MIS is easier to put in place if there is

already a group working together on some aspect of business activity because

the MIS can build on these existing activities. This does not mean that production

needs to be communal, In developing this manual, an MIS has been used with

individual producers or traders who cooperate in the collection and analysis of

information that can help them as individual entrepreneurs.

The degree of social organization can be assessed by asking the following

questions. Do community or producer groups already exist in the area? Do local

people work collectively to harvest, produce, process, transport or sell goods?

Are there local leaders who are widely respected by the potential users of the

MIS who could encourage people's interest in the system?

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

access issues by analysing the transport infrastructure and access to markets that

would be part of the system. Can local people get to these markets? What are

seasonal constraints? Can goods be transported to markets? (See also Peru exam­

ple p. 65)

• Is there a level f --,., ,-~","-- --;;-;c:-;-- ~-;:'-1

,otc:omm':!!1it.x Hr~~pI~gti9p/~()9PJ~r'!!iWl that will facilitate - "p".---=-.~--::~ -,,::y,~~~ "fy-·'"7----c;;-_~> .-::'1

The implementation of an MIS requires a certain

amount of cooperation and trust among users.

Tasks for data gathering are shared in a group that

then has access to better information. An MIS does

not work well in cutthroat competitive settings

where evelY producer is out for him or herself and

is unwilling to collaborate with others. An MIS is easier to put in place if there is

already a group working together on some aspect of business activity because

the MIS can build on these existing activities. This does not mean that production

needs to be communal. In developing this manual, an MIS has been used with

individual producers or traders who cooperate in the collection and analysis of

information that can help them as individual entrepreneurs.

The degree of social organization can be assessed by asking the following

questions. Do community or producer groups already exist in the area? Do local

people work collectively to harvest, produce, process, transport or sell goods?

Are there local leaders who are widely respected by the potential users of the

MIS who could encourage people's interest in the system?

....................... ······················MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 3

SELECTING THE MIS LOCATIONS IN THE PHILIPPINES

In the Philippines, the initial MIS activi-ties were linked to FAO forestry activi-ties already under way Discussionswere carried out with two villages toassess their appropriateness for anMIS

In the first site, Sta Catalina, farmersproduced crops for sale at the road-side or in a nearby weekly farmers'market There was a dynamic farmers'association that was very active, espe-cially in training farmers from other vil-lages A recently-formed women's as-sociation was carrying out its ownprojects When participants in the for-estry project were asked to iclen*agroforestry products that could bestudied in an MIS, they identified awide range of goods including herbalmedicines, seeds, pineapple, vines(collected in nearby forests and thenmade into handicrafts), coconut-based soap, bamboo furniture, rat-tan, patjuli (a plant from which per-fume can be extracted), cultivatedroot crops, wild banana stems, toma-toes, citrus fruits, cut flowers and char-coal Farmers also reported that theyinformally monitored local marketsand radio broadcasts for pnce infor-mation

The second site considered for MIStesting was a village on the island ofMindanao. Farmers there felt that an

MIS would be useful for a number ofproducts including wild rattan, rattanhandicraft furniture, gold, banana, al-maciga resin, bamboo, coco-huskcharcoal, fish, fruit, rice and some tim-ber species. However, few, if any, pro-ducts were produced at more thansubsistence level For the few surplusproducts produced, transportation tomarket was difficult as the village wasfar from roads or jeep trails.

In deciding between these two sites,Sta Catalina was selected as the initialtest site for several reasons (1) Therewas better access to local and regio-nal markets for data collection, (2)transport of products and informationdissemination would be easier, (3) agreater number of products were pro-duced above the level of local de-mand, (4) the site had a strong farmerorganization, (5) there was more localknowledge of and experience withmarketing, and (6) farmers expresseda strong need for more market infor-mation

In early tests of an MIS, it is often bestto start where conditions are the mostfavourable in order to ensure thegreatest chance of success If the firstcommunity's MIS works vvell, it canserve as a working model for other vil-lages that may have less favourableconditions.

CHAPTER 3 ..

In the::firstsite, Sta. Catalina, farmers produced crops for sale at the road­s;deo,:in . a nearby weekly farmers' market. There was a dynamic farmers'· association that was very active, espe­cially in training farmers from other vlJ­lages. A recently-formed women's as­sociation was carrying out its own projects. When participants in the for­estry project were asked to identify agroforestry products that could be studied in an MIS, they identified a wide range of goods including herbal medicines, seeds, pineapple, vines (collected in nearby forests and then made into handicrafts), coconut­based soap, bamboo furniture, rat­tan, paguli (a plant from which per­fume can be extracted), cultivated root crops, wild banana stems, toma­toes, citrus fruits, cut flowers and char­coal. Farmers also reported that they informally monitored local markets and radio broadcasts for price infor­mation.

The second site considered for MIS testing was a village on the island of Mindanao. Farmers there felt that an

. i /".,'. ,",\,

ratt<:\n /)Arl:"'·c.<·al-coco-husk

ahdsornetim~

few, If any,pro-were at· more than

subsistence level ... For the few surplus products produced, transportation to market was difficult as the vii/age was far from roads orjeep trails.

In deciding between these two sites, Sta. Catalina was selected as the initial test site for several reasons: (I) There was better access to local and regio­nal markets for data collection, (2) transport of products and information dissemination would be easier, (3) a greater number of products were pro­duced above the level of local de­mand, (4) the site had a strong farmer organization, (5) there was more local knowledge of and experience with marketing, and (6) farmers expressed a strong need for more market infor­mation.

In early tests of an MIS, it is often best to start where conditions are the most favourable in order to ensure the greatest chance of success. If the first community's MIS works well, it can serve as a working model for other vil­lages that may have less favourable conditions.

SELECTING TilE MIS LOCATIONS IN UGANDA

The facilitator in Uganda, a professorat Makerere University, found himselfconfronted with difficult trade offs ashe selected the sites for trial imple-mentation of the MIS He felt that thecommunities selected should be closeenough to the university for him togive them the support needed in set-ting up the MIS, but he also wantedto select sites with a strong interest indeveloping MIS activities Eventuallyhe found that he had to compromiseon these criteria

He decided to focus on people in-volved in trading NTFPs First he com-piled lists of people and groups whosold handicrafts at roadside standsHe visited these sites to gather infor-mation about their activities and theirinterest in MIS After these VISItS, henarrowed his selection to two sitesLukaya and Mokono

Lukaya is located about three hoursfrom the university. A group of hand-craft traders is clustered along theroad They order baskets, mats andtrays from artisans in their village andsell them to passers by They werehighly enthusiastic about setting up

an MIS in order to learn more aboutmarket demand

Mukono is only one-half hour fromthe university Its cooperative organi-zation, the Mukono Butebo Women'sCraft Association, is composed ofindependently-operated craft standsWhen traders in Mukono discussedthe possibility of an MIS they demon-strated little enthusiasm for participat-ing in the trial.

The facilitator realized that neither sitewas perfect for MIS implementationLukaya was far from the university(and therefore difficult to support) butvery enthusiastic Mukono was locat-ed nearby but only marginally inter-ested in the MIS concept Pilot testswere started in both locations usingsomewhat different approaches Itwas hoped that the proximity of theMukono site would permit frequentreinforcement visits to compensate forthe initial lack of enthusiasm Similar-ly, it was hoped that the enthusiasmof the Lukaya participants wouldcompensate for fewer meetings withthe facilitator

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

SELEC11NG 1HE MIS ~OCA110NS IN UGANDA

The facilitator in Uganda, a professor at Makerere University, found himself confronted with difficult trade offs as he selected the sites for trial imple­mentation of the MIS. He felt that the communities selected should be close enough to the university for him to give them the support needed in set­ting up the MIS, but he also wanted to select sites with a strong interest in developing MIS activities. Eventually he found that he had to compromise on these criteria.

He decided to focus on people in­volved in trading NTFPs. First he com­piled lists of people and groups who sold handicrafts at roadside stands. He visited these sites to gather infor­mation about their activities and their interest in MIS. After these visits, he narrowed his selection to two sites: Lukaya and Mokono.

Lukaya is located about three hours from the university. A group of handi­craft traders is clustered along the road. They order baskets, mats and trays from artisans in their village and sell them to passers by. They were highly enthusiastic about setting up

an MIS in order to learn more about market demand.

Mukono is only one-half hour from the university. Its cooperative organi­zation, the Mukono Butebo Women's Craft Association, is composed of independently-operated craft stands. When traders in Mukono discussed the possibility of an MIS they demon­strated little enthusiasm for participat­ing in the trial.

The facilitator realized that neither site was perfect for MIS implementation. Lukaya was far from the university (and therefore difficult to support) but very enthusiastic. Mukono was locat­ed nearby but only marginally inter­ested in the MIS concept. Pilot tests were started in both locations using somewhat different approaches. It was hoped that the proximity of the Mukono site would permit frequent reinforcement visits to compensate for the initial lack of enthusiasm. Similar­ly, it was hoped that the enthusiasm of the Lukaya participants would compensate for fewer meetings with the facilitator.

.. ·MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 3

IDENTIFYING THE MIS PARTICIPANTS

Closely related to the selection of the site, is the identification of the MIS par-

ticipants. In some cases, it may be impossible to separate the two since the pres-

ence of a strong, well-organized group that wants to participate in establishing an

MIS may be the principal reason for choosing a particular site. In other cases,

however, the facilitator may see great potential for improving the marketing of

NTFPs in a certain area, but there may not be groups in place that are obviously

suited to carrying out the activities. In such a situation, the facilitator would have

to start by considering how s/he might help the community get organized to un-

dertake MIS activities.

In most places the MIS will be targeted to one specific group in the marketing

chain. In the Philippines, the participants were small producers who wanted to get

better prices and sell their goods more effectively to traders. In Uganda, the partic-

ipants were not producers but the traders who bought handicrafts already made

and then sold them to roadside customers. In other places, the participants may be

the people who harvest or process a ceitain good. Some groups may decide to lim-

it the group further, according to specific needs Of concerns, such as women's

groups or illiterate people. In determining who will paiticipate, the principal ques-

tions to be considered are:

Who is involved in the collection and use of NTFPs--and who is involved (or might potentially be involved)

in marketing those products?

Who has expressed an interest in improving

the marketing of NTFPs?

Who lacks marketing information

and could be most helped by imtituting an MIS?

CHAPTER 3 ...

IDENTIFYING THE MIS PARTICIPANTS

Closely related to the selection of the site, is the identification of the MIS par­

ticipants. In some cases, it may be impossible to separate the two since the pres­

ence of a strong, well-organized group that wants to participate in establishing an

MIS may be the principal reason for choosing a particular site. In other cases,

however, the facilitator may see great potential for improving the marketing of

NTFPs in a certain area, but there may not be groups in place that are obviously

suited to canying out the activities. In such a situation, the facilitator would have

to start by considering how s/he might help the community get organized to un­

dertake MIS activities.

In most places the MIS will be targeted to one specific group in the marketing

chain. In the Philippines, the participants were small producers who wanted to get

better prices and sell their goods more effectively to traders. In Uganda, the partic­

ipants were not producers but the traders who bought handicrafts already made

and then sold them to roadside customers. In other places, the participants may be

the people who harvest or process a celtain good. Some groups may decide to lim­

it the group further, according to specific needs or concerns, such as women's

groups or illiterate people. In determining who will palticipate, the principal ques­

tions to be considered are:

• Who is involved in the collection and use of NTFPs -.~--~-.- - .. ---~ .. ~-~- - --- - --- --~.---- -- --._----'- - - ------_ .. - - j

and who is involved (or might potentially be involved),

,in marketing those products?

• Who has_expressed an intE?r~st in improving 1- __ • ~'_ - - - • _ _ ___ ,

the marketing of NTFPs?

• Who lacks marketing information i __ -.-.-- - __ --=--.. ____ -__ -_-___ _ ___ --_-.--,

aJJ~t~guld. pg mo~t "~lfJed byir~tituting. an/VIIS?,

30

This field manual will distinguish between two categories: operators and

users.

The operators are the people who actually make the MIS work by their ac-

tive involvement in designing the system and collecting and analysing informa-

tion. These people will typically be organized into some sort of a group to carry

out the activities of the MIS.

The users are the people who use the information generated by the MIS.

They may do nothing more than glance at a notice board once a week in order

to decide where to sell their produce. Users will typically be individuals who are

involved with NTFPs in the community. There is no need for them to be formal-

ly organized, although they may assemble from time to time for informational

meetings or training in how to use MIS information. In some cases, the operators

and the users will be the same people, while in other cases, there may be a

smaller group of operators and a larger group of users.

While details concerning the structure of the MIS will be worked out later in

the planning process, it is important to begin to identify who will be involved

right from the start. The operators, in particular, will be fully involved in gather-

ing information and planning the system so they must be identified early on. In

some cases, the facilitator will work with an existing organization (a farmers'

group or women's association) which provides the operators for the MIS. In lo-

cations where people have requested marketing assistance, there is often a local

organization that has defined as one of its goals improving marketing of the

goods produced and/or traded. In the Philippines' pilot test location, for exam-

ple, the constitution of the farmers' cooperative included a commitment to im-

proved marketing. In cases like this, the potential operators will be fairly evident

from the start.

In some locations, the facilitator may have to start by helping previously un-

organized people involved in NTFPs (women who sell wild fruits by the road-

side, for example) organize an informal group to carry out MIS activities.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

This field manual will distinguish between two categories: operators and

users.

The operators are the people who actually make the MIS work by their ac­

tive involvement in designing the system and collecting and analysing informa­

tion. These people will typically be organized into some sOlt of a group to cany

out the activities of the MIS.

The users are the people who use the information generated by the MIS.

They may do nothing more than glance at a notice board once a week in order

to decide where to sell their produce. Users will typically be individuals who are

involved with NTFPs in the community. There is no need for them to be formal­

ly organized, although they may assemble from time to time for informational

meetings or training in how to use MIS information. In some cases, the operators

and the users will be the same people, while in other cases, there may be a

smaller group of operators and a larger group of users.

While details concerning the stmcture of the MIS will be worked out later in

the planning process, it is important to begin to identify who will be involved

right from the start. The operators, in particular, will be fully involved in gather­

ing information and planning the system so they must be identified early on. In

some cases, the facilitator will work with an existing organization (a farmers'

group or women's association) which provides the operators for the MIS. In lo­

cations where people have requested marketing assistance, there is often a local

organization that has defined as one of its goals improving marketing of the

goods produced and/or traded. In the Philippines' pilot test location, for exam­

ple, the constitution of the farmers' cooperative included a commitment to im­

proved marketing. In cases like this, the potential operators will be fairly evident

from the start.

In some locations, the facilitator may have to start by helping previously un­

organized people involved in NTFPs (women who sell wild fmits by the road­

side, for example) organize an informal group to cany out MIS activities .

.... .... ............. ........... ................ ................. ... ... ··MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Step II: Assessingthe Local Situation

The information used in Step I to select the site and identify the participants for

the MIS is unlikely to be complete enough to permit detailed planning of MIS ac-

tivities. The second step is devoted to gathering information that will be used to

design the goals, overall structure and specific activities of the system.

During the assessment step, it is important to remember that the MIS will be

most effective if it builds on the indigenous marketing and communication strategies

already in place. The assessment should focus on what is already being done and

has been accomplished, even if local activities appear somewhat haphazard or in-

formal to the outside obseiyer. In the assessment, the facilitator will work with local

counterparts to tiy to understand the local experience with marketing, forestry and

agricultural production. What goods do people sell? Where do they sell them? How

do they decide when to sell, how much to sell and what price to sell for? How are

people organized and how do they share information? The chances of success will

be greater if the facilitator shows respect for local strategies and systems already in

place and looks for ways the MIS can build on and complement what people are

already doing.

The breadth of information to be collected at this stage will vary depending

on the site. In some cases, local people may have a specific problem in mind

such as how to market excess honey that is available during a certain season. If

the facilitator is fairly confident (from background information s/he has from var-

ious sources) that this is a good place to start, it may make sense to focus infor-

mation gathering around this topic. More often, however, the task is more open-

ended. In these cases, part of the purpose of the assessment is to gather infor-

mation that will enable the local people and the facilitator to narrow the focus of

CHAPTER 4

Step II: Assessing the Local Situation

CHAPTER 4 ....

The information used in Step I to select the site and identify the participants for

the MIS is unlikely to be complete enough to permit detailed planning of MIS ac­

tivities. The second step is devoted to gathering information that will be used to

design the goals, overall structure and specific activities of the system.

During the assessment step, it is important to remember that the MIS will be

most effective if it builds on the indigenous marketing and communication strategies

already in place. The assessment should focus on what is already being done and

has been accomplished, even if local activities appear somewhat haphazard or in­

formal to the outside obsetver. In the assessment, the facilitator will work with local

counterparts to tty to understand the local experience with marketing, forestty and

agricultural production. What goods do people sell? Where do they sell them? How

do they decide when to sell, how much to sell and what price to sell for? How are

people organized and how do they share information? TIle chances of success will

be greater if the facilitator shows respect for local stt-ategies and systems already in

place and looks for ways the MIS can build on and complement what people are

ah-eady doing.

The breadth of information to be collected at this stage will vaty depending

on the site. In some cases, local people may have a specific problem in mind

such as how to market excess honey that is available during a certain season. If

the facilitator is fairly confident (from background information s/he has from var­

ious sources) that this is a good place to start, it may make sense to focus infor­

mation gathering around this topic. More often, however, the task is more open­

ended. In these cases, part of the purpose of the assessment is to gather infor­

mation that will enable the local people and the facilitator to narrow the focus of

Step 11

NI

i

,---,,_

-----,,,,

1

STEP

Assessing thelocal situation

Ways to collect backgroundinformation in the initialassessment.

Frofile the local forest and treeproduct economy

Assess marketing knowledge aninterest

Assess organizationalstructure and managementcapacity to carry out an MIS

Determine availability ofmarketing information andassess its quality

- '-'-° ----

w

N....UMW

a

1

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Step II

Assessing the local situation

Ways to collect background information in the initial assessment:

• Profile the local forest and tree product economy

• Assess marketing knowledge an interest

• Assess organizational structure and management capacity to carry out an MIS

• Determine availability of marketing information and assess its quality

·······MARI{ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

their MIS activities and choose prociucts that will benefit the most from more

marketing information. Information would then be gathered on the range of

NTFPs available or produced locally.

WHAT INFORNIATION IS NEEDEDTO DESIGN AN MIS?

In order to set up an MIS (Step III), several different types of information are

needed:

information on the local forest and tree product economy;

information about marketing knowledge and interest;

information about local organizational capacity; and

information about the quality and availability of data.

This field manual covers each of these subjects, notes how the information

will be used in the design of the MIS and describes activities that can be used to

gather the information. The fact that there is considerable overlap should not

cause concern. The categories are not strict; they should be used to help struc-

ture the information and to ensure that no major topics are overlooked.

Information on the local forest and treeproduct economy

Information on the local forest and tree product economy is needed to:

determine the objectives of the MIS;

decide what information will be collected by the MIS; and

organize the data collection and analysis.

CHAPTER 4 ..

their MIS activities and choose products that will benefit the most from more

marketing information. Information would then be gathered on the range of

NTFPs available or produced locally.

WHAT INFORMATION Is NEEDED

TO DESIGN AN MIS?

In order to set up an MIS (Step III), several different types of information are

needed:

~,,-iJ1formCljIcm ()1'JJhe '9Sl1' for~tancl tL~~_RrodLtc~=~con-,()I11Y;i

~ijl1forOli!tion_abgut m~II~~ti/1glmo"'!l~ge .ancf_intere~J~

• information about local organizational capacity; and

i~ inforTCItion~/)out. t"~. quant¥ andCl\l.:lilabilitl of data~

This field manual covers each of these subjects, notes how the information

will be used in the design of the MIS and describes activities that can be used to

gather the information. The fact that there is considerable overlap should not

cause concern. The categories are not strict; they should be used to help struc­

ture the information and to ensure that no major topics are overlooked.

Information on the local forest and tree product economy

Information on the local forest and tree product economy is needed to:

•. d.eterJ!lJne the.Qbje~!h,f~s of t~ce MIS~ • decide what information willf:)e collected by the MIS; and

• organi?~theq~tta coll~~tion al1cfanalyst~;

This part of the study focuses on goods that are currently being produced in

the area. It looks at how the goods are produced, their uses and the way each

product is marketed. The resulting analysis should provide a good overview of

the structure and sustainability of the local forest product economy. This infor-

mation is critical in choosing which products can most benefit from being in-

cluded in an MIS.

At this stage, it is often useful to ask participants to draw a picture that

shows what they know of the production and sale chain for each good produced

in the community (Figure 2). This permits systematic examination of each good

and each step in the chain. These diagrams can also be used to generate discus-

sion about the other topics that will be covered in the needs assessment (such as

marketing knowledge).

Figure 2: Hand-drawn production & marketing chain for cashewFrom the producers perspective, Anon, Philippines(October 1993)

Harvesting(removal of seeds)

for home

consumptionPounding

(removal of husks)Roasting Beverages

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Delivered

to local agent

(Alton)pick-up

Barangay

MabatangTrader # 2)

Antipolo

RizalFactory

L

Beverage

>SnacksCandy

Acid

Price? (from the shell)

This part of the study focuses on goods that are currently being produced in

the area. It looks at how the goods are produced, their uses and the way each

product is marketed. The resulting analysis should provide a good overview of

the structure and sustainability of the local forest product economy. This infor­

mation is critical in choosing which products can most benefit from being in­

cluded in an MIS.

At this stage, it is often useful to ask participants to draw a picture that

shows what they know of the production and sale chain for each good produced

in the community (Figure 2). This permits systematic examination of each good

and each step in the chain. These diagrams can also be used to generate discus­

sion about the other topics that will be covered in the needs assessment (such as

marketing knowledge).

Figure 2: Hand-draW'n production & marlc:eting chain for casheW' From the producers' perspective, Alion, Philippines (October 1993)

Harvesting (removal of seeds)

for home r---------.., oonsumption

For sale

Pounding (removal of husks) I Roaolil1g r B.",,,,,

~-----'

Oelivered Barangay l11~~1 agent piok-up ~:~:~a:\

Antifolo Rlza Faotory

Beverage Snaoks Candy Aoid

Prioe? (from the shell)

........... ···MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

PRODUCTION

TOE KIND OF ISSUES CONCERNING THE LOCAL TREE PRODUCT

ECONOMY THAT SHOULD OE COVERED IN THE STUDY

Which forest andtree products areharvested/produ-ced in the area?

How are theseproducts produced?

When are theyproduced(seasonality)?

Who makesdecisions onfinancial and labourinvestments in theproduction of treeproducts?

Who collects, plants,harvests and tendsthe various forestand tree products?

Who uses theseproducts?

What are theproducts used for?

PROCESSING

How are theproductsprocessed?

Where are theyprocessed?

Who processes theproducts?

SALES

Which productsare sold?

Where are theproducts sold?

When are they sold?

Who buys theproducts?

How are productstransported to theselling point?

What once do theproducts bring?Does it vary?

What do localpeople know aboutwhat happens tothe goods after theyare sold?

Which productsare not sold?

Why are theproducts not sold?

What is the potentialto develop marketsfor these products?

MARKET BARRIERS

What problemsare currentlyfaced in thecommercia-lization of NTFPs(e.g. inadequateinfrastructure,administrativeand legal barriers,lack of credit)?

Which of theseproblems is the mostsenous?

How are localpeople Vying tosolve theseproblems?

CHAPTER 4 ..

Whjch·fQr~~t and HtiW~reJh~ 'tr~~prp.d!,lctsar~ prpq4(:~ .....

l1al1(~~ted/pr()du- .... pn?ce$sed? ced in~"e area? .

How are these Where are they products produced? processed?

When are they produced (seasonality)?

Who makes decisions on financial and labour investments in the production of tree products?

Who cof/ects, plants, harvests and tends the various forest and tree products?

Who uses these products?

What are the products used for?

Who processes the products?

Where are the products sold?

When are they sold?

Who buys the products?

How are products transported to the selling point?

What price do the products bring? Does it vary?

What do local people know about what happens to the goods after they are sold?

Which products are not sold?

Why are the products not sold?

What is the potential to develop markets for these products?

\ Wtlatpr<>Il'ems <tre.currently faced in the commercia­lization of NTFPs (e.g. inadequate infrastructure, administrative and legal barriers, lacl< of credit)?

Which of these problems is the most serious?

How are local people trying to solve these problems?

41»

Information on marketing knowledge and interestInformation about marketing knowledge and interest focuses on the poten-

tial participants, their needs and their ability to make use of data gathered in the

MIS. This information will be used to:

choose the objectives of the MIS;

decide what information will be collected by the MIS;

decide which information sources will be used;

choose how to communicate results;

organize data collection and analysis; and

design training activities.

When gathering information about marketing knowledge and interest, it is

important to look at different segments of the community since their access to in-

formation and other resources is likely to vaty. Women may have different needs

and sources of information than men; large producers are different from small

ones, etc. This information helps focus MIS activities on the groups most inter-

ested in participating and that will benefit most from the activities.

The diagrams describing the production and sale chain for each local prod-

uct can be used to promote discussion of marketing knowledge as well. It may

be useful to discuss these diagrams with several groups to determine what

knowledge they have about the various issues and to pinpoint where information

is lacking.

While discussing the marketing information that people already use, re-

member that information may be received from both informal (e.g. border

guards, traders, neighbours) and formal (e.g. radio, television, newspapers)

sources. Information should be gathered about all information sources.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Information on marketing knowledge and interest Information about marketing knowledge and interest focuses on the poten­

tial participants, their needs and their ability to make use of data gathered in the

MIS. This information will be used to:

.c:h()9~~~!!I~f (),?j~£ti,,~~ of m~, 1'v11~;,

c~,ge~1~e"YHCI! infRrll1atL9n)'1!illl>~c;~qJI~H~9!>~~!h~M1S;1 • decide which information sources will be used·

'''' ',', \ /.:.~'~, :"",'-::'7-; ~\- ;7'~"':'_":~'T _-;C~'-0c--:<A"'7<A': A'/_-'~- <--::·,,·::::----=--:~~-:r"':'<-,'> -~~-~_'----,;~~ -_-_'--:'-;:"-~~," -;'/<:> ~- ," -:.,-=:,,":- -: ./:

• choose how to communicate results· <- _ - '>--< ',c, "'.' " --"--- -~---;:;< ~;---- __ "~ ,',A' __ '.' _ - ~----:c -_--:--~;::"0-,' :, 'F ,,::.<,,~.;< --.--;·'1

.organiz~ 9C!t~92"ef!ion~~ng C!"C!Iy~i~;.and

.. ~.··fI·~~{gn!rc,tiJljf1g",C!cti"Ui~~.,

When gathering information about marketing knowledge and interest, it is

impOltant to look at different segments of the community since their access to in­

formation and other resources is likely to ValY. Women may have different needs

and sources of information than men; large producers are different from small

ones, etc. This information helps focus MIS activities on the groups most inter­

ested in participating and that will benefit most from the activities.

The diagrams describing the production and sale chain for each local prod­

uct can be used to promote discussion of marketing knowledge as well. It may

be useful to discuss these diagrams with several groups to determine what

knowledge they have about the various issues and to pinpoint where information

is lacking.

While discussing the marketing information that people already use, re­

member that information may be received from both informal (e.g. border

guards, traders, neighbours) and formal (e.g. radio, television, newspapers)

sources. Information should be gathered about all information sources.

··········MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

THE KIND OF INFORMATION THAT SHOULD OE GATHERED

/NUT MARKETING KNOWLEDGE AND INTEREST

What information dopeople gather relatedto the sale of forestand tree products?

Where do peoplecurrently get information?

Who collects theinformation?

When is the informationgathered?

How do people use theinformation?

Is the informationaccurate, complete, timelyand consistent?

How do people decideto whom, where andwhen to sell differentproducts?

Who makes thedecisions?

Whom do they consultin making thesedecisions?

What additionalmarketing information dopeople think they need?

What products are mostlacking in marketinginformation?

Who is interested inparticipating in an MIS?

VVhat ideas do people haveon changing their approachto marketing?

Information about local organizational capacityThe information about local organizational capacity obtained in Step I al-

lowed the community and facilitator to begin to discuss the operation of the MIS.

Now more in-depth information will be gathered with the local community about

how business activities are organized. This information will be used to:

choose the objectives of the MIS;

decide how to communicate results; and

design training activities.

An MIS can be oriented toward the needs of small homogeneous groups or

to larger groups with more diverse interests. It can service individual producers

who have a loose affiliation as well as highly formal associations. In order to de-

sign the most effective MIS, it is essential that the participants and the facilitator

have a good understanding of the strengths and weaknesses of their group.

Wherever possible MIS activities should use existing networks and channels

of communication rather than create parallel structures purely to carry out the

MIS. This increases the chance that the system will be sustainable, especially af-

CHAPTER 4 ...... .

1HE KIND Of INfORMA110N 1HA1 SHOULD BE GA1HERED A80UT MARKETING KNOWLEDGE AND IN1ERES1

What information do people gather related to the sale of forest and tree products?

Where do people currently get information?

Who collects the information?

When is the information gathered?

How do people use the information?

Is the information accurate, complete, timely and consistent?

How do people decide to whom, where and when to sell different products?

Who makes the decisions?

Whom do they consult in making these decisions?

What additional marketing information do people thinl< they need?

What products are most lacking in marketing information?

Who is interested in participating in an MIS?

What ideas do people have on changing their approach to marketing?

Information about local organizational capacity The information about local organizational capacity obtained in Step I al­

lowed the community and facilitator to begin to discuss the operation of the MIS.

Now more in-depth information will be gathered wid1 the local community about

how business activities are organized. This information will be used to:

.!c~"O()~~Jf}g_QbJe£tiv~~9Lt"~JYlJ$;. • decide how to communicate results; and

< ,," -;:,'-'.-- ,,', -_------;--_-~---_ ~-.;--,-_- __ \---\,-_-_"_ ','- - -".-,--', ,·,--,·',-,,--,-,'->-·',·--\<,,-;;-·-'1

.~ desigl'ltr~i"if19ctctiviti~s ..

An MIS can be oriented toward the needs of small homogeneous groups or

to larger groups with more diverse interests. It can service individual producers

who have a loose affiliation as well as highly formal associations. In order to de­

sign the most effective MIS, it is essential that the participants and the facilitator

have a good understanding of the strengths and weaknesses of their group.

Wherever possible MIS activities should use existing networks and channels

of communication rather than create parallel structures purely to carry out the

MIS. This increases the chance that the system will be sustainable, especiallyaf-

ter the departure of the facilitator. However, it is also true that in some cases,

where there is strong interest among producers who have little or no affiliation,

the MIS can help to identify where local people might benefit from more struc-

tured organization and facilitate tearn work.

Information about local organizations can be gathered from members of the

community as well as from outsiders such as local forestiy or agricultural agents

who know the community well. Formal and informal information sources should

be accessed. For the purposes of the MIS initial assessment, women who gather

each morning at the well and frequently discuss the price of karité nuts in vari-

ous local markets might be considered a type of organization even though they

would not necessarily define themselves as a "group" or "association." Where

NTFPs are concerned, it is often more common to find this type of informal net-

working than to find formal, well-established groups. (The latter are more com-

mon for major agricultural products that have received years of attention from ex-

tension agents and government officials. ) It is important to identify these infor-

mal networks (as well as any more classic, stnictured types of associations) since

they may serve as the foundation for more formal structures and activities that

are developed as the MIS is put in place.

THE KIND OF INFORMATION THAT SHOULD DE GATHERED

ADM LOCAL ORGANIZATIONS

Are there formal organiza-tions, groups, committees(e.g. farmers associations,women's groups, churchgroups) in the commun-ity?Who is associated with theseorganizations?

What do these organizationsdo?

Are they involved in any busi-ness activities (including cre-dit)?

Do any of their activities in-volve NIFFs?

Do any of these organizationsconduct training activities?

Do local people col-lectively produce,harvest, sell ortransport productsin the area?

What products?

Who is involved?

How are they orga-nized in the collectiveactivity?

Who are the leaders inthese activities?

Do local people shareand discuss informa-tion on products,prices and markets?

Which products?

How do they get the in-formation?

How is the informationpassed along?

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTSe······

tel' the departure of the facilitator. However, it is also true that in some cases,

where there is strong interest among producers who have little or no affiliation,

the MIS can help to identify where local people might benefit from more struc­

t:ured organization and facilitate team work.

Information about local organizations can be gathered from members of the

community as well as from outsiders such as local forestly or agricultural agents

who know the community well. Formal and informal information sources should

be accessed. For the purposes of the MIS initial assessment, women who gather

each morning at the well and frequently discuss the price of kal'ite nuts in vari­

ous local markets might be considered a type of organization even though they

would not necessarily define themselves as a "group" or "association." Where

NTFPs are concerned, it is often more common to find this type of informal net­

working than to find formal, well-established groups. (The latter are more com­

mon for major agricultural products that have received years of attention from ex­

tension agents and government officials. ) It is important to identify these infor­

mal networks (as well as any more classic, structured types of associations) since

they may serve as the foundation for more formal structures and activities that

are developed as the MIS is put in place.

Are there formal or9ani~a~ tions, groups, committees (e.g. farmers associations, women's groups, church groups) in the commun­ity?

Who is associated with these organizations?

What do these organizations do?

Are they involved in any busi­ness activities /including cre­dit)?

Do any of their activities in­volve NTFPs?

Do any of these organizations conduct training activities?

po local pe()ptE! c:ol­lecfively produce, harvest, sell or transport products in the area?

What products?

Who is involved?

How are they orga­nized in the collective activity?

Who are the leaders in these activities?

Do local people share and discuss informa­tion on products, prices and markets?

Which products?

How do they get the in­formation?

How is the information passed along?

....... ·MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

The assessment should not restrict itself to groups organized around forest

product activities since there may be none. If there are other functional groups

in the community, these should be studied in order to understand what makes

them work well. In some cases, these groups may be interested in expanding

their activities to include an MIS; in others they may be able to shed light on the

best way to stmcture a group so that it fits into the social system of that particular

community.

Information about the quality and availability ofNTFP prices (and other) data

The last category of information is concerned with markets and price avail-

ability in the area. This involves collecting "information about information.

Once the MIS gets under way, it will require the collection of specific informa-

tion about prices and demand for NTFPs in area markets. In this initial assess-

ment, it is not necessaiy to find out actual prices, but rather to determinewhether such information is even available, where it is available and whether it

can be considered reliable. This "information about information" will be used to:

choose the objectives of the MIS;

decide which kind of information the MIS can realistically

expect to gather; and

determine which information sources are the most appropriate.,

When an MIS is first put in place, it is generally best to start with a product

about which information is readily available. For example, people may be will-

ing to talk without hesitation about prices of widely-sold products, such as mats.

It may be more difficult to get information about a product such as game meat,

because trade is not on the open market, or because it is illegal and people are

unwilling to discuss marketing with strangers they do not trust. In such a case,

the MIS might initially focus on the mats and other similar products. It could ex-

pand later to encompass the more sensitive and complicated products, once the

participants have gained familiarity and experience with the system.

To gather this kind of information, it is necessaiy to create an inventory of

CHAPTER 4 ..

The assessment should not restrict itself to groups organized around forest

product activities since there may be none. If there are other functional groups

in the community, these should be studied in order to understand what makes

them work well. In some cases, these groups may be interested in expanding

their activities to include an MIS; in others they may be able to shed light on the

best way to structure a group so that it fits into the social system of that particular

community.

Information about the quality and availability of NTFP prices (and other) data

The last categoty of information is concerned with markets and price avail­

ability in the area. This involves collecting "information about information. "

Once the MIS gets under way, it will require the collection of specific informa­

tion about prices and demand for NTFPs in area markets. In this initial assess­

ment, it is not necessaty to find out actual prices, but rather to determine

whether such information is even available, where it is available and whether it

can be considered reliable. This "information about information" will be used to:

'!/'E:~~~~2~~!tcct~,2!>j.~~!~~~~~L!V~3~~!!~~ • .. g~£lfl~J:xJ!!£t~g!$.;n9:Q,t}!J!~!,!,g!!.2.n=,!R~ .. Ml~J~~nI~,g';.S~;~~"'y ...•...... ~15e.~E~Jgig~Jn~G~M;!2 l"'" R~j~DJJjxl~Y¥mf,.tjD!2.IJn~,t!£?':t~RJ'!f~~.~~.J.'1~}n2~cz ~RBr2p!lat~-;

When an MIS is first put in place, it is generally best to start with a product

about which information is readily available. For example, people may be will­

ing to talk without hesitation about prices of widely-sold products, such as mats.

It may be more difficult to get information about a product such as game meat,

because trade is not on the open market, or because it is illegal and people are

unwilling to discuss marketing with strangers they do not trust. In such a case,

the MIS might initially focus on the mats and other similar products. It could ex­

pand later to encompass the more sensitive and complicated products, once the

participants have gained familiarity and experience with the system.

To gather this kind of information, it is necessaty to create an inventory of

40

different data sources for the various NTFPs in the community. This would in-

clude, for example, the names of markets where each good is sold, other ways

that the good is traded and any other information sources such as radio broad-

casts or people passing through the community. Local people will be able to sug-

gest markets and trading points that they use. Forest service officials Of develop-

ment project employees in the area may be able to add other sources of infor-

mation not known by local people. Once this inventory is complete, the MIS par-

ticipants and facilitator can visit or talk to a sample of the places/people on list

and ask a few questions about price and demand. This should begin to give an

idea of how easy it is to get that sort of data. By cross-checking with a couple of

different sources, it should be possible to assess whether the answers are rea-

sonably reliable.

THE KIND OF INFORMATION NEEDED

ABOUT PRICE DATA AVAILABILITY

What are sources of informationon prices and demand for forestand tree products? (SeeAppendix 1 for list of potentialinformation sources.)

How far are these sources locatedfrom the MIS site?

Who can obtain access to theinformation?

When can the information beobtained?

How willing are people to talk aboutprices and preferences?

Is any information disseminated viamass media (e.g. newsletters, radiobroadcasts)?

What kind of information do thevarious sources have?(See box on p.15 for a list of thetypes of information that mightbe useful.)

How frequenty do these sourcesreceive new information?

How accurate and complete is theinformation?

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

different data sources for the various NTFPs in the community. This would in­

clude, for example, the names of markets where each good is sold, other ways

that the good is traded and any other information sources such as radio broad­

casts or people passing through the community. Local people will be able to sug­

gest markets and trading points that they use. Forest service officials or develop­

ment project employees in the area may be able to add other sources of infor­

mation not known by local people. Once this inventory is complete, the MIS par­

ticipants and facilitator can visit or talk to a sample of the places/people on list

and ask a few questions about price and demand. This should begin to give an

idea of how easy it is to get that sort of data. By cross-checking with a couple of

different sources, it should be possible to assess whether the answers are rea­

sonably reliable.

THE KIND OF INFORMATION NEEOED A80UT PRICE DATA AVAlLA81L1TV

What are sources of information on prices and demand for forest and tree products? (See Appendix 1 for list of potential information sources.)

How far are these sources located from the MIS site?

Who can obtain access to the information?

When can the information be obtained?

How willing are people to talk about prices and preferences?

Is any information disseminated via mass media (e.g. newsletters, radio broadcasts)?

What I<ind of information do the various sources have? (See box on p.l 5 for a list of the types of information that might be useful.)

How frequently do these sources receive new information?

How accurate and complete is the information?

............ ·MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

HOW CAN THE INFORMATION NEEDED IN THEASSESSMENT STEP BE COLLECTED?

The assessment step should not be long and drawn out. Long delays in start-

ing the activities of the MIS risk causing local interest to fade. It will not be pos-

sible to have information about every aspect of the local situation right at the be-

ginning. What is important is to ensure that when new and relevant information

is collected at a later point, it is integrated into the ongoing planning process.

Any MIS will have to be adapted and refined as it progresses and new informa-

tion is taken into consideration.

In most situations, the information needed at this stage can be gathered in

about three to five days. The same technique can often be used to gather infor-

mation on several different subjects. A skilful facilitator can use a discussion

about the marketing of forest products to gather information about marketing

knowledge and interest, possible sources of market information and community

organization as well as other topics of interest.

There are many techniques that may be used to collect information on the

subjects outlined in this section. The participants and facilitator should choose the

technique that they feel most comfortable with and that they think would be

most effective in a given situation. Some may prefer to conduct a series of focus

group discussions and individual interviews with different members of the com-

munity. Others may prefer using a more diverse range of tools to gather infor-

mation such as those offered by Rapid Rural Appraisal. Appendix 2 lists some re-

sources that describe various techniques for information collection (discussion,

community observation, survey, rapid appraisal and library Of book-based re-

search) that may be useful.

The participatory and visual aspects of Rapid and Participatory Rural Ap-

praisal methods make them particularly well suited to gathering the kind of in-

formation needed in an MIS assessment. Many of the tools used in RRA, such as

mapping, matrices and Venn diagrams, could be adapted to the needs of an MIS

assessment. These tools are discussed briefly in Appendix 3.

COCHArTER 4 ..

How CAN THE INFORMATION NEEDED IN THE

ASSESSMENT STEP BE COLLECTED?

The assessment step should not be long and drawn out. Long delays in start­

ing the activities of the MIS risk causing local interest to fade. It will not be pos­

sible to have information about evelY aspect of the local situation right at the be­

ginning. What is important is to ensure that when new and relevant information

is collected at a later point, it is integrated into the ongoing planning process.

Any MIS will have to be adapted and refined as it progresses and new informa­

tion is taken into consideration.

In most situations, the information needed at this stage can be gathered in

about three to five days. The same technique can often be used to gather infor­

mation on several different subjects. A skilful facilitator can use a discussion

about the marketing of forest products to gather information about marketing

knowledge and interest, possible sources of market information and community

organization as well as other topics of interest.

There are many techniques that may be used to collect information on the

subjects outlined in this section. The participants and facilitator should choose the

technique that they feel most comfortable with and that they think would be

most effective in a given situation. Some may prefer to conduct a series of focus

group discussions and individual interviews with different members of the com­

munity. Others may prefer using a more diverse range of tools to gather infor­

mation such as those offered by Rapid Rural Appraisal. Appendix 2 lists some re­

sources that describe various techniques for information collection (discussion,

community observation, survey, rapid appraisal and libralY or book-based re­

search) that may be useful.

The participatory and visual aspects of Rapid and Participatory Rural Ap­

praisal methods make them particularly well suited to gathering the kind of in­

formation needed in an MIS assessment. Many of the tools used in RRA, such as

mapping, matrices and Venn diagrams, could be adapted to the needs of an MIS

assessment. These tools are discussed briefly in Appendix 3.

42

Local people should be integrally involved in the process of gathering infor-

mation and be very clear about what kind of information is being collected and

why. They will be much more forthcoming in providing information themselves

if the purpose of the exercise is clear from the start and will be able to guide the

facilitator to other information sources if they are knowledgeable about the goals

of the assessment.

In order to get good, complete information from any method, it is essential

to plan the approach with care and to use the tools thoughtfully. Random, scat-

tered questions will rarely result in coherent information. Before any interview or

activity (whether in a group or individually), the MIS participants and facilitator

should prepare a guide of question topics that will be covered in the discussion.

This guide should be used flexibly (i.e. it does not have to be followed in order

and interesting comments not related to the guide list should be pursued as they

arise), but it will help ensure that all the major points are discussed. Careful notes

should be kept to ensure that information is not lost or forgotten.

Throughout the assessment, an effort should be made to

gather information with and from people who represent

different social categories (e.g. men and women, wealthi-

er and poorer, landed and landless, older and younger)

and who occupy different niches within the production

chain (e.g. producers, dealers, buyers, transporters). This

will serve to cross-check information and to make it more complete. It will also

identify potential conflicts between different interest groups that may have to be

addressed in the MIS implementation. The earlier this kind of information can be

gathered, the less likely the project will be faced with unpleasant surprises in the

implementation process.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Local people should be integrally involved in th~ process of gathering infor­

mation and be very clear about what kind of information is being collected and

why. They will be much more forthcoming in providing information themselves

if the purpose of the exercise is clear from the start and will be able to guide the

facilitator to other information sources if they are knowledgeable about the goals

of the assessment.

In order to get good, complete information from any method, it is essential

to plan the approach with care and to use the tools thoughtfully. Random, scat­

tered questions will rarely result in coherent information. Before any intelview or

activity (whether in a group or individually), the MIS participants and facilitator

should prepare a guide of question topics that will be covered in the discussion.

This guide should be used flexibly (Le. it does not have to be followed in order

and interesting comments not related to the guide list should be pursued as they

arise), but it will help ensure that all the major points are discussed. Careful notes

should be kept to ensure that information is not lost or forgotten.

Throughout the assessment, an effort should be made to

gather information with and from people who represent

different social categories (e.g. men and women, wealthi­

er and poorer, landed and landless, older and younger)

and who occupy different niches within the production

chain (e.g. producers, dealers, buyers, transporters). This

will serve to cross-check information and to make it more complete. It will also

identify potential conflicts between different interest groups that may have to be

addressed in the MIS implementation. The earlier this kind of information can be

gathered, the less likely the project will be faced with unpleasant surprises in the

implementation process .

............ .. ... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 4

ASSESSING THE LOCAL SITUATION: THE PHILIPPINES

The Philippine participants and facilita-tor used community observation, fieldvisits, semi-structured interviews andcommunity meetings in their needs as-sessments prior to designing the MISsEach assessment took five days in thefield. Before going to the sites, theydrew up a list of open-ended questionsfor each subject They centered almostall of their discussions around the pro-duction of NTFPs in the area since thiswas the easiest way to get started Infor-mation on the other three subject areasseemed to flow naturally from there

One of the first activities was visiting thefarms of several producers This made iteasier to discuss the production andmarketing of the various items beinggrown When they learned that anumber of farmers had made the costlydecision to change their crop mix be-cause they did not see any market forcoffee, they followed up by exploringthe barriers to sales When they had in-

ASSESSING THE LOCAL SITUATION: UGANDA

Information about local needs wasgathered in Uganda cluing discussionsheld over the course of three days (persite) The facilitator made an appoint-ment to ensure that a representativegroup of potenlial users could attend Alist of questions was compiled in ad-vance

At the fiist meeting, discussion centeredon products (baskets, trays, mats, stools)and a participant kept a list on a black-board the facilitator had brought Thegroup discussed the products in terms ofwhich sold the most, which sold leastand consumer preferences of productsize, shape, colour and weight Basedon this discussion, they ranked the im-poi tance of the products

The second day, the facilitator chose ahighly-ranked product to begin discus-sions on the production and sales chainThis included the source and cost ofraw matenals, pricing (how prices areset and how they might change over

vestigated a iange of issues on-site withfarmers, they went on to discussionswith key informants involved in other as-pects of the market for NTFPs These in-cluded traders and women who actuallysold the goods in local markets

Following these individual interviews,the participants and facilitator got to-gether with the community to discussthe preliminary findings of the needs as-sessment Men and women came to-gethei from diffetent groups in the com-munity They began by reviewing the listof market barriers that had been iden-tified in the assessment These includedtheir lack of information about how themarket worked, high costs that limitedmarket access and the shortage of trans-portation alternatives This led directly todiscussions of alternative strategies thatmight reduce the barriers At this point,they were ready to enter the design stepof their MIS

time) and characteristics buyers look forin the product The same issues were dis-cussed on other products, includingboth non-timber forest products grownon the farms and those made from rawmatet fats gathered in the forest

For the last meeting, the group usedcharts and graphs created during thefirst two meetings to discuss informationsources for products and markets Werethere untapped information sources? Didthey record sales information? How didthey find sources of raw materials or de-tei mine possible new products to sell?

Through the three discussions, the groupcovered all information gathering needsThe facilitator asked the participants toprepare a list ranking the ways theywanted to improve their business (e gincrease profits per item, increase mar-kets, increase sales volume) Based onthat information, they would be pre-pared to choose the objectives of theirMIS.

CHAPTER 4 ..

ASS&SStNG TH&LOCALSI1UAfION:TH& PHILIPPINES

The Philippine participants. and facilita­tor used community. obseNation, field visits, semi-structured. inteNiews and community meetings In their needs as­sessments prior to designing the MISs.

. Each assessment took five days in the I field. Before going to the sites, they

drew upa list of open-ended questions for each sUbject. They centered almost all of their discussions around the pro­duction of NTFPs in the area since this was the easiest way to get started. Infor­mation on the other three subject areas seemed to flow naturally from there.

One of the first activities was visiting the farms of several producers. This made it easier to discuss the production and marketing of the various items being grown. When they learned that a number of farmers had made the costly decision to change their crop mix be­cause they did not see any market for coffee, they followed up by exploring the barriers to sales. When they had in-

Inf9rmation. ab,Ot:ltl6caL needs was gathered.inUgpnda dUring discussions held over the coorse of three days (per Site). The facilitator made an appoint­ment to ensure that a representative group of potential users could attend. A list of questions was compiled in ad­vance.

At the first meeting, discussion centered on products (baskets, trays, mats, stools) and a participant kept a list on a black­board the facilitator had brought. The group discussed the products in terms of which sold the most, which sold least and consumer preferences of product size, shape, colour and weight. Based on this discussion, they ranked the im­portance of the products.

The second day, the facilitator chose a highly-ranked product to begin discus­sions on the production and sales chain. This included: the source and cost of raw materials, pricing (how prices are set and how they might change over

vestigated a range of issues on-site with farmers, they went on to discussions with key informants involved in other as­pects of the market for NTFPs. These in­cluded traders and women who actualfy sold the goods in local markets.

Following these individual inteNiews, the participants and facilitator got to­gether with the community to discuss the preliminary findings of the needs as­sessment. Men and women came to­gether from different groups in the com­munity. They began by reviewing the list of market barriers that had been iden­tified in the assessment. These included their lack of information about how the market worked, high costs that limited market access and the shortage of trans­portation alternatives. This led directly to discussions of alternative strategies that might reduce the barriers. At this point they were ready to enter the design step of their MIS.

time) and charaderisticsbuyers look for in the product. The same issues were dis­cussed on· other products, including both non-timber forest products grown on the farms and those made from raw materials gathered in the forest.

For the last meeting, the group used charts and graphs created during the first two meetings to discuss information sources for products and markets. Were there untapped information sources? Did they record sales information? How did they find sources of raw materials or de­termine possible new products to sell?

Through the three discussions, the group covered all information gathering needs. The facilitator asked the participants to prepare a list ranking the ways they wanted to improve their business (e.g. increase profits per item, increase mar­kets, increase sales VOlume). Based on that information, they would be pre­pared to choose the objectives of their MIS.

Step III: Designingand Implementing the MIS

Steps I and II selected the site for the MIS and gathered background information

needed to customize the MIS for a particular locale. Now, in Step III, that infor-

mation will be used in discussions with the MIS users to design the system that

will be most appropriate for their needs and resources. There are eight parts in

the design of the MIS. In each part, the users must decide how they want to or-

ganize the MIS. The facilitator's role at this stage is just that: to facilitate. It is a

matter of helping the community review its options for each part and of ensuring

that all the information that could contribute to making a good decision has been

considered. The facilitator may be able to provide information from previous ex-

periences to help the users come to a decision, but s/he should not be the one

to make the design decisions. It is essential that the users assume that responsi-

bility so they feel that the MIS is their own. Special care should be taken at this

stage to avoid imposing the facilitator's notion of a "standard" MIS on the com-

munity.

In Step III, the users will:

choose the objectives of the MIS;

select the information the MIS will provide;

decide which information sources will be used;

decide how to organize the collection and analysis of data;

choose how to communicate the results;

identify any training activities needed in the MIS;

establish a structure to monitor the MIS; and

think about how to evaluate their MIS.

CHAPTER 5 45

Step III: Designing and Implementing the MIS

CHAPTER 5"

Steps I and II selected the site for the MIS and gathered background information

needed to customize the MIS for a particular locale. Now, in Step III, that infor­

mation will be used in discussions with the MIS users to design the system that

will be most appropriate for their needs and resources. There are eight parts in

the design of the MIS. In each part, the users must decide how they want to or­

ganize the MIS. The facilitator's role at this stage is just that: to facilitate. It is a

matter of helping the community review its options for each part and of ensuring

that all the information that could contribute to making a good decision has been

considered. The facilitator may be able to provide information from previous ex­

periences to help the users come to a decision, but s/he should not be the one

to make the design decisions. It is essential that the users assume that responsi­

bility so they feel that the MIS is their own. Special care should be taken at this

stage to avoid imposing the facilitator's notion of a "standard" MIS on the com­

munity.

In Step III, the users will:

• .~IJ~ose m~()bjec!ives of the MIS;

• select the information the MIS will provide;

• de~ic:fe wl]ic:h infQrmatiqJ1 sources will be us~d;,

• d~c:ic:l~~ how to org?nize the collectio'Jand aflalysi~ __ Qf d,!~a;, • choose how to communicate the results;

I ~ 'C'-,-'";~~- ::----" "_"_:'"~"-:--'" --~- -._.-. ----~.-- - - - -.- .~-- ---

• identify any training activities needed in the MIS;,

• establish a structure to monitor the MIS; and - --- ---

• think about how to evaluate their MIS. --.~-.- -----~~ .. - ---'-_., ----~- - --~ -- ---,_. - -,

1,

Step III

r 11

STEP

Designingand implementingthe MIS

Steps to put an MIS In place:

Choose the objectives of theMIS

Select the information theMIS will provide

Decide which informationsources will be used

Decide how to organize thecollection and analysis of data

Choose how to communicatethe results

Design training activities

Establish a monitoring system

Anticipate the MIS evaluation

MARKETING INFORMATION SYSTEMS .FOR NON-TIMBER FOREST PRODUCTS

Step III

····MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

In this section, each of these parts is addressed in turn, pointing out how the

information collected in Step II should be used in the design decisions that need

to be made in Step III. These parts follow an approximate order that will make

sense for most users, but need not be followed strictly if another sequence makes

more sense. Sometimes they are automatically combined. For example, if there is

only one place to get the information, a decision about what data will be gath-

ered will automatically determine the source to be used. In Uganda, once the de-

cision was made to gather information on buyer preferences, the primaiy infor-

mation source was clear - buyers themselves. The group still had to decide, how-

ever, how many people it would contact and how it would get the information.

THE SIZE AND COMPLEXITY OF THE MIS

As decisions are made in each step ofthe MIS design, special attention needsto be paid to the scope and complexityof the undertaking Wherever possible,in the initial stages of the MIS it is best toreduce and simplify as much as possi-ble, focusing on the most essential ele-ments A small, simple system thatworks well can always be expanded lat-er It is much more difficult to salvage acomplicated system that has fallenapart

The initial enthusiasm for a new ven-ture, which is sometimes fueled by thefacilitator's vision and expectations, maylead people to overestimate the timeand resources they can devote to imple-menting the MIS A participant may ea-gerly offer to monitor pnces at sevenmarket stalls each Friday, but will she beable to meet this commitment vveek af-ter week given all the other demandson her time?

There are no standard guidelines for theoptimal cost, number of participants,and scope of an MIS because this willvary greatly However, participantsshould be aware that the constraintsthat most often sabotage the success ofsuch a venture are people's time, themonetary costs of implementing the sys-tem and the capacity to manage the ac-tivities of the MIS Users should be en-couraged to address these issues frank-ly with one another and to be as realis-tic as possible about constraints thatthey face as individuals and as a groupThey should also be prepared to recon-sider decisions they make in the designphase as implementation gets underway since it is often difficult to predict inadvance how things will work out inpractice

CHAPTER 5··

In this section, each of these parts is addressed in turn, pointing out how the

information collected in Step II should be used in the design decisions that need

to be made in Step III. These parts follow an approximate order that will make

sense for most users, but need not be followed strictly if another sequence makes

more sense. Sometimes they are automatically combined. For example, if there is

only one place to get the information, a decision about what data will be gath­

ered will automatically determine the source to be used. In Uganda, once the de­

cision was made to gather information on buyer preferences, the primaly infor­

mation source was clear - buyers themselves. The group still had to decide, how­

ever, how many people it would contact and how it would get the information.

1HE SIZE ANP COMPLEXltV OF TilE MIS

As decisions are made in each step of the MIS design, special attention needs to be paid to the scope and complexity of the undertaking. Wherever possible, in the initial stages of the MIS it is best to reduce and simplity as much as possi­ble, focusing on the most essential ele­ments. A small, simple system that works well can always be expanded lat­er. It is much more difficult to salvage a complicated system that has fallen apart.

The initial enthusiasm for a new ven­ture, which is sometimes fueled by the facilitator's vision and expectations, may lead people to overestimate the time and resources they can devote to imple­menting the MIS. A participant may ea­gerly offer to monitor prices at seven market stalls each Friday, but wiff she be able to meet this commitment week af­ter week given all the other demands on hertime?

There are no standard guidelines fOr the optimal cost, number of participants, and scope of an MIS because this will vary greatly. However; participants should be' aware' that the constraints that most often sabotage the success of . such a venture are people's time, the monetary costs of implementing the sys­tem and the capacity to manage the ac- . tivities of the MIS. Users should be en­couraged to address these issues frank­ly with one another and to be as realis­tic as possible about constraints that they face as individuals and as a group. They should also be prepared to recon­sider decisions they make in the design phase as implementation gets under way since it is often difficult to predict in advance how things wiff work out in practice.

CHOOSING THE OEUECTIVES OF THE MIS

The goal of any MIS is to increase market transparency so that the producer

will have the information to make informed sales decisions and to increase mar-

ket leverage. The objectives focus the MIS on specific products and pieces of

marketing information. The users will need to decide whether their MIS will fo-

cus on increasing the price they receive for their products, whether they are

seeking to expand the number of markets they use, whether they want to change

the kind of good they produce so that it sells more quickly, etc.

The information needed to narrow the objectives of the MIS was collected in

Step II. It is likely that many possible objectives surfaced during discussions. In

any enterprise, there are multiple avenues for improving profitability. The task at

this point is to prioritize the possibilities and to focus on those that are likely to

generate the highest returns for the users. As a starting point, identify several ar-

eas in which local businesses might be improved and then consider how readily

information is available to increase the transparency of this part of the business.

Specifically, the facilitator may want to orient the discussion of objectives around

four key questions.

What are the principal problems users face in their

NTFP enterprises?

What do they need to know to overcome these problems?

What kind of information can be most readily accessed by users?

What kind of information can users use in their business

decision-making?

Questions 1 and 2 can best be addressed using the marketing chain dia-

grams that were prepared during the assessment step. As users compare the mar-

keting chains (see Figure 3) for different products and examine each marketing

chain individually, they will begin to identify the bottlenecks and constraints that

are causing difficulties.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHOOSING THE OBJECTIVES OF THE MIS

The goal of any MIS is to increase market transparency so that the producer

will have the information to make informed sales decisions and to increase mar­

ket leverage. The objectives focus the MIS on specific products and pieces of

marketing information. The users will need to decide whether their MIS will fo­

cus on increasing the price they receive for their products, whether they are

seeking to expand the number of markets they use, whether they want to change

the kind of good they produce so that it sells more quickly, etc.

The information needed to natmw the objectives of the MIS was collected in

Step II. It is likely that many possible objectives surfaced during discussions. In

any enterprise, there are multiple avenues for improving profitability. The task at

this point is to prioritize the possibilities and to focus on those that are likely to

generate the highest returns for the users. As a starting point, identify several ar­

eas in which local businesses might be improved and then consider how readily

information is available to increase the transparency of this part of the business.

Specifically, the facilitator may want to orient the discussion of objectives around

four key questions.

1. W~Clt ar~ the prjncipal prol>h~m,s LI~ers fi='ce in thei~

f\jTfP enterpri~«:~?,

,'l, •.... Wl1i='t~Qt'1eY"fJ~e~c;ctJl,I<J1o""Joc9x.~r5QI11,~ .t!l~~e g~l>I~fTls?, 3. WhC'it kind of. inforflla!ionca" b~. most rea,dily Clccessed by users?, 4. What kind of information can users use in their business

~ , " ' , ",' " ' " ", " " "", " ,'" , , ' ")

. __ ,!~ci~JQ'1-mClI~1ng?, Questions 1 and 2 can best be addressed using the marketing chain dia­

grams that were prepared during the assessment step. As users compare the mar­

keting chains (see Figure 3) for different products and examine each marketing

chain individually, they will begin to identify the bottlenecks and constraints that

are causing difficulties.

····MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Figure 3: Uganda marketing chain

Papyrus

from swamp

Oye $ fibres

from market

Sisala wood

from forest

Banana fibres

from plantations

Wood $ straw

from bush

CRAFTER 5

Ought by locals

for women to

produce baskets

Ought by locals

for women to make

mats and mobiles

Ought by locals

for women

to make trays

0ought by locals

for men to make

brooms

Sold wholesale

to traders

for retail

sale by male

and female

traders

Sold to tourists

especially:

baskets

trays

mobiles

Sold to locals

for household use

and wedding gifts,

especially:

trays

baskets

mats

brooms

L°Idrs tat titnutla n

centres $ export,

especially:

baskets

trays

Once these problems are identified, the users can list the kind of information

they will need (question 2) to find solutions. This might include: better informa-

tion on product demand or purchasers' preferences; insight into what truckers do

with the products and how much profit they eam; and price levels for goods sold

in area markets and transportation options for reaching those markets.

Question 3 then asks to assess the difficulty of obtaining the information

identified as potentially useful. Some information might be useful but would re-

quire too much work to collect and analyse. In the example above, it might be

quite easy to conduct a survey of buyers' preferences among people who pass

by on the road. It might be considerably more difficult to gather information from

further markets if the cost and time of transport are real constraints.

CIO

Figure 3: Uganda mar'<eting chain

Papyrus from swamp

Dye So fibres from market

Sisalawood from forest

Banana fibres

Bought by locals :======:;::::='~:::: for women fo

produoe baskets

~ ~=====:=~ Bought by locals for women fo make mats and mobiles

Sold to tourists especially: • baskets • trays • mobiles

Sold to locals for household use and wedding gifts,

:===~ especially:

from plantations :=::====:;:=::::=::: Bought by locals for women

Sold wholesale to traders for retail

sale by male and female

traders

• trays • baskets • mats

Wood So straw from bush

to make trays

:==::===:;:==i Bought by locals

• brooms

'------.---"-----/ for men fo make Sold to traders for sale In urban centres So export especially:

CHAPTER 5 ..

brooms • baskets • frays

Once these problems are identified, the users can list the kind of information

they will need (question 2) to find solutions. This might include: better informa­

tion on product demand or purchasers' preferences; insight into what truckers do

with the products and how much profit they earn; and price levels for goods sold

in area markets and transportation options for reaching those markets.

Question 3 then asks to assess the difficulty of obtaining the information

identified as potentially useful. Some information might be useful but would re­

quire too much work to collect and analyse. In the example above, it might be

quite easy to conduct a survey of buyers' preferences among people who pass

by on the road. It might be considerably more difficult to gather information from

further markets if the cost and time of transport are real constraints.

50

Question 4 simply asks the users to be realistic about what information they

will use People operate enterprises with different levels of sophistication and

have different personal constraints. The objectives of the MIS should be in line

with the nature of the enterprise and the users' situation. A group of young, un-

married men might be willing to put the extra effort into visiting far-off markets

because if they find ways to improve their profits, they could reorient their busi-

ness in that direction. A group of mothers involved in a similar business might

decide that it is entirely impractical to spend long days away from the village and

conclude that there is no use even exploring that option.

In light of the discussion of these four questions, the users should prioritize

their objectives, focusing on the option that is likely to give them the best return

for their investment of time and resources. It is often useful to compile a list of

advantages and disadvantages for each option being considered. One way to fa-

cilitate a discussion that prioritizes people's interests is to list all the options on a

piece of paper. Collect a pile of stones, and ask the group to prioritize the op-

tions by putting more stones next to the ones that they consider more viable and

fewer stones next to those that are lesser priorities. As they place the stones, peo-

ple will explain why they think one idea is better than another. At this point, they

are deciding how they will focus the initial activities of their MIS. At a later time,

they may be able to expand their objectives to cover other products or other

problems they have identified.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Question 4 simply asks the users to be realistic about what information they

will use People operate enterprises with different levels of sophistication and

have different personal constraints. The objectives of the MIS should be in line

with the nature of the enterprise and the users' situation. A group of young, un­

married men might be willing to put the extra effort into visiting far-off markets

because if they find ways to improve their profits, they could reorient their busi­

ness in that direction. A group of mothers involved in a similar business might

decide that it is entirely impractical to spend long days away from the village and

conclude that there is no use even exploring that option.

In light of the discussion of these four questions, the users should prioritize

their objectives, focusing on the option that is likely to give them the best return

for their investment of time and resources. It is often useful to compile a list of

advantages and disadvantages for each option being considered. One way to fa­

cilitate a discussion that prioritizes people's interests is to list all the options on a

piece of paper. Collect a pile of stones, and ask the group to prioritize the op­

tions by putting more stones next to the ones that they consider more viable and

fewer stones next to those that are lesser priorities. As they place the stones, peo­

ple will explain why they think one idea is better than another. At this point, they

are deciding how they will focus the initial activities of their MIS. At a later time,

they may be able to expand their objectives to cover other products or other

problems they have identified .

..... ···MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

CHOOSING OBJECTIVES AND DETERMININGINFORMATION NEEDS: THE PHILIPPINES

In one Philippine village, participants in-itially wanted to investigate the entireproduction and sale chain for each oftheir agroforestry products They soonrealized that such an undertaking wouldbe far too vast and complicated for theresources they had available They deci-ded instead to focus on monitoringprices in local markets for a more limi-ted range of products They felt thatthey could always move further into themarketing chain as the assessment pro-gressed

Immediately following the assessmentphase, the facilitator requested the pop-ulation to review the results of the as-sessment and to decide how they felttheir businesses could be best im-proved. They did this in his absenceUpon his return they told him that theythought the purpose of the MIS shouldbe to increase sales and the number ofmarkets for handicrafts that were beingproduced in the area.

He then asked them to think aboutwhat information they needed to im-prove the marketing of handicrafts Af-ter some reflection, they decided that if

The participants set cntena for determin-ing which products would be includedin the MIS study They decided to in-clude a product only if (1) it were al-ready being produced locally, (2) peoplefelt that they had significant marketingproblems with that good, and (3) theproduct could be measured and quan-tified easily, so it would be possible tocollect comparable pnce data withouttoo much difficulty The goods that metthese criteria and were selected for fur-ther study were whole coconuts, blackpepper, ginger, cassava, two varieties ofbananas and eggplant

CHOOSING OBJECTIVES ANO DETERMININGINFORMATION NEEDS: UGANDA

they knew more about consumer pref-erences, perhaps they could target thedemand more effectively

They decided to focus on three of theprincipal handicraft items produced inthe area. mats, stools and baskets Theythen thought of all the characteristics ofthese products that might affect con-sumer preferences The list was long,but eventually they decided to limittheir inquiry to four questions, askingconsumers about their preferences con-cerning ( 1 ) size, (2) colours, (3) weav-ing patterns, and (4) the type of rawmaterial used

11,CHAPTER 5 ..

CH009IN& OlJECTIVES ANDDETERMININ& INFORMATION NEEDS: THE PHILIPPINES

In one Philippine village, participants in­itially wanted to investigate the entire production and sale chain for each of their agroforestry products. They soon realized that such an undertaking would be far too vast and complicated for the resources they had available. They deci­ded instead to focus on monitoring prices in local markets for a more limi­ted range of products. They felt that they could always move further into the marketing chain as the assessment pro­gressed.

The participants set criteria for determin­ing which products would be included . in the MIS stUdy. They decided to in­clude a product only if (l) it were al­ready being produced locally, (2) people felt that they had significant marketing problems with that good, and (3) the product could be measured and quan­tified easily, so it would be possible to collect comparable price data without too much difficulty. The goods that met these criteria and were selected for fur­ther stUdy were: whole coconuts, black pepper, ginger, cassava, two varieties of bananas and eggplant.

CH009IN&O'~ECTIV~9ANDDETERMININ& INFORMATIONNEEOS: U&ANPA

I Immediately following the assessment phase, the facilitator requested the pop­ulation to review the results of the as­sessment and to decide how they felt their businesses could be best im­proved. They did this in his absence. Upon his return they told him that they thought the purpose of the MIS should be to increase sales and the number of markets for handicrafts that were being produced in the area.

He then asked them to think about what information they needed to im­prove the marketing of handicrafts. Af­ter some reflection, they decided that if

they knew more about consumer pref­erences, perhaps they could target the demand more effectively.

They decided to focus on three of the principal handicraft items produced in the area: mats, stools and baskets. They then thought of alJ the characteristics of these products that might affect con­sumer preferences. The list was long, but eventually they decided to limit their inquiry to four questions, asking consumers about their preferences con­cerning (I) size, (2) colours, (3) weav­ing patterns, and /4) the type of raw material used.

ORGANIZING DATA COLLECTION AND ANALYSIS

Once the users are clear on the purpose of the MIS and have decided more

specifically what kind of information they want to gather, the next task is to or-

ganize the collection of the data and decide how it will be analysed.

This involves decisions about who will collect the data, where it will be col-

lected, how it will be recorded, and what will be done with it once it is gathered.

Two key considerations are that the system provide information that is both ac-

curate and timely and that it not pose too great a burden on the people who vol-

unteer their time as data collectors.

In designing the data collection system, four questions need to be answered.

What data are needed and how often

does it have to be collected?

Where are data to be collected?

Who is available to collect the data?

When do users need to have the information?

The first question can be answered in part by the work that was already

done in establishing objectives (Step I). This will have clarified whether the MIS

is looking at prices, consumer preferences, transport options, etc. How often in-

formation is collected depends in part on how variable the information is. PfiCeS

for certain perishable products may change almost daily depending on a host of

supply and demand factors. It will be necessary to gather information on prices

for this type of good much more often than for a non-perishable good that has a

fairly stable price. Other information, such as the costs of transport options, may

change only a few times a year depending on the season.

The data collection system will be designed in part around how difficult it is

to access the sites where data are available (question 2). The system design de-

pends on whether all the information can be gathered in a local market that is

widely frequented by the MIS participants or whether it is necessary to send peo-

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS••

ORGANIZING DATA COLLECTION AND ANALYSIS

Once the users are clear on the purpose of the MIS and have decided more

specifically what kind of information they want to gather, the next task is to or­

ganize the collection of the data and decide how it will be analysed.

This involves decisions about who will collect the data, where it will be col­

lected, how it will be recorded, and what will be done with it once it is gathered.

Two key considerations are that the system provide information that is both ac­

curate and timely and that it not pose too great a burden on the people who vol­

unteer their time as data collectors.

In designing the data collection system, four questions need to be answered.

does it have to be collected? ~>o..";'7P-;C~ -_/::-:'_~~'" - - "'W _'_' ~ --r' ___ -;;-~. -- __ -~ _ -- _"/'-_~:_' ____________ " __ -=-~!'(

2. Where are data to be collected? V---/'--""'-;"-""7,C"- ',--v , _____ " v,, _'M"O"'_V ,_,,_,,~;<p_~_" .,.N'V"" __ , ____ v' _ _ • ____ "_,

3. Who is available to collect the data? ~v __ -- ",-'"""·~-::-;:-;;:_::-;c;:-v-~ ,: ><;:/c:-::~:"':;':';;;:~~;c~_;<.-- v - --\"T"\7::;:C'T;::'?_~7':0~;:; -;;::_V::<;T"';'_~'7i

4. When do users need to have the information? /, -v, -"----:::-::::~_.~-_'--c;: .,,"_v--_-,-.~ _;-~=;---:=-77~c:T'- '~--v--"" ~'" _ '·<:--77~:'.~-::::-3

The first question can be answered in part by the work that was already

done in establishing objectives (Step 1). This will have clarified whether the MIS

is looking at prices, consumer preferences, transport options, etc. How often in­

formation is collected depends in part on how variable the information is. Prices

for certain perishable products may change almost daily depending on a host of

supply and demand factors. It will be necessary to gather information on prices

for this type of good much more often than for a non-perishable good that has a

fairly stable price. Other information, such as the costs of transport options, may

change only a few times a year depending on the season.

The data collection system will be designed in part around how difficult it is

to access the sites where data are available (question 2). The system design de­

pends on whether all the information can be gathered in a local market that is

widely frequented by the MIS participants or whether it is necessaty to send peo-

·····MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

pie farther away to gather information. In the first case, many people may par-

ticipate by each gathering prices for one or two items from one or two sellers. If

the market is farther away, it may make more sense to send just one person to

gather all the information but take turns making the trip so that the burden does

not fall too heavily on any one person.

Question 3 assesses the interest and willingness of MIS participants to con-

tribute their time to gather data that will be used by the group or the communi-

ty at large. It is also important to have information on collectors' schedules and

alternative activities so that the data collection system meshes well with their time

constraints. The more convenient the system is, the more likely that people will

continue to participate.

77&YIN,"

In selecting data collectors, knowledge, enthusiasm and reliability will be

key considerations. The MIS operators should be people who intend to use the

information since they are most likely to feel a personal investment in making

the system work properly. Certain people may be "natural" choices as data col-

lectors. If a price information system is being created to gather data from differ-

ent market places, data collectors should be chosen wherever possible from

among people who already frequent those markets. If this can be arranged, the

costs of gathering information will be minimized, and the collector may already

know people that s/he can use as sources of information.

4 IDCHAPTER 5 ..

pIe farther away to gather information. In the first case, many people may par­

ticipate by each gathering prices for one or two items from one or two sellers. If

the market is farther away, it may make more sense to send just one person to

gather all the information but take turns making the trip so that the burden does

not fall too heavily on anyone person.

Question 3 assesses the interest and willingness of lVlIS participants to con­

tribute their time to gather data that will be used by the group or the communi­

ty at large. It is also important to have information on collectors' schedules and

alternative activities so that the data collection system meshes well with their time

constraints. The more convenient the system is, the more likely that people will

continue to participate.

In selecting data collectors, knowledge, enthusiasm and reliability will be

key considerations. The MIS operators should be people who intend to use the

information since they are most likely to feel a personal investment in making

the system work properly. Certain people may be "natural" choices as data col­

lectors. If a price information system is being created to gather data from differ­

ent market places, data collectors should be chosen wherever possible from

among people who already frequent those markets. If this can be arranged, the

costs of gathering information will be minimized, and the collector may already

know people that s/he can use as sources of information.

41»

If it becomes clear in the design stage that the demand for information is

higher than the willingness of participants to contribute to its collection, it will be

necessary to reconsider some of the earlier decisions concerning the type and

amount of information to be gathered. In such cases, it may be necessary to scale

down the objectives from those that were initially established.

Finally, in designing the system, think about when the information is need-

ed. If participants always market their products on Saturday, they will need to

have information about the prices being paid in area markets by early Friday so

they can plan their activities accordingly.

Once all this information is in hand, the system can be designed to be as ap-

propriate as possible to local needs and resources. The design should specify

who will collect the information, where they will go to get it, when they will

bring it back, what they should do with it and to whom to report in case of dif-

ficulty. If any financial costs are involved (such as paying fares to collect prices

in distant markets) the design should be clear on how people will be reimbursed.

In many cases, MISs rely entirely on volunteers to collect the information and

manage the system. It is also possible to devise a system in which members pay

dues (either a fixed sum or a percentage of their sales) that are used to compen-

sate people who contribute especially large amounts of time to the activities of

the MIS or to cover other necessary expenses. It will often be possible to collect

fees once the MIS has proven itself to the community.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

If it becomes clear in the design stage that the demand for information is

higher than the willingness of palticipants to contribute to its collection, it will be

necessary to reconsider some of the earlier decisions concerning the type and

amount of information to be gathered. In such cases, it may be neceSSalY to scale

down the objectives from those that were initially established.

Finally, in designing the system, think about when the information is need­

ed. If participants always market their products on Saturday, they will need to

have information about the prices being paid in area markets by early Friday so

they can plan their activities accordingly.

Once all this information is in hand, the system can be designed to be as ap­

propriate as possible to local needs and resources. The design should specify

who will collect the information, where they will go to get it, when they will

bring it back, what they should do with it and to whom to report in case of dif­

ficulty. If any financial costs are involved (such as paying fares to collect prices

in distant markets) the design should be clear on how people will be reimbursed.

In many cases, MISs rely entirely on volunteers to collect the information and

manage the system. It is also possible to devise a system in which members pay

dues (either a fixed sum or a percentage of their sales) that are used to compen­

sate people who contribute especially large amounts of time to the activities of

the MIS or to cover other necessalY expenses. It will often be possible to collect

fees once the MIS has proven itself to the community.

···MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

In a Philippines village, participantsdecided to monitor prices for six dif-ferent products (see previous Philip-pines text box) coconuts, pepper,ginger, cassava, bananas and egg-plant Now they had to decide wherethey would gather the informationThey considered a large number ofpossible sites, but eventually ruled outmany of them because of the costs in-volved in travelling to get the infor-mation They settled on five marketsa roadside market in the village, thelocal community market and threemarkets in different nearby cities.They also decided to monitor radioand television reports to get an ideaof how local prices compared vviththe national finures.

Ten people volunteered to serve asdata collectors. They were dividedinto teams of two, with each team re-sponsible for one of the markets thatwould be visited. In most cases, thevolunteer already had activities in themarket to which she was assigned.

In Uganda, the MIS activities were fo-cused on consumer preferences, ra-ther than prices. The participants de-vised a system to collect informationon the kinds of goods that were soldin different handicraft stores/marketsThey asked the clerk who sold thegoods to fill out a short form for eachitem sold The form (see Appendix 4)had spaces to note down what wassold and as characteristics (size,

colour, and material) The data collec-tors collected the forms on a regularbasis and submitted them to the MISSecretary who kept them until theywere analysed at the end of themonth.

DATA COLLECTION: THE PHILIPPINES

DATA COLLECTION: UGANDA

Each data collector visited the as-signed market once a week and gath-ered price information from five differ-ent traders They were expected toturn in their price information to therecord keeper no later than Saturdaymorning so that pnce informationcould be updated, compiled, andposted before farmers went to theweekly markets to sell their productson Sunday

The data collectors had a form theyused to record the information (seeAppendix 4 for a copy of the data col-lection sheets). Because the data col-lectors reported some suspicionamong the people they contacted forinformation, it was decided that theyshould wear special vests that identi-fied their function. Once their rolewas carefully explained to the tradersand they wore the vests that wereprovided them, they encounteredfewer difficulties in their data collec-tion activities.

In addition to using the forms, datacollectors were to survey customers'preferences At first the data collec-tors were reticent to bother the custo-mers They soon found, however,that people didn't mind answenngthe questions and this proved to beanother useful source of informationDirect interviews with consumerswere particulatly useful in getting in-formation on potential new productlines (what people might be interes-ted in buying in the future) since thisinformation could not be obtainedfrom the actual sales data

CHAPTER 5 ..

DATA COLLECTION: THE PHILIPPINES In a Philippines village, participants decided to monitor prices for six dif­ferent products (see previous Philip­pines text box): coconuts, pepper, ginger, cassava, bananas and egg­plant. Now they had to decide where they would gather the information. They considered a large number of possible sites, but eventually ruled out many of them because of the costs in­volved in travelling to get the infor­mation. They settled on five markets: a roadside market in the village, the local community market and three markets in different nearby cities. They also decided to monitor radio and television reports to get an idea of how local prices compared with the national fi0ures.

Ten people volunteered to serve as data collectors. They were divided into teams of two, with each team re­sponsible for one of the markets that would be visited. In most cases, the volunteer already had activities in the market to which she was assigned.

Each data collector visited the as­signed market once a week and gath­ered price information from five differ­ent traders. They were expected to turn in their price information to the record keeper no later than Saturday morning so that price information could be updated, compiled, and posted before farmers went to the weekly markets to sell their products on Sunday.

The data collectors had a form they used to record the information (see Appendix 4 for a copy of the data col­lection sheets). Because the data col­lectors reported some suspicion among the people they contacted for information, it was decided that they should wear special vests that identi­fied their function. Once their role was carefully explained to the traders and they wore the vests that were provided them, they encountered fewer difficulties in their data collec­tion activities.

DAl'A~CO(LtCTION:U&ANPA· ~ In l/Qflnda, the MIS activities were fo­cused on consumer preferences, .. ra­therthan prices. The participants de: vised a system to collect information on the kinds of goods that were sold in different handicraft stores/markets. They asked the clerk who sold the goods to fill out a short form for each item sold. The form (see Appendix 4J had spaces to note down what was sold and its characteristics (size, colour, and material). The data collec­tors collected the forms on a regular basis and submitted them to the MIS Secretary who kept them until they were analysed at the end of the month.

In addition to using the forms, data collectors were to survey customers' preferences. At first the data collec­tors were reticent to bother the custo­mers. They soon found, however, that people didn't mind answering the questions and this proved to be another useful source of information. Direct interviews with consumers were particularly useful in getting in­formation on potential new product lines (what people might be interes­ted in buying in the future) since this information could not be obtained from the actual sales data.

DESIGNING RECORD-KEEPING SYSTEMS AND ANALYSIS

Once the data have been collected, it is essential to have a record-keeping

system that can keep track of the information and ensure that it does not become

lost or confused. Record-keeping and analysis are closely related. Sometimes this

is referred to as turning "data" into "information. ""Data" are the rows and rows

of raw nuinbers that are turned in by the data collectors. "Information" results

when these numbers are organized, compiled and presented in a way that is use-

ful to the MIS participants.

Record-keeping starts with the data collectors, as noted in the preceding sec-

tion. It is generally easiest if the data collectors record the information on forms

that they then give to the record-keeper. It is also possible for each data collec-

tor to keep a notebook in which s/he jots down the prices. The data collector

then submits the notebook to the record-keeper who will transfer the prices to

his or her own notebook and return the original to the data collector. It is im-

portant that the data collectors keep neat records so that it is clear what each

nuinber means. The worth of the whole MIS depends on the accuracy of the in-

formation that is gathered and recorded by the data collectors.

The next task is for the record-keeper to record all the information that has

been collected from the different data collectors. The system will depend on the

kind of information that is being gathered, the number of products that are be-

ing followed and the number of markets visited. It may make sense, for example,

for the record-keeper to have a separate notebook for each product so that all

the information about mangoes is in one book and all the information about ba-

nanas is in another. The record-keeper should be sure to record all the informa-

tion available: the date the data were collected, where it was collected and what

information was obtained.

At this stage, the record-keeper may find it useful to begin summarizing the

data in a way that will be more user-friendly. This is really the start of analysis.

In the Philippines case, for example, each week more than 300 prices were col-

lected (six products in five markets, with 10 sellers in each market). Instead of

recording all 300 prices, which would be unwieldy and not terribly useful, the

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

DESIGNING RECORD-'{EEPING SYSTEMS AND ANALYSIS

Once the data have been collected, it is essential to have a record-keeping

system that can keep track of the information and ensure that it does not become

lost or confused. Record-keeping and analysis are closely related. Sometimes this

is referred to as turning "data" into "information. " "Data" are the rows and rows

of raw numbers that are turned in by the data collectors. "Information" results

when these numbers are organized, compiled and presented in a way that is use­

ful to the MIS participants.

Record-keeping starts with the data collectors, as noted in the preceding sec­

tion. It is generally easiest if the data collectors record the information on forms

that they then give to the record-keeper. It is also possible for each data collec­

tor to keep a notebook in which s/he jots down the prices. The data collector

then submits the notebook to the record-keeper who will transfer the prices to

his or her own notebook and return the original to the data collector. It is im­

p01tant that the data collectors keep neat records so that it is clear what each

number means. The worth of the whole MIS depends on the accuracy of the in­

formation that is gathered and recorded by the data collectors.

The next task is for the record-keeper to record all the information that has

been collected from the different data collectors. The system will depend on the

kind of information that is being gathered, the number of products that are be­

ing followed and the number of markets visited. It may make sense, for example,

for the record-keeper to have a separate notebook for each product so that all

the information about mangoes is in one book and all the information about ba­

nanas is in another. The record-keeper should be sure to record all the informa­

tion available: the date the data were collected, where it was collected and what

information was obtained.

At this stage, the record-keeper may find it useful to begin summarizing the

data in a way that will be more user-friendly. This is really the start of analysis.

In the Philippines case, for example, each week more than 300 prices were col­

lected (six products in five markets, with 10 sellers in each market). Instead of

recording all 300 prices, which would be unwieldy and not terribly useful, the

... ························MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

record-keeper might average each good in each market. In a given market s/he

will be presented with 10 prices for coconut. One way to summarize the price

for that market would be to eliminate the highest and lowest price, and then av-

erage the remaining eight prices (add them all and divide by eight). S/he would

do the same for coconut prices in the other four markets. In this way, MIS users

would be able to compare the average price for coconut in each of the five mar-

kets (see Table 1).

Table 1: Price of coconuts in five marketsMarch 20, 1993

CHAPTER 5

seller 1

seller 2

seller 3

seller 4

seller 5

seller 6

seller 7

seller 8

seller 9

seller 10

Averagepriceni market

MARKET A MARKET 13 MARKET C MARKET O MARK ET E

300 350 300 300 350

320 350 300 5 00 350

300 370 320 310 360

300 320 320 320 350

300 320 320 320 3,40

280 320 320 350 340

300 300 _ 340 320 350

300 350 300 320 .3 20

300 350 280 320 340

310 _ 378 300 310 350

241 - 8= 27.3 - 8= 248 = 8= 252 - 8= 247 - 8=301 341 310 315 346

record-keeper might average each good in each market. In a given market s/he

will be presented with 10 prices for coconut. One way to summarize the price

for that market would be to eliminate the highest and lowest price, and then av­

erage the remaining eight prices (add them all and divide by eight). S/he would

do the same for coconut prices in the other four markets. In this way, MIS users

would be able to compare the average price for coconut in each of the five mar­

kets (see Table 1).

Table 1 = Price of coconuts in five marlcets March 20, 1993

MARmA MARme MARmc MARmO MARmE

seller 1 3.00 3.50 3.00 3.00 3.50

seller Z 32{r~ 3.50 3.00 _~.otr 3.50

seller 3 3.00 3.70 3.Z0 3.10 ,3,6(},'

seller 4 3.00 3.20 320 3.20 3.50

seller 5 3.00 3.20 3.20 3.20 3;40

seller 6 ,,k8Q-/ 3.20 3.20 _.3:6{r· 3.40

seller 7 3.00 .,3JlO~ .3:40/ 3.20 3.50

seller g 3.00 3.50 3.00 3.20 ,,3.28"

seller 9 3.00 3.50 1.gO/ 3.20 3.40

seller 10 3.10 _3:70'" 3.00 3.10 3.50

Average 24J + g~ Z7.3 + g~ Z4.g + g= 25.2 + g~ 24.7 + g~ crice 3.01 3.41 3.10 3.15 3.46 ., tHarket

CHAPTER 5 ......

Clo

Figure 4: Bar graph showirvg price of coconuts in five marketsMarch 20, 1993

400

00

loo

oMARKET A MARKET e MARKET e

346

MARKETE MARKET E

Once the data have been recorded, some thought needs to be given to the

best way to present it. In some cases, a table with neatly labelled coMmns and

rows may be the fastest way to present the information. It is also a good ap-

proach when space is limited. Sometimes rows and rows of numbers can be con-

fusing, however. Data can also be presented with visual diagrams, such as bar

graphs and trend lines, which make the meanings of the numbers more clear.

Bar graphs are generally used to compare two kinds of information. They could

be used, for example, to show how prices for coconut valy in different niarkets.

In this case, prices are put on the vertical axis of the graph (see Figure 4), and

the different markets are on the horizontal axis. By looking at the height of the

block, it is easy to see which market has the best price for a given item.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

3.01 3.10 3.15

300

Figure 4: Bar graph showing price of coconuts in five marlc:ets March 20, 1993

4.00

3.00

z.oo

1.00

o MARKHA MhRKH e MARKH C

Once the data have been recorded, some thought needs to be given to the

best way to present it. In some cases, a table with neatly labelled columns and

rows may be the fastest way to present the information. It is also a good ap­

proach when space is limited. Sometimes rows and rows of numbers can be con­

fusing, however. Data can also be presented with visual diagrams, such as bar

graphs and trend lines, which make the meanings of the numbers more clear.

Bar graphs are generally used to compare two kinds of information. They could

be used, for example, to show how prices for coconut vaty in different markets.

In this case, prices are put on the vertical axis of the graph (see Figure 4), and

the different markets are on the horizontal axis. By looking at the height of the

block, it is easy to see which market has the best price for a given item .

............ MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Trend lines (see Figure 5) show how things (like price or quantity

sold) change over time. In this case, time is put on the horizontal ax-

is and the variable that changes (price or quantity sold) is put on the

vertical axis.

It is up to the MIS participants to decide how it will organize to

analyse the collected data. Some may want to meet weekly or

monthly to review the data as a group and determine how it can be

presented and used in an interesting way. In other cases, they may

want to delegate one or more members of the group to compile the

information and then post it for others to use.

Information that has been recorded and collected should always be stored

somewhere safe. Data about prices should not be thrown out the week after it is

used, for example, because at some later point the MIS may need to look at how

prices have changed. The old data will prove very useful in such a case.

Figure 5: Trend line for price of coconuts in market A (1993)

CHAPTER 5

PRICE360

340

320

300

280

260

240

350 350340 340

300 301310

3 20 320310 310

2804,---

e'i t I II a i I I 4 i- 4-

Trend lines (see Figure 5) show how things (like price or quantity

sold) change over time. In this case, time is put on the horizontal ax­

is and the variable that changes (price or quantity sold) is put on the

vertical axis.

It is up to the MIS participants to decide how it will organize to

analyse the collected data. Some may want to meet weekly or

monthly to review the data as a group and determine how it can be

presented and used in an interesting way. In other cases, they may

want to delegate one or more members of the group to compile the

information and then post it for others to use.

Information that has been recorded and collected should always be stored

somewhere safe. Data about prices should not be thrown out the week after it is

used, for example, because at some later point the MIS may need to look at how

prices have changed. The old data will prove velY useful in such a case.

Figure 5: Trend line for price of coconuts in marlc:et A (1993)

CHAPTER 5 ..

PRIC~

5.60 5AO 5.20 5.00 no 2.60 2.40

5.00

5.50 5.50 5AO

......................................................................................•

60

RECORD-KEEPING: THE PHILIPPINES

In the Philippines, the data collectors submitted their sheets by Saturdaymorning to the record-keeper The record-keeper, as described in the text,would average the prices that were collected for the goods in each marketShe would then, in turn, record these average prices on a form A space on thebottom of the dated recording sheets left room for her to note any specificcomments from the data collectors or issues she noted in compiling the data

INFORMATION RECORDING ANO ANALYSIS: UGANDA

The data collectors visited each of the roadside handicraft stands that wererecording sales information and brought the completed forms to the secretary.At the end of the month, the secretary tabulated the information on eachmonth's sales for each shop or sales outlet (see Appendix 4) This informationwas then presented in bar charts to show the volume of sales for products withdifferent characteristics Using these visual aids, the MIS members held ameeting at the end of each month to discuss the findings and the implicationsfor their business ventures

CHOOSING HOW TO COMMUNICATE RESULTS

Once the data have been compiled, analysed and transformed into useable

information, the next step is to communicate this information to the MIS partici-

pants so that they can act on it to improve their business ventures. The whole ef-

fort is in vain if the information is not communicated effectively to the potential

users; hence, it makes sense to put considerable thought into the design of the

communication system.

Discussions about alternative communication strategies should focus on at

least four questions.

Who is the MIS targeting with information?

What kind of information will be transmitted?When is the information needed?

What communications options are available?

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

RECORP"KEEPING: tHE PHILIPPINES

In the Philippines, the data collectors submitted their sheets by Saturday morning to the record-keeper. The record-keeper, as described in the text would average the prices that were collected for the goods in each market. She would then, in turn, record these average prices on a form. A space on the bottom of the dated recording sheets left room for her to note any specific comments from the data collectors or issues she noted in compiling the data.

INFORMAtiON RECORPING ANP ANALYSIS: UGANPA The data collectors visited each of the roadside handicraft stands that were recording sales information and brought the completed forms to the secretary. At the end of the month, the secretary tabulated the information on each month's sales for each shop or sales outlet (see Appendix 4). This information was then presented in bar charts to show the volume of sales for products with different characteristics. Using these visual aids, the MIS members held a meeting at the end of each month to discuss the findings and the implications for their business ventures.

CHOOSING How TO COMMUNICATE RESULTS

Once the data have been compiled, analysed and transformed into useable

information, the ne}..'! step is to communicate this information to the MIS partici­

pants so that they can act on it to improve their business ventures. The whole ef­

fort is in vain if the information is not communicated effectively to the potential

users; hence, it makes sense to put considerable thought into the design of the

communication system.

Discussions about alternative communication strategies should focus on at

least four questions.

1.

2. Who is the MISta ... rg~tiI19w. jt.h.c.t.n.c.1QLrIJ .. at.iQ"-Z

, .. _- -_.

What kind of information will be transmitted? ,- . - {

3. When is the information needed? __________ ---=---___ _-=---___ -:...-__ .:....::..--:~~"_::~-'-----__ ~ __ -_-~-_.:.-~~_--::_3

.................. ···MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

The first of these questions, identification of the MIS constituency, is often

the most controversial. It is here that the decision must be made about whether

the system will be inclusive, which allows any interested person access to infor-

mation, or whether it will be exclusive, limiting information to members of a par-

ticular group. This is an important factor in choosing how information will be

communicated since some types of communication (radio, public notice boards)

are more inclusive while others (private meetings, word of mouth between mem-

bers, notice boards in private areas) are more exclusive.

There are often good reasons for favouring either an exclusive or an inclusive

MIS; neither option is inherently more appropriate than the other. While an ex-

clusive system can help equalize the balance of power in a trading system, it also

can antagonize those involved in trading who do not have access to the informa-

tion. In deciding with whom to share information, it is important to assess

whether the benefits of limited access to information would be worth the risk of

antagonizing another, more powerful trading player. In the Philippines, for exam-

ple, when traders felt threatened by the information, they erased data and spread

rumours about the data's unreliability. The possibility of this type of reaction

needs to be considered when deciding which type of MIS is more appropriate.

It is also important to think about the characteristics of the target population

in selecting the mode of communication. If the users are mostly illiterate, posting

a table of numbers on a bulletin board will be ineffective. If they are broadly dis-

persed, posting information in a central place may not meet their needs. If the

MIS users are too poor to own radios, then broadcasts will not be useful. If they

come from different ethnic groups, they may not understand an announcement

made in just one language.

The second issue concerns the type of information to be transmitted. If the

information is very simple, communications strategies will be different than if the

information is more complicated. If ;here are only three prices to be transmitted

(say for mangoes in three different markets) then it may be enough to rely on

word of mouth among the members. If there are many prices to be communicat-

ed for many different goods, then a more formal presentation of the information

may make more sense. The more complicated the information, the more impor-

4110CHAPTER 5 ..

The first of these questions, identification of the NIlS constituency, is often

the most controversial. It is here that the decision must be made about whether

the system will be inclusive, which allows any interested person access to infor­

mation, or wheth~r it will be exclusive, limiting information to members of a par­

ticular group. This is an important factor in choosing how information will be

communicated since some types of communication (radio, public notice boards)

are more inclusive while others (private meetings, word of mouth between mem­

bers, notice boards in private areas) are more exclusive.

There are often good reasons for favouring either an exclusive or an inclusive

MIS; neither option is inherently more appropriate than the other. While an ex­

clusive system can help equalize the balance of power in a trading system, it also

can antagonize those involved in trading who do not have access to the informa­

tion. In deciding with whom to share information, it is important to assess

whether the benefits of limited access to information would be worth the risk of

antagonizing another, more powerful trading player. In the Philippines, for exam­

ple, when traders felt threatened by the information, they erased data and spread

rumours about the clata's unreliability. The possibility of this type of reaction

needs to be considered when deciding which type of MIS is more appropriate.

It is also important to think about the characteristics of the target population

in selecting the mode of communication. If the users are mostly illiterate, posting

a table of numbers on a bulletin board will be ineffective. If they are broadly dis­

persed, posting information in a central place may not meet their needs. If the

MIS users are too poor to own radios, then broadcasts will not be useful. If they

come from different ethnic groups, they may not understand an announcement

made in just one language.

The second issue concerns the type of information to be transmitted. If the

information is velY simple, communications strategies will be different than if the

information is more complicated. If ~here are only three prices to be transmitted

(say for mangoes in three different markets) then it may be enough to rely on

word of mouth among the members. If there are many prices to be communicat­

ed for many different goods, then a more formal presentation of the information

may make more sense. The more complicated the information, the more impor-

tant it is to use clear visual aids that will help people understand the message be-

ing conveyed. (Some possible methods for visual presentation of information

were covered in the preceding section. )

Question 3 asks the group to think about when,the

information is needed, as this will also affect the way it

is communicated. If the information is required on a

weekly basis for marketing purposes, it is important for

users to receive it on time without having to spend too

much time getting the information. A notice board in a

public place or a short announcement on a local radio programme might be ef-

fective in this case. If information is to be used to diversify product lines, it may

not need to be communicated as often, but it may require more discussion and

explanation. A meeting, once a month or once every two months, would be a

better way to communicate this kind of information.

Question 4 reviews the information gathered in the

There are many options, and it is unlikely that all will

be found in any given community. There are techno-

assessment step on possible communications methods.

logical ways of communicating, such as radio and tele-

vision broadcasts, as well as more local methods such

as posting information on blackboards, making announcements at religious gath-

erings and passing information through local farmers' or women's organizations.

The possibility of using informal communications channels, such as women pass-

ing infOrmation among themselves at a central gathering place, should not be

overlooked.

As with all the other parts of the MIS, decisions

about communications systems should be made on-

ly after considering the resources available to thegiv'eti:, group and whether the expected returns warrant in-

vesting resources in the system. It is best to start out

modestly, increasing the scope of the endeavour on-

ly after it proves its utility. Some forms of communi-

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

tant it is to use clear visual aids that will help people understand the message be­

ing conveyed. (Some possible methods for visual presentation of information

were covered in the preceding section. )

Question 3 asks the group to think about when the

information is needed, as this will also affect the way it

is communicated. If the information is required on a

~ weekly basis for marketing purposes, it is important for

users to receive it on time without having to spend too

much time getting the information. A notice board in a

public place or a short announcement on a local radio programme might be ef­

fective in this case. If information is to be used to diversify product lines, it may

not need to be communicated as often, but it may require more discussion and

explanation. A meeting, once a month or once every two months, would be a

better way to communicate this kind of information.

Question 4 reviews the information gathered in the

assessment step on possible conul1unications methods.

There are many options, and it is unlikely that all will

be found in any given community. There are techno­

logical ways of communicating, such as radio and tele­

vision broadcasts, as well as more local methods such

as posting information on blackboards, making announcements at religious gath­

erings and passing information through local farmers' or women's organizations.

The possibility of using informal communications channels, such as women pass­

ing information among themselves at a central gathering place, should not be

overlooked.

As with all the other parts of the MIS, decisions

about communications systems should be made on­

ly after considering the resources available to the

group and whether the expected returns warrant in­

vesting resources in the system. It is best to start out

modestly, increasing the scope of the endeavour on-

ly after it proves its utility. Some forms of communi-

.......................... MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

cation may be veiy expensive (buying radio time, for example). If the benefits of

having the additional information provided by the radio broadcasts are only mar-

ginal to the MIS group, it may not be worth investing in this form of communi-

cation. Perhaps there could be similar benefits from using a less expensive form

of communication such as a community bulletin board.

In some cases, members may even be willing to pay (in the form of dues to

the MIS group) for the seivices they receive since they know that they earn higher

profits because of them. This money could be used to pay for radio time, if that is

felt to be the most effective way of communicating. Realistically, however, it is of-

ten difficult to predict what the level of benefits will be for MIS paiticipants. This is

another reason to start slowly and modestly, building the complexity and sophisti-

cation of the MIS in relation to the benefits it provides.

MIS users are often tempted to create new commu-

nications channels such as printed leaflets or newsletters

that are devoted to information about the MIS. Groups

sense that this will give them a feeling of pride and ac-

complishment. While this sense of ownership is impor-

tant, establishing new communication mechanisms

should be done with great caution. They often prove to be time-consuming and

expensive. It is generally better to start by using existing communication chan-

nels. New systems should only be put in place when existing systems are found

to be inadequate. Even then, new communications networks should be attempt-

ed once the MIS is well under way, has proven its usefulness, and the users are

confident that the information it generates is accurate and valuable enough to

justify the cost involved in establishing the new communications network.

40CHAPTER 5 ..

cation may be velY expensive (buying radio time, for example). If the benefits of

having the additional information provided by the radio broadcasts are only mar­

ginal to the MIS group, it may not be worth investing in this form of communi­

cation. Perhaps there could be similar benefits from using a less expensive form

of communication such as a community bulletin board.

In some cases, members may even be willing to pay (in the form of dues to

the MIS group) for the selvices they receive since they lmow that they earn higher

profits because of them. This money could be used to pay for radio time, if that is

felt to be the most effective way of communicating. Realistically, however, it is of­

ten difficult to predict what the level of benefits will be for MIS pmticipants. This is

another reason to stalt slowly and modestly, building the complexity and sophisti­

cation of the MIS in relation to the benefits it provides.

MIS users are often tempted to create new commu­

nications channels such as printed leaflets or newsletters

that are devoted to information about the MIS. Groups

sense that this will give them a feeling of pride and ac­

complishment. While this sense of ownership is impor­

tant, establishing new communication mechanisms

should be done with great caution. They often prove to be time-consuming and

expensive. It is generally better to start by using existing communication chan­

nels. New systems should only be put in place when existing systems are found

to be inadequate. Even then, new communications networks should be attempt­

ed once the MIS is well under way, has proven its usefulness, and the users are

confident that the information it generates is accurate and valuable enough to

justify the cost involved in establishing the new communications network.

•••••

COMMUNICATING RESULTS: THE PHILIPPINES

In the Philippines, the MIS group de-cided that the most effective way tocommunicate information was withcentrally-placed blackboards Initially,one blackboard was painted with thenames of the products and the mar-kets where prices were being moni-tored When the record-keeper re-ceived the prices from the data collec-tors, he calculated an average pncefor each good in each market andthen entered the information in theappropriate space on the blackboard

By the second month of operation,farmers from outlying areas hadlearned of the system They request-ed that a second blackboard beplaced where they could see it ontheir way to the market since they didnot regularly pass through the centerof the village With the cooperation ofone of the village elected officials, thissecond blackboard was installed

As people gained interest in the priceinformation, demand grew for add-

COMMUNICATING RESULTS: UGANDA

Choosing the method for communi-cating results proved to be highlycontroversial in the Ugandan villageswhere MISs were tested Both com-munities had problems with the ques-tion of sharing infoimation with thewhole village or limiting it to peoplein the MIS group In one village theparticipants decided to post the re-sults publicly In the end, however,the board was never put up. Insteadresults were discussed privately with-in the group.

tonal notice boards so that userswould not have to go so far to getthe information Several corkboardswere installed in places where peo-ple congregated The local FAO pro-ject staff agreed to provide weeklyprice summary sheets from the infor-mation provided by the record-keeper. These were posted on thecorkboards

The record-keeper also drew trendlines to show how prices hadchanged in the different markets dur-ing the year While this was of onlymodest interest in the first year, by thesecond year users could begin to usethe trend lines to predict price cha ng-es in different markets and to adapttheir marketing strategy accordinglyDuring the April evaluation, for exam-ple, one woman said that she hadginger ready for harvesting but wasgoing to wait until August since thetrend line from the previous year indi-cated that prices were higher in thatmonth

In the other village, the group decid-ed to post results as well as share theinformation in monthly meetings oftheir group While some people wereinitially reluctant to publicize the infor-mation on the community bulletinboard, they eventually decided thatthis was a sound strategy becausestore owners were much more will-ing to participate in the data collec-tion exercise if the information weremade available to whomever was in-terested. They found that they couldobtain better and more complete information if they were willing to postit in a public place.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

i I

COMMUNICAtiNG RESULtS: tHE PHILIPPINES In the Philippines, the MIS group de­cided that the most effective way to communicate information was with centrally-placed blackboards. Initially, one blackboard was painted with the names of the products and the mar­kets where prices were being moni­tored. When the record-keeper re­ceived the prices from the data collec­tors, he calculated an average price for each good in each market and then entered the information in the appropriate space on the blackboard.

By the second month of operation, farmers from outlying areas had learned of the system. They request­ed that a second blackboard be placed where they could see it on their way to the market since they did not regularly pass through the center of the Village. With the cooperation of one of the village elected officials, this second blackboard was installed.

As people gained interest in the price information, demand grew for addi-

tional notice boards so that users would not have to go so far to get the information. Several corkboards were installed in places where peo­ple congregated. The local FAO pro­ject staff agreed to provide weekly price summary sheets from the infor­mation provided by the record­keeper. These were posted on the corkboards.

The record-keeper also drew trend lines to show how prices had changed in the different markets dur­ing the year. While this was of only modest interest in the first year, by the second year users could begin to use the trend lines to predict price chang­es in different markets and to adapt their marketing strategy accordingly. During the April evaluation, for exam­ple, one woman said that she had ginger ready for harvesting but was going to wait until August since the trend line from the previous year indi­cated that prices were higher in that month.

COMMUNICAtiNG RESULtS: UGANDA Choosing the method for communi­cating results proved to be highly controversial in the Ugandan Villages where MISs were tested. Both com­munities had problems with the ques­tion of sharing information with the whole village or limiting it to people in the MIS group. In one village the participants decided to post the re­sults publicly. In the end, however, the board was never put up. Instead results were discussed privately with­in the group.

In the other village, the group decid­ed to post results as well as share the information in monthly meetings of their group. While some people were initially reluctant to publicize the infor­mation on the community bulletin board, they eventually decided that this was a sound strategy because store owners were much more will­ing to participate in the data collec­tion exercise if the information were made available to whomever was in­terested. They found that they could obtain better and more complete in­formation if they were willing to post it in a public place .

.. ·······MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CO

The problems uncovered by monitoring may be small or large. Perhaps

when the sun shines on the blackboard the results are hard to read. A very mi-

nor adjustment, such as shifting the blackboard placement or building an awning,

may solve the problem. Larger problems, such as users misinterpreting the infor-

mation provided by the system, may call for a more complex solution, such as a

new or expanded training programme.

ANTICIPATING THE EVALUATION

It may seem premature to think about the evaluation before the MIS is fully

under way, but it is impoitant to programme regular evaluations right from the

start. Evaluations, along with regular monitoring, are critical to ensuring that the

MIS is meeting the needs of the participants. Because the evaluation measures

changes that take place as a result of the MIS, it can be helpful to collect data

about users before the MIS is implemented. If, for example, the purpose of the

MIS is to increase sales, information on the rate of sale before the project starts

can be recorded. If the objective is to increase the price sellers receive, then data

on what they are getting before the MIS starts will be useful when it comes time

to evaluate changes in sales price. Much of this information is available from the

assessment that was done in Step II.

As noted above, monitoring is a regular activity that focuses on the specific

activities carried out in the MIS and any problems in implementing those activi-

ties. The evaluation takes a broader look. It starts by assessing whether the initial

goals and objectives continue to make sense in relation to the needs of the users.

Then it looks at whether the system that has been put in place is effective in

meeting the goals and how it might be improved. It is also important to evaluate

whether the system is progressing toward being locally sustainable. It will un-

doubtedly receive a certain amount of assistance in the beginning while the fa-

cilitator provides technical guidance, but the system should progressively move

toward being independent.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The problems uncovered by monitoring may be small or large. Perhaps

when the sun shines on the blackboard the results are hard to read. A velY mi­

nor adjustment, such as shifting the blackboard placement or building an awning,

may solve the problem. Larger problems, such as users misinterpreting the infor­

mation provided by the system, may call for a more complex solution, such as a

new or expanded training programme.

ANTICIPATING THE EVALUATION

It may seem premature to think about the evaluation before the MIS is fully

under way, but it is impOltant to programme regular evaluations right from the

start. Evaluations, along with regular monitoring, are critical to ensuring that the

MIS is meeting the needs of the participants. Because the evaluation measures

changes that take place as a result of the MIS, it can be helpful to collect data

about users before the MIS is implemented. If, for example, the purpose of the

MIS is to increase sales, information on the rate of sale before the project starts

can be recorded. If the objective is to increase the price sellers receive, then data

on what they are getting before the MIS starts will be useful when it comes time

to evaluate changes in sales price. Much of this information is available from the

assessment that was done in Step II.

As noted above, monitoring is a regular activity that focuses on the specific

activities carried out in the MIS and any problems in implementing those activi­

ties. The evaluation takes a broader look. It starts by assessing whether the initial

goals and objectives continue to make sense in relation to the needs of the users.

Then it looks at whether the system that has been put in place is effective in

meeting the goals and how it might be improved. It is also important to evaluate

whether the system is progressing toward being locally sustainable. It will un­

doubtedly receive a certain amount of assistance in the beginning while the fa­

cilitator provides technical guidance, but the system should progressively move

toward being independent.

..... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

At this stage in the design, the following issues should be discussed.

What kind of issues will be addressed in the evaluation?

What kind of information is needed as a baseline record

of how things were before the project got started?

Who will do the evaluation?When will the evaluations take place?

A decision should be made on when evaluations will be carried out. The

first evaluation should be soon after the operation of the MIS is regularized, prob-

ably within the first six months. Thereafter, evaluation should take place at stan-

dard inteivals, such as once a year.

The evaluation should be done by a team that includes those who work with

the MIS and have been involved in its implementation, as well as those who have

not had regular contact with the system. It is often useftil to have at least one out-

sider on the team, such as an extension agent or a project official who is not from

the village. They may notice things and add a perspective that local people will

not have. The team should gather information from members of the MIS group,

from users not in the group (if there are any) and from non-users who were giv-

en the opportunity to use the system but chose not to. It is important to include

non-users because one purpose of the evaluation is to understand why people do

or do not use the system and how (if this is one of the objectives) it might be ex-

panded to a larger population. (This would not be relevant if the group has de-

cided to make its MIS exclusive to the group.) Generally, the evaluation will try

to assess who has (and has not) benefited from the MIS and what thenature/magnitude of the benefits have been to the users. Appendix 5 reviews

some of the checklists and tools used in the Uganda and Philippines evaluations.

CHAPTER 5"

At this stage in the design, the following issues should be discussed.

1 . What kind of issues will be addressed in the evaluation? b~7i'2?A~"",,;,30iJH4~,;:g~?i;g?fg'8"~-,y!0;:0:0"'~"Z:Gd2J.)27'J;h""\'S8CC-??<-i6"j'2Sf!GK;J:ZtB'!i//7!!:;;~"'FJ!,wz'dJ!f!(:;;:::zg::"':C--':!3J§;",,-''';;s''3;S:::;:;4;;:J:3ff±."?!f1!iY22>"''?-:;~~E-;;;I2'''':?-''>'~

2. What kind of information is needed as a baseline record ~~~~'f[fjJ§J?{",:;{?;Ji£e;:y~"",~~~~jlr'2?J2Z:Th"?!!I452J+£Oj!f0!:rgj;fg;(f!J:~~'ii0i;:+~%J7YL'>$:;3S3tF?!i75F7i;:'!H;;::;i2":;;,"";:;;':C4;;\" ',Z::')'7::T"Y'%XT]

rJbjS",~~~<2:!sw~2:~1!J!!!!lg~¥':a{~!~wg~!~'~,,!11~'%.e!2j.~~t921,l!gr1~9,? 3. Who will do the evaluation? f)ffiji~V::;;;&){;Sk:Xf!!!~~Z<:*"if!)J!J;:fjZ!x?%;'ft.,3P~~/fy5:;Y;;&~12-~-:::?iiZ-."7T'S{)j[§{3f;~";.:;P27fs.YJ;J

i~~_~!l~2'l2P~llLt~~X~~gt!2!l~£Pt~!~~ke!~~~Z

A decision should be made on when evaluations will be carried out. The

first evaluation should be soon after the operation of the MIS is regularized, prob­

ably within the first six months. Thereafter, evaluation should take place at stan­

dard intelvals, such as once a year.

The evaluation should be done by a team that includes those who work with

the MIS and have been involved in its implementation, as well as those who have

not had regular contact with the system. It is often useful to have at least one out­

sider on the team, such as an extension agent or a project official who is not from

the village. They may notice things and add a perspective that local people will

not have. The team should gather information from members of the MIS group,

from users not in the group (if there are any) and from non-users who were giv­

en the opportunity to use the system but chose not to. It is important to include

non-users because one purpose of the evaluation is to understand why people do

or do not use the system and how (if this is one of the objectives) it might be ex­

panded to a larger population. (This would not be relevant if the group has de­

cided to make its MIS exclusive to the group.) Generally, the evaluation will by

to assess who has (and has not) benefited from the MIS and what the

nature/magnitude of the benefits have been to the users. Appendix 5 reviews

some of the checklists and tools used in the Uganda and Philippines evaluations.

ISSUES TO DE CONSIDERED IN AN MIS EVALUATION

The issues included in an MIS evaluation will depend greatly on the nature of itsobjectives The following list includes broad areas of interest that the evaluationsystem can assess

Physicalstructure

Is the system struc-tured well to ga-thers process anddisseminate infor-mation?

Are the collectorsdoing their jobs?

Is the equipmentsufficient?

Was training ofusers, collectorsand analysts ade-quate?

Level ofawarenessand frequen-cy of use

Who is aware ofthe system and aspurpose?

Who is using theinformation fromthe MIS and howoften?

How are theyusing the informa-tion?

Utility andquality of thedata

Is the informationaccurate? Ap-propi late?

Is enough informa-tion provided?

Is the informationhelpful? Rele-vant?

Is the informationtimely enough interms of users'needs, harvestingschedules, marketdays, product per-ishability?

Have profit mar-gins and/or in-come of use5 in-creased?

Sustainabilityof the system

Are there future fi-nancing prospectsfor the system?

Is there local enthu-siasm for the MIS?

Can/should thesystem be institutio-nalized?

Achievementof objectivesand goals

Has market trans-parency in-creased?

Has awareness ofand interest in malketing informationincreased?

Is the informationbeing used as in-tended?

Are users more in-formed than non-users?

Are users more in-formed than theywere before imple-mentation of theMIS? (Compare current knowledge toinformation gath-ered in Step II.)

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

ISSUES TO 8E CONSIDERED IN AN MIS EVALUATION The issues included in an MIS evaluation will depend greatly on the nature of its objectives. The following list includes broad areas of interest that the evaluation system can assess.

Physical Level of Utility and Sustainability Achievement structure awareness quality of the of the system of objectives

and frequen- data and goals cy of use

Is the system struc- Who is aware of Is the information Ne there future fi- Has market trans-tured well to ga- the system and its accurate? Ap- nancing prospects parencyin-thers process and purpose? propriate? for the system? creased? disseminate infor-

Who is using the Is enough informa- Is there local enthu- Has awareness of mation? information !Tom tion provided? siasm for the MIS? and interest in mar

Ne the collectors the MIS and how Is the information Can/should the

keting information doing their jobs? often?

helpful? Rele- system be institutio-increased?

Is the equipment How are they vant? nalized? Is the information sufficient? using the informa-

Is the information being used as in-

Was training of tion?

timely enough in tended?

users, collectors terms of users' Ne users more in-and analysts ade- needs, harvesting formed than non-quate? schedules, market users?

days, product per-Ne users more in-ishability ? formed than they

Have profit mar- were before imple-gins and/or in- mentation of the come of users in- MIS? (Compare cur creased? rent knowledge to

information gath-ered in Step II.)

·············MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

In the Philippines, the first MIS site wasevaluated after four months. The eval-uation assessed overall operation andmanagement, areas for improvementand lessons that might help when ap-plying the MIS to other sites The eval-uation team included the facilitator,an FAO consultant, representatives ofthe social forestry project in the areaand members of the local farmers' as-sociation who had been involved inMIS design and implementation Theevaluation involved visits to farmhouseholds and a survey of the farm-er/users and volunteer data collec-tors

The evaluation first reviewed the goalsand objectives of the MIS and consid-ered feedback received dui ing month-ly meetings and through other infor-mal mechanisms The team devel-oped a survey to determine howmuch participants' knowledge of themarket had increased, their aware-ness of the system and their ideas forhow the system could be improved.

Doug/facilitator

Planning/Design

Implementation

EVALUATING THE MIS: THE PHILIPPINES

The sample questions were first testedwith the data collectors (see Appendix5 for the evaluation questionnaire thatwas used) The questionnaire wasthen administered to the data collec-tors, the record- keeper and membersof the local population (including across section of people living bothnear and far from the road) The re-port from the evaluation outlined op-portunities for improvement and ex-pansion of the system

A second evaluation was held the fol-lowing year using more qualitativetechniques such as Rapid Rural Apprai-sal To determine, for example, wheth-er the group was becoming less de-pendent on the facilitator, a matrixwas used to compare the role eachplayed in planning/design and imple-mentation during different time pen-ods Participants divided 10 stonesamong the "group" and "facilitator"boxes to indicate which had played amore important role. From the exam-ple in Sta. Catalina (below), it is evi-dent that the group felt it was takingan increasingly-important role, particu-larly in project design.

1

FO FO FO FOF3 75 56 48 28 Z

28 28 29 14 6

EVALUATING THE MIS: THE PHILIPPINES In the Philippines, the first MIS site I/I(as evaluated after four months. The eval­uation assessed overall operation and management, areas for improvement and lessons that might help when ap­plying the MIS to other sites. The eval­uation team included the facilitator, an FAO consultant, representatives of the social forestry project in the area and members of the local farmers' as­sociation who had been involved in MIS design and implementation. The evaluation involved visits to farm households and a survey of the farm­er/users and volunteer data collec­tors.

The evaluation first reviewed the goals and objectives of the MIS and consid­ered feedback received during month­ly meetings and through other infor­mal mechanisms. The team devel­oped a survey to determine how much participants' knowledge of the market had increased, their aware­ness of the system and their ideas for how the system could be improved.

The sample questions were first tested with the data collectors (see Appendix 5 for the evaluation questionnaire that was used). The questionnaire was then administered to the data collec­tors, the record- keeper and members of the local population (including a cross section of people living both near and far from the road). The re­port from the evaluation outlined op­portunities for improvement and ex­pansion of the system.

A second evaluation was held the fol­lowing year using more qualitative techniques such as Rapid Rural Apprai­sal. To determine, for example, wheth­er the group was becoming less de­pendent on the facilitator, a matrix was used to compare the role each played in planning/design and imple­mentation during different time peri­ods. Participants divided I 0 stones among the "group" and "facilitator" boxes to indicate which had played a more important role. From the exam­ple in Sta. Catalina (below), it is evi­dent that the group felt it was taking an increasingly-important role, particu­larly in project design.

Goup(f~cilitator Planning/Design

G 3

8

(} (} 5 5 6

F (} F (} F 4 8 Z 8 Z

~~,d.AV _'AhA A~A'dAA~AM_~'~

Implementation 8 Z 8 Z 9 1 4 6

CHAPTERS ..............................................................................................................................................................................................................•

The purpose of the Uganda evalua-tion was to examine changes in mar-ket knowledge and transparency, andto assess the impact of the MIS on theusers' business activities.

The evaluation took three and a halfdays in each village and employed arange of Rapid Rural Appraisal tools in-cluding semi-structured interviewingFor each semi-structured interview, aquestion guide was prepared to en-sure that all the topics were covered(see the example in Appendix 5) Anumber of visual techniques were alsoused to help people express theiropinions on the project

To get information on participants'knowledge of market transparency,people were asked to draw the mar-keting chain for products included in

EVALUATING THE MIS: UGANDA

the MIS By comparing the diagramsto those that had been made dunngthe assessment step of the MIS, it waseasy to see how knowledge of themarket had changed The marketchain diagrams of project participantsalso were compared to diagramsdrawn by handicraft traders whowere not part of the MIS These tech-niques permitted both before/aftercompansons and participant/non-participant comparisons

To gather information about the bene-fits of the MIS, a list of possible bene-fits was compiled by group membersThey then ranked those benefits interms of how important they thoughtthey were to their business and ac-cording to whether they felt the pro-ject had helped in delivering them

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

" ·····;'·$~·:·t~~f«A;ii~1~t·~lj~~~j&~ji~~··:. Thepurpose~f theUgClnrj~ eV~18~-Jt6eMls,~}\~rriparihg the diagrams tion wastoexamine.£hanges.iomar-:·· totho~¢thattJEld;jjeen made during ket knowledge and transparencYiand.. . the assessment step of the MIS, it was to assess the impact of the MIS on the easy to see how knowledge of the· users' business activities; market had .changed. The market

The evaluation took three and a half days in each village and employed a range of Rapid Rural Appraisal tools in­cluding semi-structured interviewing. For each semi-structured interview, a question guide was prepared to en­sure that al/ the topics were covered (see the example in Appendix 5). A number of visual techniques were also used to help people express their opinions on the project.

To get information on participants' knowledge of market transparency, people were asked to draw the mar­keting chain for products included in

chain diagrams of project participants also were compared to diagrams drawn by handicraft traders who were not part of the MIS. These tech­niques permitted both before/after comparisons and participant/non­participant comparisons.

To gather information about the bene­fits of the MIS, a list of possible bene­fits was compiled by group members. They then ranked those benefits in terms of how important they thought they were to their business and ac­cording to whether they felt the pro­ject had helped in delivering them.

e· ......................................................................................... ················MARI<ETlNG INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Issues That Arise Oncethe MIS is Operational

CHAPTER 6

The most effective MISs start with modest objectives and a fairly simple structure.

Once the system is running smoothly and there is a demonstrated interest and

commitment among participants, the MIS can expand gradually to meet the ad-

ditional needs of its users. However, even the best planned MISs are likely to en-

counter problems at some point during implementation. In many cases, these are

relatively minor and can be overcome by small adjustments. In other cases, the

problems require more complex solutions. This last section of the field manual

addresses the issues of expanding the scope of the MIS as the need arises and

dealing with some of the most common problems that occur during implemen-

tation.

EXPANDING THE SCOPE OF THE MIS

While evety MIS will be different, it is advisable for all MISs to have limited

scope in the beginning. Participants should start with modest expectations of

what the MIS can accomplish and then focus on meeting those goals. This ap-

proach is far more rewarding than starting with high expectations and then fail-

ing. During the planning stage it is crucial to prioritize the objectives and activi-

ties of the MIS, starting with those that promise the greatest rewards and are the

most likely to succeed. Once those are accomplished, and the participants gain

experience with the system, it is reasonable to take on more ambitious objectives

and to add activities.

There are several ways in which the MIS can expand. The categories below

indicate developments which may be appropriate as the MIS demonstrates its val-

ue and effectiveness. It should always be kept in mind, however, that expansion

CO

Issues That Arise Once the MIS is Operational

CHAPTER 6 ...

The most effective MISs start with modest objectives and a fairly simple structure.

Once the system is running smoothly and there is a demonstrated interest and

commitment among participants, the MIS can expand gradually to meet the ad­

ditional needs of its users. However, even the best planned MISs are likely to en­

counter problems at some point during implementation. In many cases, these are

relatively minor and can be overcome by small adjustments. In other cases, the

problems require more complex solutions. This last section of the field manual

addresses the issues of expanding the scope of the MIS as the need arises and

dealing with some of the most common problems that occur during implemen­

tation.

EXPANDING THE SCOPE OF THE MIS

While evelY MIS will be different, it is advisable for all MISs to have limited

scope in the beginning. Participants should start with modest expectations of

what the MIS can accomplish and then focus on meeting those goals. This ap­

proach is far more rewarding than starting with high expectations and then fail­

ing. During the planning stage it is crucial to prioritize the objectives and activi­

ties of the MIS, starting with those that promise the greatest rewards and are the

most likely to succeed. Once those are accomplished, and the participants gain

experience with the system, it is reasonable to take on more ambitious objectives

and to add activities.

There are several ways in which the MIS can expand. The categories below

indicate developments which may be appropriate as the MIS demonstrates its val­

ue and effectiveness. It should always be kept in mind, however, that expansion

should take place only if there is a demonstrated need for additional information

or activities. If a small, simple MIS meets the needs of participants, it may be

most appropriate to keep it that way.

Increasing--the magnitudeof the MIS while

continuing to gatherthe same kind

of informationin the same way.

changes made, it may be

MIS operations do not necessarily need to change

substantially while increasing the number of loca-

tions where information is collected and dissemi-

nated or increasing the list of products that are sur-

veyed. However, participants must be prepared to

respond to the greater management demands of a

more complex system. Depending upon thenecessaiy to recruit and train additional data collectors.

The MIS group should review the system that is used to collect, analyse and dis-

tribute information to ensure that it can accommodate the increased burden.

Changing the kind Once the system is functioning, it can be adaptedof information to collect different kinds of information. Perhaps it

being gathered. began by collecting only simple price data. Later, it

might add information about the quality of goods

being sold, noting how prices vary for different grades or levels of processing. It

might also track changes in the quantities sold during the year in order to un-

derstand demand patterns. The group may decide to move further into under-

standing the marketing chain, rather than limiting the MIS to the relationship with

local traders. An expansion of this kind may require recruiting more data collec-

tors or demand that existing collectors spend more time on the project. It may re-

quire additional training both in data collection and analysis.

Using the same data A third possibility for expanding the MIS would be

for different types to keep the same data, but to analyse it in newof analysis. ways. Price data used to compare the daily rate be-

tween markets could also track changes over the

year in a given market. This would not usua4 involve any changes in data col-

lection, but record-keepers and analysts might require additional training. It might

also be necessaiy to train users so that they can take advantage of the new in-

formation.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

should take place only if there is a demonstrated need for additional information

or activities. If a small, simple !VIIS meets the needs of participants, it may be

most appropriate to keep it that way.

L'J_crea~ir!9,

,tI1~. maglJitud~

of the MIS while r "- , '" " ' ~,' ' " '_l

,<:Qf1tinuilJg10 gi:!!h~~ the same kind ! - --.:::-::'~- -~'-j

of information r

,in th~ sC1m~waY·j

MIS operations do not necessarily need to change

substantially while increasing the number of loca­

tions where information is collected and dissemi­

nated or increasing the list of products that are sur­

veyed. However, participants must be prepared to

respond to the greater management demands of a

more complex system. Depending upon the

changes made, it may be necessaty to recruit and train additional data collectors.

The MIS group should review the system that is used to collect, analyse and dis­

tribute information to ensure that it can accommodate the increased burden.

rC::h~tlgjng.tt!~ .. l<inQ of information r;-- - - ~_-- - ---'--~'-'1

I?eing .gatherecf.

Once the system is functioning, it can be adapted

to collect different kinds of information. Perhaps it

began by collecting only simple price data. Later, it

might add information about the quality of goods

being sold, noting how prices vaty for different grades or levels of processing. It

might also track changes in the quantities sold during the year in order to un­

derstand demand patterns. The group may decide to move further into under­

standing the marketing chain, rather than limiting the MIS to the relationship with

local traders. An expansion of this kind may require recruiting more data collec­

tors or demand that existing collectors spend more time on the project. It may re­

quire additional training both in data collection and analysis.

rUstlJ:9th~.~am~-,c:fataj

for J:f.i.fferent typ~~

,of Clnalys!~.j

A third possibility for expanding the MIS would be

to keep the same data, but to analyse it in new

ways. Price data used to compare the daily rate be-

tween markets could also track changes over the

year in a given market. This would not usually involve any changes in data col-

lection, but record-keepers and analysts might require additional training. It might

also be necessaty to train users so that they can take advantage of the new in­

formation.

·············MAR/(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 6

Expanding users The nature of the information that is collected andcapacity to exploit analysed does not necessarily need to change ininformation, order to expand the MIS. Expansion can focus on

training users in different ways to use information

that is already being collected and disseminated. Perhaps users already know

how to utilize price information to select the best marketing outlet. The next step

may be to train them to use price information to calculate profit margins and de-

cide whether they should sell their goods or store them in anticipation of higher

prices.

Using information The MIS may identify new ways of using informa-

in different ways. tion to benefit the community. Instead of just pro-

viding information to individual users, for example,

the group may be able to encourage changes in the market, If quality standards

have been vague, perhaps the producers can work with buyers to establish clear

criteria for grading products. If certain people in the market chain are found to

be disregarding existing standards or otherwise unfairly exploiting producers, sys-

tematic reporting of these practices may encourage local authorities to enforce

the rules. This type of MIS activity requires a higher level of organization in the

user group, but it may have a significant impact if it empowers producers relative

to others in the marketing chain. It may require training in new skills such as ne-

gotiation and conflict resolution.

just as the planning of the initial MIS was done in a gradual and systematic man-

ner, any expansion of goals and activities needs to be undertaken with equal

care. The steps of the initial design process should be followed when there is

any significant expansion in the MIS to ensure that all the potential implications

of the changes have been considered. Any expansion must be carefully thought

out to ensure that the benefits of increasing information outweigh the costs in

time and money of obtaining that information.

CHAPTER 6··

~~PJ!I'1f'1'J9.H~~·~~ .cc!R~~1t¥7!C:>·~~R'.Rj~ information. 1'- "~, ~'\- -, - - ' - " .••• ,. ", • '0 ''',

The nature of the information that is collected and

analysed does not necessarily need to change in

order to expand the MIS. Expansion can focus on

training users in different ways to use information

that is already being collected and disseminated. Perhaps users already know

how to utilize price information to select the best marketing outlet. The next step

may be to train them to use price information to calculate profit margins and de­

cide whether they should sell their goods or store them in anticipation of higher

prices .

.Y§;n9;[lJ9t~i'!i~;>n

Jv~~i{fe~~'Jl.'rJt~'i~·.

The MIS may identify new ways of using informa­

tion to benefit the community. Instead of just pro-

viding information to individual users, for example,

the group may be able to encourage changes in the market. If quality standards

have been vague, perhaps the producers can work with buyers to establish clear

criteria for grading products. If certain people in the market chain are found to

be disregarding existing standards or othelwise unfairly exploiting producers, sys­

tematic reporting of these practices may encourage local authorities to enforce

the rules. This type of MIS activity requires a higher level of organization in the

user group, but it may have a significant impact if it empowers producers relative

to others in the marketing chain. It may require training in new skills such as ne­

gotiation and conflict resolution.

Just as the planning of the initial MIS was done in a gradual and systematic man­

ner, any expansion of goals and activities needs to be undertaken with equal

care. The steps of the initial design process should be followed when there is

any significant expansion in the MIS to ensure that all the potential implications

of the changes have been considered. Any expansion must be carefully thought

out to ensure that the benefits of increasing information outweigh the costs in

time and money of obtaining that information.

The Sta Catalina MIS expanded alongseveral dimensions as the experienceprogressed. Starting with one black-board, the MIS eventually posted infor-mation in seven locations in responseto farmers' requests Farmers alsoasked for pnce information about ad-ditional products, especially near har-vest time Fresh and processed pine-apple were added, for example, in re-sponse to such requests As time wenton, participants realized that theycould use the system to gather othertypes of useful information They be-gan sharing information about trad-ers (their names and locations), theamount of produce being demandedin different markets, and quality andpackaging requirements Traders, whohad initially been suspicious of the ac-tivity, realized that it could be useful tothem as well They identified potentialsuppliers by telling the data collectorswhat they needed The data collec-tors announced the traders' requestson the MIS blackboards which facilitat-ed contact between producers andsuppliers

MIS EXPANSION IN THE PHILIPPINES

When the project was evaluated, theteam made several additional recom-mendations for how the system couldbe expanded to complement whatparticipants had already done Theyparticularly identified how participantsmight be trained to make more effec-tive use of the information being gen-erated by the MIS The evaluators alsonoted that information from the MISmight be used to identify how valuecould be added through processing

In another Philippines site, a group ofupland farmers using an MIS to col-lect price information from differentmarkets realized that it could earnmore by sending their product to adistant urban centre They identifiedtransport as a major impediment So,they decided to study the transportmarket and seek ways to decreasetheir costs Eventually, they deter-mined they could benefit by sharingthe costs of transport and marketingThey began using the community bul-letin board not only for price informa-tion but to allow farmers to indicatewhen they had produce to transportIn this way farmers could find othersinterested in shanng the cost of atransportation

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTSe·

.. ·lhe'St~YtataUba<ryiISexpa~81?(j.aldng sE:v(2raJ iclimensions ast/Jeexpetience fJr<?gressed:Starting with one bla{:k­board, the MIS eventually posted infor-

.. m21tion· in seven locations in response to farmers'. requests. Farmers also asked for price informCltion about ad­ditional products, especially near hCl[­vest time. Fresh and processed pine­apple were added, for example, in re­sponse to such requests. No time went on, participants realized that they could use the system to gather other types of useful information, They be­gan sharing information about trad­ers (their names and locations), the amount of produce being demanded in different markets, and quality and

. packaging requirements. Traders, who had initially been suspicious of the ac­tivity, realized that it could be useful to them as well. They identified potential suppliers by telling the data collectors what they needed. The data collec­tors announced the traders' requests on the MIS blackboards which facilitat­ed contact between producers and suppliers.

Wh~rY '. .. '.. > /f~~seva/UClteditne team. mClde seVercjl~k:ldi9onalrec()!U-· mendati(1)s for how the system coUJ.d be expanded to' complement what participants had already done. They particularly identified how participants might be trained to make more effec­tive use. of the information being gene era ted by the MIS. The evaluators also noted that informationrrom the MIS might be used to identify how value could be added through processing.

In another Philippines site, a group of upland farmers using an MIS to col­lect price information from different markets realized that it could earn more by sending their product to a distant urban centre. They identified transport as a major impediment. So, they decided to study the transport market and seek ways to decrease their costs. Eventually, they deter­mined they could benefit by sharing the costs of transport and marketing. They began using the community bUl­letin board not only for price informa­tion but to allow farmers to indicate when they had produce to transport. In this way farmers could find others interested in sharing the cost of a transportation.

· .. ···· .. ·· .. ·MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 6

PROBLEMS THAT COMMONLY OCCURIN IMPLEMENTING AN MIS

A number of problems often plague MIS implementors but, in almost all cas-

es, it is possible to find creative solutions. The key, as discussed in the monitor-

ing section above, is to catch the problems early so solutions can be found be-

fore the problems become so large they challenge the credibility and viability of

the system. The following list notes some of the difficulties that have been en-

countered by MIS groups to date. It does not attempt to be comprehensive, nor

does it prescribe solutions since standardized solutions rarely fit real problems. It

does, however, note some of the solutions that MIS groups have found for their

own situations.

Lack'of standardized package sizes and quality grades

It will sometimes be difficult to gather information on product prices be-

cause they are sold in irregular measures and/or with a mix of goods that vary in

quality. There are several solutions to this problem.

rrfFind out what measuring system traders/purchasers use to determine price.This system can be used by data collectors and taught to producers. Simply

learning the standards may be a step toward rendering the market more trans-parent for producers.

4If it is impossible to identify a single price, list a range for a given product.19("Mangoes sell for between 53 and 72 per box in X market depending on

how ripe they are. ")

Over time, work with producers and traders to develop standards for pack-aging, quantities and grades for various products.

Difficulty obtaining sensitive data

MIS data collectors are almost always users who have volunteered to collect

information. They have no particular status or credibility with traders or other peo-

ple from whom they collect information. This may lead to suspicion and resis-

tance. In the Philippines, one group of traders thought data collectors were sent

by the government to locate illegal fuelwood and charcoal producers. Another

group of traders suspected that the data collectors were agents sent by foreigners.

CHAPTER 6 ...

PROBLEMS THAT COMMONLY OCCUR

IN IMPLEMENTING AN MIS

A number of problems often plague MIS implementors but, in almost all cas­

es, it is possible to find creative solutions. The key, as discussed in the monitor­

ing section above, is to catch the problems early so solutions can be found be­

fore the problems become so large they challenge the credibility and viability of

the system. The following list notes some of the difficulties that have been en­

countered by MIS groups to date. It does not attempt to be comprehensive, nor

does it prescribe solutions since standardized solutions rarely fit real problems. It

does, however, note some of the solutions that MIS groups have found for their

own situations.

• .~S~B!,~.t~ng~~gJ!~~ .. R~~iC!9~ .. ~j!~~'C~l1SL.9'~~.!.!!XSio9!~g~~ It will sometimes be difficult to gather information on product prices be­

cause they are sold in irregular measures and/or with a mix of goods that valY in

quality. There are several solutions to this problem.

ffT Find out what measuring system traders/purchasers use to determine price. This system can be used by data collectors and taught to producers. Simply

learning the standards may be a step toward rendering the market more trans­parent for producers.

Jf. If it is impossible to identify a single price, list a range for a given product. eO", ("Mangoes sell for between 53 and 72 per box in X market depending on

how ripe they are. ")

Over time, work with producers and traders to develop standards for pack­aging, quantities and grades for various products.

MIS data collectors are almost always users who have volunteered to collect

information. They have no palticular status or credibility with traders or other peo­

ple from whom they collect information. This may lead to suspicion and resis­

tance. In the Philippines, one group of traders thought data collectors were sent

by the government to locate illegal fuelwood and charcoal producers. Another

group of traders suspected that the data collectors were agents sent by foreigners.

In planning training activities, there are three key questions.

What are the components of the MIS which require

some training of the participants?

Who are the people who need to be trained?

What training resources are available?

In determining the training programme, the first question is exactly what

kind of training is needed to make the MIS functional. This will vary greatly de-

pending on the complexity of the MIS and what people in the community al-

ready know how to do. Many meeting and decision-making skills will have been

acquired in the process of designing the MIS. The best way to focus this question

and to be sure that no major components are overlooked probably will be to re-

view, one by one, each of the MIS activities that have been proposed in the pre-

vious design steps. Begin by thinking about how the MIS will be structured. Is

there an association that will manage the system, or an individual? In some com-

munities, people have ample experience with committees and group activities. In

others, where there is less experience, basic training in such skills as managing

meetings and making decisions in a group may be needed.

Next review the data collection procedures that are to be put in place. There

is almost certainly going to be some training required at this stage, even if it is

only to standardize the terms and procedures that are used, to ensure that com-

parable data are collected by all the participants. Training may, similarly, be re-

quired for the record-keeper(s). It is also likely that at least some training will be

required to teach people how to average figures or how to analyse data. This

task may be more or less complex depending on the system that is put in place.

In some communities, people will need help in putting information into bar

graph form; in others they will know how to do this already. Instead, they may

need help in some more complicated calculations, such as determining the

"break-even point" so that the selling price covers all the costs of production.

If the communications system does not resemble something already being

practised in the community, some training also may be required at this stage.

This might involve showing people how to prepare effective visual presentations

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS- ..

In planning training activities, there are three key questions.

,!;~~"!/n~t~t~S!!1~~.9mH~n~n!~~tJf]~200~·.Y'!tJj,~!:l.o~~.HMi[~ ",?~~~m~ .. !t~jnln~T9f!!l~gaJ:BsjR~IJ!~.?' • ?~h2.~J~ .. !!I~"R~gI?J~Y'!1]2J!~~~. t()R~!tC!iD~JJcc?' ,~ ,"~b~!,ltf11n~n9F!~~,Q.~.[~~~s .. ~r~.~K~j/~!2~.~Z

In determining the training programme, the first question is exactly what

kind of training is needed to make the MIS functional. This will valY greatly de­

pending on the complexity of the MIS and what people in the community al­

ready know how to do. Many meeting and decision-making skills will have been

acquired in the process of designing the MIS. The best way to focus this question

and to be sure that no major components are overlooked probably will be to re­

view, one by one, each of the MIS activities that have been proposed in the pre­

vious design steps. Begin by thinking about how the MIS will be structured. Is

there an association that will manage the system, or an individual? In some com­

munities, people have ample experience with committees and group activities. In

others, where there is less experience, basic training in such skills as managing

meetings and making decisions in a group may be needed.

Next review the data collection procedures that are to be put in place. There

is almost certainly going to be some training required at this stage, even if it is

only to standardize the terms and procedures that are used, to ensure that com­

parable data are collected by all the participants. Training may, similarly, be re­

quired for the record-keeperCs). It is also likely that at least some training will be

required to teach people how to average figures or how to analyse data. This

task may be more or less complex depending on the system that is put in place.

In some communities, people will need help in putting information into bar

graph form; in others they will know how to do this already. Instead, they may

need help in some more complicated calculations, such as determining the

"break-even point" so that the selling price covers all the costs of production.

If the communications system does not resemble something already being

practised in the community, some training also may be required at this stage.

This might involve showing people how to prepare effective visual presentations

. .. ······MARJ(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The Philippine MIS issued vests and, ultimately, identification cards to data col-

lectors in an effort to clarify their role. There are alternate approaches.

Ask a respected group or individual in the area to endorse the activities ofthe MIS and help spread information about its goals.

Vg,5Meet directly with the people who will be asked to supply information to- explain the system and introduce the data collectors.

Train the data collectors to explain what they are doing and why they areasking for information.

§A Ask participants who use the information to mention the MIS to traders andexplain the purpose of the activity.

Attempts to discredit the system

In many cases, the purpose of the MIS is to change the power relationship

between the producers and others higher in the marketing chain. The more suc-

cessful the MIS, the more likely it will provoke those who resent the increasing

power of the producers. If the MIS threatens the information monopoly held by

traders, for example, the traders may attempt to discredit the information collec-

tors and the entire MIS system. This happened in the initial steps of an MIS that

was established for fruit sellers in Brazil. Traders, who felt threatened by the sys-

tem, spread rumours that the MIS information was unreliable and false. System

operators responded by making sure that the information they provided was ab-

solutely flawless, thereby maintaining the trust of users. Over time the traders re-

alized that the information service could help them too. They began using the

system to get information about what producers wanted to sell and were able to

expand the number of products they traded (Schubert, 1983).

If this problem is encountered several strategies can be used.

0rrvOvercome

rumours by proving them wrong. Take special pains to ensurethat the information provided by the MIS is flawless.

Launch a counter campaign with the support of influential people in the0% community.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The Philippine MIS issued vests and, ultimately, identification cards to data col­

lectors in an effort to clarify their role. There are alternate approaches.

~Ask a respected group or individual in the area to endorse the activities of the MIS and help spread information about its goals.

_",:;'Meet directly with the people who will be asked to supply information to - explain the system and introduce the data collectors.

Train the data collectors to explain what they are doing and why they are asking for information.

,~ Ask participants who use the information to mention the MIS to traders and . explain the purpose of the activity.

In many cases, the purpose of the MIS is to change the power relationship

between the producers and others higher in the marketing chain. The more suc­

cessful the MIS, the more likely it will provoke those who resent the increasing

power of the producers. If the MIS threatens the information monopoly held by

traders, for example, the traders may attempt to discredit the information collec­

tors and the entire MIS system. This happened in the initial steps of an MIS that

was established for fruit sellers in Brazil. Traders, who felt threatened by the sys­

tem, spread rumours that the MIS information was unreliable and false. System

operators responded by making sure that the information they provided was ab­

solutely flawless, thereby maintaining the trust of users. Over time the traders re­

alized that the information service could help them too. They began using the

system to get information about what producers wanted to sell and were able to

expand the number of products they traded (Schubert, 1983),

If this problem is encountered several strategies can be used.

m Overcome rumours by proving them wrong. Take special pains to ensure that the information provided by the MIS is flawless.

I. Launch a counter campaign with the support of influential people in the a 09 community .

......... ·············MARI<ETlNG INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 6

Find ways to give the MIS status such as providing vests and identificationcards like those used in the Philippines.

ri Point out that while the MIS may have producers as its primaiy clientele, itcan also provide benefits to others in the marketing chain.

Lack of government support

Government support can facilitate an MIS, and government opposition can

ruin it. In some cases, governments will oppose the implementation of an MIS if

they fear that it will aid illegal efforts or reveal market irregularities. In the Philip-

pines, the government requested that price data not be gathered for charcoal and

fuelwood. It feared that the provision of this information would encourage ille-

gal collection from forest reserves. Governments also may have problems with a

system that publishes data indicating that guaranteed minimum producer prices

are not being enforced.

Where possible, wnrk with sympathetic government officials in the designof the system so that it meets local needs while conforming to government

concerns.

Misuse of information by outsiders

The MIS is generally intended for a particular group of users, such as pro-

ducers of NTFPs in a given area. However, the information it provides is often

available to anyone, particularly if the information is disseminated in a non-ex-

clusive way such as a public blackboard or radio broadcast. Often this will not

pose any problems. In some cases, though, non-participants can exploit the in-

formation and perhaps even use it to the detriment of the intended beneficiaries.

Traders who have access to the boards might use the information to set a price

lower than vsrhat they otheiwise would have paid. The risk of this happening is

greatest when the MIS users have access to few traders or market outlets. If this

becomes a problem, there are several possible solutions.

IIChangethe means of information dissemination (e.g. post information for

shorter periods of time, limit access to information by posting it indoors).

CHAPTER 6 ..

~Find ways to give the MIS status such as providing vests and identification 1: cards like those used in the Philippines.

"_Point out that while the MIS may have producers as its primaly clientele, it can also provide benefits to others in the marketing chain.

Government support can facilitate an MIS, and government opposition can

ruin it. In some cases, governments will oppose the implementation of an MIS if

they fear that it will aid illegal efforts or reveal market irregularities. In the Philip­

pines, the government requested that price data not be gathered for charcoal and

fuelwood. It feared that the provision of this information would encourage ille­

gal collection from forest reselves. Governments also may have problems with a

system that publishes data indicating that guaranteed minimum producer prices

are not being enforced.

Where possible, wnrk with sympathetic government officials in the design of the system so that it meets local needs while conforming to government

concerns.

The MIS is generally intended for a particular group of users, such as pro­

ducers of NTFPs in a given area. However, the information it provides is often

available to anyone, particularly if the information is disseminated in a non-ex­

clusive way such as a public blackboard or radio broadcast. Often this will not

pose any problems. In some cases, though, non-participants can exploit the in­

formation and perhaps even use it to the detriment of the intended beneficiaries.

Traders who have access to the boards might use the information to set a price

lower than what they othelwise would have paid. The risk of this happening is

greatest when the MIS users have access to few traders or market outlets. If this

becomes a problem, there are several possible solutions.

flit Change the means of information dissemination (e.g. post information for , '~shorter periods of time, limit access to information by posting it indoors).

41)

Organize the producer group so that it is better able to negotiate with buy-ers.

t!Search for alternative market options.

Misuse of the system by operators

MIS operators may sometimes ny to distort information in hopes of gaining

leverage in the market. In Thailand, an MIS published higher prices than were

actually being paid because the operators thought that if they published the real

price, this would lead traders to lower their offering price (Schubeit, 1983). While

this may give producers a short-term advantage, it is not a viable strategy in the

long term and will severely erode the credibility of the MIS. Incorrect information

is unlikely to improve the prices farmers receive, and it will decrease their abili-

ty to bargain with traders and *risk creating hostility and suspicion on all sides.

There are some suggestions to combat this problem.

FtEmphasizeand re-emphasize the importance of reliability and the risks re-

lated to misinformation.

biMonitordata collection by performing spot checks in various markets.

Appoint data controllers who periodically check data that is collected andinformation that is disseminated to users.

Oversupply as a result of MIS information

MIS planners are often concerned that the information distributed by the sys-

tem will not be used. But, problems also can arise from overuse. When producers

use the information to locate the most lucrative markets, they sometimes flood mar-

kets and cause prices to drop. A similar problem may occur when producers use

the MIS to plan hawests of NITPs or cropping patterns for the next year. Eveiyone

tries to move into the product with the highest price. But, when many people use

the same logic, supply will increase so much in the following year that price may

be driven down. In this circumstance, there are various alternatives.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTSe·

tW0rganize the producer group so that it is better able to negotiate with buy­I. \ ers.

_.,-: Search for alternative market options . . ~

MIS operators may sometimes tty to distort information in hopes of gaining

leverage in the market. In Thailand, an MIS published higher prices than were

actually being paid because the operators thought that if they published the real

price, this would lead traders to lower their offering price (Schubett, 1983). While

this may give producers a short-term advantage, it is not a viable strategy in the

long term and will severely erode the credibility of the MIS. Incorrect information

is unlikely to improve the prices farmers receive, and it will decrease their abili­

ty to bargain with traders and 'risk creating hostility and suspicion on all sides.

There are some suggestions to combat this problem.

~ Emphasize and re-emphasize the importance of reliability and the risks re­/III Ilated to misinformation.

Monitor data collection by performing spot checks in various markets.

~Appoint data controllers who periodically check data that is collected and J:: information that is disseminated to users.

MIS planners are often concerned that the information distributed by the sys­

tem will not be used. But, problems also can arise from overuse. When producers

use the information to locate the most lucrative markets, they sometimes flood mar­

kets and cause prices to drop. A similar problem may occur when producers use

the MIS to plan hatvests of NrFPs or cropping patterns for the next year. Evetyone

tries to move into the product with the highest price. But, when many people use

the same logic, supply will increase so much in the following year that price may

be driven down. In this circumstance, there are various alternatives.

..................................... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 6

go Coordinate sales and production decisions. Help individuals plan theirstrategies in cooperation with other group members so that oversupply of

the market is avoided.

When increased production is planned, work to find new markets.

loTraingroup members in the principles of supply, demand and risk man-

agement.

As problems arise, it is important to keep the objectives of the MIS in mind

and search for creative solutions to overcome the difficulties. As groups plan and

implement their MISs and, equally important, determine how to solve the prob-

lems that inevitably arise, they will build valuable skills in both marketing and

community organization. These skills are essential for increasing the leverage of

small-scale producers and traders in the complex markets for non-timber forest

products.

CHAPTER 6 ....

• Coordinate sales and production decisions. Help individuals plan their strategies in cooperation with other group members so that oversupply of

the market is avoided.

1ft When increased production is planned, work to find new markets.

~ Train group members in the principles of supply, demand and risk man­..I agement.

As problems arise, it is important to keep the objectives of the MIS in mind

and search for creative solutions to overcome the difficulties. As groups plan and

implement their MISs and, equally important, determine how to solve the prob­

lems that inevitably arise, they will build valuable skills in both marketing and

community organization. These skills are essential for increasing the leverage of

small-scale producers and traders in the complex markets for non-timber forest

products.

• •••

Appendix OInformation sourcesfor different kinds of data

INFORMATION SOURCE

Traders/Buyers

Processing Companies

GovernMent Minietriee/DepartmentsInformation Services(Planning, Agriculture, Finance, Forestry,

' Natural Resources, Trade, Commerce,Bureau of Statistics, Marketing Services)

Exportere

International Organizations(Technical divisions - marketing, forestry,forest/agricultural products/industries/enter-prises, community forestry, agroforestry)(production surveys, country studies)

U niversity Departments/Libraries

Mass MediaRadio, television, newspapers

Retailers

Marketing BoardeMarketing Administrations

Cooperativee(production, processing, sale)

_Institutes for enterpriee development

Local Pr-oducers

APPENDIX I

TYPE OF INFORMATION POTENTIALLYAVAILABLE

Wholes/retail pricesVolumes demandedProducts demanded

Volumes demanded- Grades, packaging preferred

End product producedExisting market structure

Statistics on pi eduction, trade and employmentWholesale/retail pricesCredit opportunities and rules

; Export/import regulationsExisting and planned Infrastructure

Volume exported and demandedEnd user characteristics and preferencesWholesale/retall prices

F'roducts producedStatistics on production, trade, consumption

(mostly national, some regional, mostly commodities)Existing market structureLocation characteristics

Production statisticsInformation on lesser-known products and

production processesStructure and existence of local markets

Wholesale/retail (?) pricesHarvest forecasts

Volumes demanded (by product)Retail pi icesGrading and packaging preferences

_

Statistics on production, processing and trade' Volumes demanded

Existing marketing information servicesL.

`L Volumes produced and sold: Market outlets

Quantities and qualities demandedt, Value-added opportunities

-Existing market structure

, Value-added opportunitiesCredit alternatives

Supply patternsCost of raw materialsF'roduction processes

(lb

~P.P.~.~.~.~~ ..... O ........................................................................................................ .. Information sources for different '<inds of data

Processing Companies

Governmen1; Mlnls1;ries/Departmen1;s Informa1;ion Services (Planning, Agriculture, Finanoe, Forestt>', Natural Resouroes, 'rade, Commeroe, Bureau of Statlstlos, Marketing SBivioes)

In1;erna1;ional Organiza1;lons (Technical divisions - marketing, forestry, forest/agricultural productsllndustrles/enter­prlses, community forestry, agroforestry) (production surveys, country studies)

Universi1;y Departmen1;s/Librarles

("lrn,I'Jl:tl,>tL processing, sale)

APPENDIX I .

• Volumes demanded • Grades, packaging preferred • End product produced • Existing market structure

• Statistics on production, trade and employment • Wholesale/retail prices • Credit opportunities and rules • Export/import regulations • EXisting and planned Infrastructure

• Products produced • Statistics on production, trade, consumption (mostly national, some regional; mostly commodities) • Existing market structure • Location characteristics

• Production statistics • Information on lesser-known products and production processes • Structure and existence of local markets

Appendix OResources about howto collect information,and monitor and evaluateprojects

Casley, D. J. and Lury, D. A. 1981. Data Collection in Developing Countries,

Clarendon Press, Oxford.

Chambers, R. , Pacey, A. and Thrupp, L. A. , eds. 1989. Farmer First. Inter-

mediate Technology Publications, London.

Davis-Case, D. 1990. The Community's Toolbox.' The Idea, Methods and

Tools for Participatog Assessment, Monitoring, and Evaluation inCommunity Foresby. Community Forestry Field Manual 2. FAO, Rome.

Davis-Case, D. 1989. Community Foresby: Padicipatog Assessment, Mon-

itoring, and Evaluation. Community Forestry Note 2. FAO, Rome.

Forests, Trees and People Newsletter No. 15/16. 1992. Forests, Trees and

People Programme. IRDC, Swedish University of Agricultural Sciences,

Uppsala.

Freudenberger, K. S. 1994. Tree and Land Tenure: Rapid Appraisal Tools.

Community Forestry Field Manual 4. FAO, Rome.

Gueye, B. and Freudenberger, K. S. 1991. Introduction a la Méthode Ac-

célérée de Recherche Participative WARP): Quelques Notes Pour Ap-

puyer une Formation Pratique. IIED, London.

APPENDIX 2

~P.P.~.~.~.~~ ..... ~ ......................................................................................................... . Resources about how to collect information, and monitor and evaluate projects

Casley, D. J. and LDlY, D. A. 1981. Data Collection in Developing Countries.

Clarendon Press, Oxford.

Chambers, R. , Pacey, A. and Thrupp, L. A. , eds. 1989. Farmer First. Inter­

mediate Technology Publications, London.

* Davis-Case, D. 1990. The Community's Toolbox: The Idea, Methods and

Tools for Participat01)! Assessment, Monitoring, and Evaluation in

C011ununity Forest1)!. Conununity ForestlY Field Manual 2. FAO, Rome.

* Davis-Case, D. 1989. C01n11nmity Forest1]!: Pa11icipat01)l ASSeSS11'lent, Mon­

itoring, and Evaluation. Community ForestlY Note 2. FAO, Rome.

* Forests, Trees and People Newsletter No. 15/16. 1992. Forests, Trees and

People Programme. IRDC, Swedish University of Agricultural Sciences,

Uppsala.

* Freudenberger, K. S. 1994. Tree and Land Tenure: Rapid Appraisal Tools.

Community ForestlY Field Manual 4. FAO, Rome.

• Gueye, B. and Freudenberger, K. S. 1991. Introduction a la Methode Ac­

dteree de Recherche Participative (MARP): Quelques Notes Pour Ap­

puyeI' une Formation Pratique. nED, London.

APPENDIX 2 00

Molnar, A. 1989, Community Foreshy: Rapid Appraisal. CommunityForestty Note 3. FAO, Rome.

P. A. C. T. 1989, Participatory Evaluation: A User's Guide. PACT, New York.

Schönhuth, M and Kievelitz, U. 1994. Participatoly _Learning Approaches:

Rapid Rural Appraisal and Panicipatoly Rural Appraisal. G. T. Z.

Rossdorf, Germany.

Thies. J. and Grady, H. 1991. Participatory Rapid Appraisal for Community

Development. IIED, London.

Warner, K. 1995. Selecting Mee Species on the Basis of Community Needs.

Community Forestry Field Manual 5. FAO, Rome.

Available through the Community Forestry Unit, Foresty Policy and Plan-

ning Division, Forestry Department, FAO, Viale delle Terme de Cara-

calla, 00100 Rome, Italy.

Available through the Sustainable Agriculture Program, IIED, 3 Endsleigh

St, London WC1H ODD, United Kingdom.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

* Molnar, A. 1989. Community Forestl)!: Rapid Appraisal. Community

ForestlY Note 3. FAO, Rome.

P. A. C. T. 1989. PaJticipatOl)! Evaluation: A User's Guide. PACT, New York.

Schonhuth, M and Kievelitz, U. 1994. ParticipatOlJ! Learning Approaches:

Rapid Rural Appraisal and Participatol)! Rural Appraisal. G. T. Z. ,

Rossdorf, Germany.

Thies. J. and Grady, R. 1991. ParticipatoJ)! Rapid Appraisal for Community

Development. lIED, London.

* Warner, K. 1995. Selecting Tree Species on the Basis of Community Needs.

Community Forestly Field Manual 5. FAO, Rome.

* Available through the Community Forestly Unit, Forestty Policy and Plan­

ning Division, Forestry Department, FAO, Viale delle Tenne de Cara­

calla, 00100 Rome, Italy.

• Available through the Sustainable Agriculture Program, lIED, 3 Endsleigh

St, London WCIR ODD, United Kingdom.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Appendix ORapid appraisal tools that areuseful for MIS assessments

Rapid Rural Appraisal (RRA) is a participatow research methodology that is es-

pecially useful for gathering information at the community level. Several tools

of RRA are particularly well suited for gathering the kind of information need-

ed in the assessment step of an MIS. Three of these tools will be briefly pre-

sented here. There are many other REA tools, and readers are encouraged to

consult the literature on REA for more extensive information on the correct

use of the methodology and its various information gathering techniques.

I. Participatory mapping

In participatory mapping, community members sketch maps to elicit in-

formation and provoke discussion on spatial issues. The maps are not intend-

ed to provide accurate cartographic information, but rather to display approx-

imate information that can be used to generate discussion. Ideally, the maps

should be drawn on the ground so that there is plenty of room to expand the

scale of the drawings as the activity progresses. They can also be drawn on

large sheets of paper, blackboards, etc. It is useful to have a group of people

(rather than a single individual) participate in the mapping so that many peo-

ple contribute their knowledge and the information can be cross-checked by

several sources.

In gathering information for an MIS, it would be particularly useful to

map where area 'markets are located and to use this to get information about

transportation options, size of the market, etc.

APPENDIX 3

t\P.P.~.~.~.~~ ..... o. ........................................................................................................ .. Rapid appraisal tools that are useful for MIS assessments

Rapid Rural Appraisal (RRA) is a participatOlY research methodology that is es­

pecially useful for gathering information at the community level. Several tools

of RRA are particularly well suited for gathering the kind of information need­

ed in the assessment step of an MIS. Three of these tools will be briefly pre­

sented here. There are many other RRA tools, and readers are encouraged to

consult the literature on RRA for more extensive information on the correct

use of the methodology and its various information gathering techniques.

I. Participatory mapping

In participat01Y mapping, community members sketch maps to elicit in­

formation and provoke discussion on spatial issues. The maps are not intend­

ed to provide accurate cartographic information, but rather to display approx­

imate information that can be used to generate discussion. Ideally, the maps

should be drawn on the ground so that there is plenty of room to expand the

scale of the drawings as the activity progresses. They can also be drawn on

large sheets of paper, blackboards, etc. It is useful to have a group of people

(rather than a single individual) participate in the mapping so that many peo­

ple contribute their knowledge and the information can be cross-checked by

several sources.

In gathering information for an MIS, it would be particularly useful to

map where area markets are located and to use this to get information about

transportation options, size of the market, etc.

APPENDIX 3 ...

CHAFTER 5

of information, or training them in how to prepare clear information for trans-

mission on the radio.

Finally, what skills do people need to use the MIS information to improve

their business activities? This may involve training in financial analysis such as de-

termining which transport option offers the most advantages given the price of

transport, the size of the vehicle and the selling price of the good to be trans-

ported in various markets. Or, it might demand training in a cettain handicraft ac-

tivity if the MIS determines that people could earn more money by producing,

for example, baskets instead of mats. Some training needs may not be evident

until after the MIS gets under way. Design of training activities will continue

throughout the implementation of the MIS.

As each training need is identified, the number of people who will need

training and their characteristics should be noted. In order to increase the prob-

ability of sustainability, most MISs should start as a small system, perhaps 10 to

20 participants. The number of people involved will help determine the kind of

training that will be appropriate.

The characteristics of the people to be trained will also be important in de-

signing the most effective training. Are they literate? What kind of schedules do

they have and when do they have time to participate in training? What language

do they speak? Are they more comfortable in single or mixed gender groups?

What kind of educational/training background do they have?

If people are to participate fttlly, it is critical that training activities are sched-

uled at a convenient time for the participants. This will determine the best sea-

son for the training (when people are not too occupied in the fields, for exam-

ple) as well as the optimal time of day. It will also be a factor in deciding

whether the training should take place over several days, a few hours at a time,

or be concentrated in one or two longer sessions. Similarly, if people are to ab-

sorb the information, the training must take into account their educational back-

grounds and their social and cultural needs. Because the turnover of MIS opera-

tors may be great, it is important to create an approach to training that will allow

relatively easy training of new recruits.

CHAPTER 5 ..

of information, or training them in how to prepare clear information for trans­

mission on the radio.

Finally, what skills do people need to use the MIS information to improve

their business activities? This may involve training in financial analysis such as de­

termining which transport option offers the most advantages given the price of

transport, the size of the vehicle and the selling price of the good to be trans­

ported in various markets. Or, it might demand training in a celtain handicraft ac­

tivity if the MIS determines that people could earn more money by producing,

for example, baskets instead of mats. Some training needs may not be evident

until after the MIS gets under way. Design of training activities will continue

throughout the implementation of the MIS.

As each training need is identified, the number of people who will need

training and their characteristics should be noted. In order to increase the prob­

ability of sustainability, most MISs should start as a small system, perhaps 10 to

20 participants. The number of people involved will help determine the kind of

training that will be appropriate.

The characteristics of the people to be trained will also be important in de­

signing the most effective training. Are they literate? What kind of schedules do

they have and when do they have time to participate in training? What language

do they speak? Are they more comfortable in single or mixed gender groups?

What kind of educational/training background do they have?

If people are to participate fully, it is critical that training activities are sched­

uled at a convenient time for the participants. This will determine the best sea­

son for the training (when people are not too occupied in the fields, for exam­

ple) as well as the optimal time of day. It will also be a factor in deciding

whether the training should take place over several days, a few hours at a time,

or be concentrated in one or two longer sessions. Similarly, if people are to ab­

sorb the information, the training must take into account their educational back­

grounds and their social and cultural needs. Because the turnover of MIS opera­

tors may be great, it is important to create an approach to training that will allow

relatively easy training of new recruits.

Figure 6: Example of a participatory map

<>There is a bankin the regional capital

Taxi standfor carsto regional market,capital

o

To capitalapprox. 200 km

2r coots 1500

Regional marketapprox 50 kmfrom village(coots 600)

matIke

_

roadside market dirt road

shopkeeper offers credit

VILLAGE

Several hoursby horse cart

Local market(costs 200)

care sometimes getstuck in mud

sometimesimpassableduring rainy

season

/Crossroadsmarket;/,/ traders

stop here

Localmarket A

/approxl hour by road(bush taxicosts 250)

<>shopkeepers in this town offer credit

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Figure 6: Example of a participatory map

To capital approx. 200 km coete 150B

Regional market approx50 km from village (coete 60B)

+ There Ie a bank in the regional capital

Taxi etand for care

Local market B (coete20B)

care eometimee get etuck In mud

ehopkeeper off ere credit

WI!WJEI

Several houre by horee cart

market; tradere etop here

market A approx 1 hour by road (bueh taxi coete25B)

+ehopkeepere In thie town offer credit

......................... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Information that was gathered in the assessment step about the characteris-

tics of the community and how it is organized will also be useful in designing

training programmes. There may be organizations already in place, for example,

that have the confidence of the local population and would be effective sponsors

for community training activities. These or other organizations could also spread

the word among their members about training opportunities.

The next task in designing training is to review what training resources are

available. Some information was gathered in the assessment step; as the training

needs become clearer, people may come up with new ideas about possible train-

ing resources. Training may take many forms, and the list of training resources

should be as inclusive as possible. It may include formal training situations, such

as using university instructors and extension workers to prepare short courses,

but it also may include less formal learning situations, such as visits to other vil-

lages which have had interesting marketing experiences.

Once all of these questions have been considered, a training plan can be put

together. If the training needs that have been identified seem overwhelming, it

may mean that the proposed MIS is too ambitious given the characteristics of the

community. This may suggest that some revision of the objectives and activities

is called for, at least to get started. The training plan should begin with those

needs that are essential to getting the MIS under way. As time goes on and inter-

est in the system grows, additional training activities can always be added.

It is impossible to propose any specific recommendations for training that

would be applicable to all the different kinds of MISs and communities that will

use them. However, two general recommendations are broadly applicable.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Information that was gathered in the assessment step about the characteris­

tics of the community and how it is organized will also be useful in designing

training programmes. There may be organizations already in place, for example,

that have the confidence of the local population and would be effective sponsors

for community training activities. These or other organizations could also spread

the word among their members about training opportunities.

The next task in designing training is to review what training resources are

available. Some information was gathered in the assessment step; as the training

needs become clearer, people may come up with new ideas about possible train­

ing resources. Training may take many forms, and the list of training resources

should be as inclusive as possible. It may include formal training situations, such

as using university instructors and extension workers to prepare short courses,

but it also may include less formal learning situations, such as visits to other vil­

lages which have had interesting marketing experiences.

Once all of these questions have been considered, a training plan can be put

together. If the training needs that have been identified seem ovelwhelming, it

may mean that the proposed MIS is too ambitious given the characteristics of the

community. This may suggest that some revision of the objectives and activities

is called for, at least to get started. The training plan should begin with those

needs that are essential to getting the MIS under way. As time goes on and inter­

est in the system grows, additional training activities can always be added.

It is impossible to propose any specific recommendations for training that

would be applicable to all the different kinds of MISs and communities that will

use them. However, two general recommendations are broadly applicable .

.... ·MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

Training activities should be as practical, applied and hands-on as pos-

sible. If training is to be provided in data collection, at least some pait of the

experience should involve visits to markets to collect data. If people are to learn fi-

nancial skills, they should bring information about their own NTFP activities and

practise applying what they learn by analysing those activities.

rfTWhen possible, people who have experience with an MIS and havebackgrounds similar to the trainees should be used as trainers. Ex-

perience suggests that often the most effective trainers are not academics, but

peers who are able to establish a rapport with the people being trained.

Village women who have begun using an MIS in their own activities may be

the best trainers for women from a second village who are about to begin col-

lecting data. The village shopkeeper who has been doing effective record-keep-

ing may be the best model for the person who will take that role in the MIS. As

one participant from the Philippines noted, "it is easier for a farmer to learn from

another farmer. " Teaching others also reinforces and develops the trainers' skills

and promotes greater self-confidence.

41,CHAPTER 5 ..

£ Training activities should be as pmctical, appJied and hands-on as pos­

• sible. If training is to be provided in data collection, at least some palt of the

experience should involve visits to markets to collect data. If people are to learn fi­

nancial skills, they should bring information about their own NTFP activities and

practise applying what they learn by analysing those activities.

~ When possible, people who have experience with an MIS and have

I B \ backgt'ounds similar to the trainees should be used as traine1·s. Ex­

perience suggests that often the most effective trainers are not academics, but

peers who are able to establish a rapport with the people being trained.

Village women who have begun using an MIS in their own activities may be

the best trainers for women from a second village who are about to begin col­

lecting data. The village shopkeeper who has been doing effective record-keep­

ing may be the best model for the person who will take that role in the MIS. As

one participant from the Philippines noted, "it is easier for a farmer to learn from

another farmer. " Teaching others also reinforces and develops the trainers' skills

and promotes greater self-confidence.

THE TRAINING PROGRAMME: THE PHILIPPINES

The initial training requirements for op-erators were kept to a minimum in thePhilippines by selecting data collectorswho already had some knowledge ofmarkets and marketing These volun-teers helped design the information col-lection forms and therefore had no prob-lems using them As additional peoplevolunteered, they received an orienta-tion from the experienced data collec-tors, and the record-keeper explainedhow to use the data collection sheets,

Discussions in monthly meetings wereused as informal training opportunitiesThe facilitator asked the data collectorswhy they thought prices had changedover the previous month and helpedthem understand the reasons that pric-es might change She also brought pub-lications related to marketing for MIS op-erators and users

In retrospect, it is clear that the need totrain the users of the MIS informationwas underestimated. There was no for-mal training of users at the beginningand some misunderstandings occurredas a result. Some users, for example,complained that the prices on the boardwere lower than those in the market.They did not understand that the prices

In Uganda, most of the training tookplace during the monthly meetings or-ganized by the MIS group The facilita-tor helped participants with each activi-ty, encouraging them to take more ofthe lead as they gained experience

The group designed its data collectionforms and met before they began usingthem, to make sure they agreed on andused common terms to describe differ-ent objects and their characteristics

While eventually the secretary was ex-pected to be in charge of data analysis,

SETTING UP TRAINING,: UGANDA

on the board were the pnces the traderwould pay for the goods (the wholesaleprice), which were lower than the pric-es in the market (the retail price)

As the MIS continued, participants identi-fied new areas where training would beuseful Many people expressed an inter-est in learning methods for calculatingthe costs of production They knew ofone farmer in the area who already didsuch calculations The group organizeda training session in which the farmer,along with the facilitator, taught differ-ent approaches to calculating costs anddetermining profits

In the first Philippine MIS site, most ofthe training was done by the facilitatorBut, as new sites were developed, theywere able to learn from the experiencesof the first village Data collectors andanalysts from Sta Catalina (the first site)travelled to the new villages to discussthe role of the data collector, describesome of the lessons they had learnedand offer helpful hints for approachingtraders. They did role playing to illus-trate different experiences the data col-lectors had with traders and then dis-cussed the scenarios.

initially it was done as a group so thateveryone could learn the procedureThe facilitator showed people how tocompile the data sheets and took thelead in actually processing the numbersdunng the first few months Over time,the secretary took on more responsibili-ty for this task until eventually she coulddo it herself At the meetings, the facilita-tor led a discussion about the informa-tion that had been gathered that monthso that users could begin to get a betteridea of the usefulness of the informa-tion and how it could be applied to theirbusinesses.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The initial trainirig requirements for op­erators were kept toa miniml:jm in th12 Philippines by selecting data collectors who· already had sQme knowledge of markets and marketing. These volun­teers helped design the information col­lection forms and therefore had no prob­lems using them. As additional people volunteered, they' received an orienta­tion from the experienced data collec­tors, and the record-keeper explained how to use the data collection sheets.

Discussions in monthly meetings were used as informal training opportunities. The facilitator asked the data collectors why they thought prices had changed over the previous month and helped them understand the reasons that pric­es might change. She also brought pub­lications related to marketing for MIS op­erators and users.

In retrospect, it is clear that the need to train the users of the MIS information was underestimated. There was no for­mal training of users at the beginning and some misunderstandings occurred as a result. Some users, for example, complained that the prices on the board were lower than those in the market. They did not understand that the prices

dn· the board were the prices the trader \II!()uld payJor tl112 gOd(jS (the wholesale price), which were lower than the pric­es in the market (the retail price).

As the MIS continued, participants identi­fied new.areas where training would be useful. Many people expressed an inter­est in learning methods for calculating the costs of production. They knew of one farmer in the area who already did such calculations. The group organized a training session in which the farmer; along with the facilitator; taught differ­ent approaches to calculating costs and determining profits.

In the first Philippine MIS site, most of the training was done by the facilitator. But, as new sites were developed, they were able to learn from the experiences of the first village. Data collectors and analysts from Sta. Catalina (the first site) travelled to the new villages to discuss the role of the data collector, describe some of the lessons they had learned and offer helpful hints for approaching traders. They did role playing to illus­trate different experiences the data col­lectors had with traders and then dis­cussed the scenarios.

SETflNGUP fRAINING: UGANDA In Uganda, most of the training took place during the monthly meetings OF, ganized by the MIS group. The facilita­tor helped participants with each activi­ty, encouraging them to take more of the lead as they gained experience.

The group designed its data collection forms and met before they began using them, to make sure they agreed on and used common terms to describe differ­ent objects and their characteristics.

While eventually the secretary was ex­pected to be in charge of data analysis,

initially it was done as a group so that everyone could learn the procedure .. The facilitator showed people how to compile the data sheets and took the lead in actually processing the numbers during the first few months. Over time, the secretary took on more responsibili­ty for this task until eventually she could do it herself. At the meetings, the facilita­tor led a discussion about the informa­tion that had been gathered that month so that users could begin to get a better idea of the usefulness of the informa­tion and how it could be applied to their businesses .

. ... ......... ..... ............ ......... ··MARI{ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

ESTABLISHING THE NiONITORING SYSTEM

At this point in the design process, a community has all the elements in

place for a successful MIS. However, there are still two more systems to be put

in place: a mechanism for monitoring the MIS on an ongoing basis and a plan for

periodic evaluation of the programme.

It is nearly impossible to design an MIS that can be implemented without

problems. There are always unexpected factors to be taken into consideration as

the activity progresses. The purpose of the monitoring is to catch problems as

they arise and adapt these unanticipated situations into the system.

Monitoring should be done on a regular, ongoing basis to assess the design

and implementation choices and to check whether the system is running smooth-

ly and efficiently. Particular attention needs to be paid to the quality and consis-

tency of the information that is being collected since this is the fundamental

building block of the MIS.

In deciding how to monitor the MIS, several key questions should be con-

sidered.

What elements of the MIS need to be monitored?

What is the most efficient way to keep track of these elements?

Who will be responsible for the monitoring?

What will be done when problems are identified?

The monitoring system need not be complex, but it should be systematic.

Just as the training needs for each step in the MIS were clearly identified, so a list

showing each activity to be monitored should be established from the start. The

group needs to decide who will be responsible for monitoring each of the items

on the list. One way to do this is to set aside time during meetings, perhaps at

the end of each month, to review all the items on the list as a group. Members

should be asked to make comments on how the activities are going and to sug-

gest specific improvements that might be made. It also may make sense to dele-

CHAPTER 5 ..

ESTABLISHING THE MONITORING SYSTEM

At this point in the design process, a community has all the elements in

place for a successful MIS. However, there are still two more systems to be put

in place: a mechanism for monitoring the MIS on an ongoing basis and a plan for

periodic evaluation of the programme.

It is nearly impossible to design an MIS that can be implemented without

problems. There are always unexpected factors to be taken into consideration as

the. activity progresses. The purpose of the monitoring is to catch problems as

they arise and adapt these unanticipated situations into the system.

Monitoring should be done on a regular, ongoing basis to assess the design

and implementation choices and to check whether the system is running smooth­

ly and efficiently. Particular attention needs to be paid to the quality and consis­

tency of the information that is being collected since this is the fundamental

building block of the MIS.

In deciding how to monitor the MIS, several key questions should be con­

sidered.

?:j~"?2[lX!11~1is,J!!~ .. ~-2.~.t~!t!9~nti~i',YJ2)$~~eY1!:g~!<gt!U~~.~~~~.ID~n!£ '~';"!3 .• ~t!.2.;;~!lLB~'~~i~Re.':1.~L~!~J9ri!t!~.m~nit2ri.D9,1, jZ:'d3.J~l!gt~t!! .. ~.~. ~~D~i.Y't!!~DR!g2!~m~j1r~J5!~Q!!fi~f!~

The monitoring system need not be complex, but it should be systematic.

Just as the training needs for each step in the MIS were clearly identified, so a list

showing each activity to be monitored should be established from the start. The

group needs to decide who will be responsible for monitoring each of the items

on the list. One way to do this is to set aside time during meetings, perhaps at

the end of each month, to review all the items on the list as a group. Members

should be asked to make comments on how the activities are going and to sug­

gest specific improvements that might be made. It also may make sense to dele-

470

gate certain people to keep track of specific aspects of the system. The record-

keeper, for example, may be in charge of monitoring the regularity of data col-

lection. If he detects a problem, he could then discuss it with the larger group.

It is important to monitor the system from the point of view of the operators

(data collectors, recorders, etc. ) and from the point of view of the users. In some

communities (such as the Uganda example described in the text boxes) opera-

tors and users are the same people. In others (such as the Philippines case),

while there is some overlap between operators and users, there are many people

in the larger community who use the information but are not invohTed in the da-

ta collection and analysis process. The perspective of these people should be

considered as well. A group member might be delegated to interview users from

time to time, a community meeting might be called to discuss the MIS, or a sug-

gestion box could be placed near the bulletin board.

Since the purpose of monitoring is to catch small problems before they be-

come big problems, it is essential that the group not neglect this task. This will

be particularly important at the beginning of the MIS when the plans for opera-

tion are being established. In the beginning, it may be necessary to review oper-

ations as frequently as every week to catch problems encountered by data col-

lectors and to find solutions before the participants get frustrated and drop out.

Later, monitoring may be reduced to once per month or even less often, de-

pending on how smoothly the system is running and whether new activities are

being added.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

gate certain people to keep track of specific aspects of the system. The record­

keeper, for example, may be in charge of monitoring the regularity of data col­

lection. If he detects a problem, he could then discuss it with the larger group.

It is important to monitor the system from the point of view of the operators

(data collectors, recorders, etc. ) and from the point of view of the users. In some

communities (such as the Uganda example described in the text boxes) opera­

tors and users are the same people. In others (such as the Philippines case),

while there is some overlap between operators and users, there are many people

in the larger community who use the information but are not involved in the da­

ta collection ancl analysis process. The perspective of these people should be

considered as well. A group member might be delegated to interview users from

time to time, a community meeting might be called to discuss the MIS, or a sug­

gestion box could be placed near the bulletin board.

Since the purpose of monitoring is to catch small problems before they be­

come big problems, it is essential that the group not neglect this task. This will

be particularly important at the beginning of the MIS when the plans for opera­

tion are being established. In the beginning, it may be necessary to review oper­

ations as frequently as every week to catch problems encountered by data col­

lectors and to find solutions before the participants get frustrated and drop out.

Later, monitoring may be reduced to once per month or even less often, de­

pending on how smoothly the system is running and whether new activities are

being added.

. .............. MARI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

CHAPTER 5

MONITORING THE MIS: ISSUES FROM THE PHILIPPINES

The Philippines MIS decided to monitor itssystem during monthly meetings attend-ed by the facilitator, data collectors andother operators Each person was askedto bring up any problems they had no-ticed during the month, and the wholegroup discussed possible solutions

Among issues that arose were the fol-lowing

Rain erased some of the informationon the community blackboard Theboard was moved to a covered area

One data collector had been collect-ing retail prices (the prices at which trad-ers were selling goods) instead ofwholesale prices (the prices at whichtraders were buying goods). A more ex-perienced data collector was sent withthe novice for two weeks to ensure thatshe understood the system.

Price data on ginger was being con-fused because ginger was sold bothfresh and dried. The group decided tocollect price information for dried gin-ger consistently, as it was available mostof the year, The price for fresh gingerwould be collected when in season andnoted separately.

The Uganda MIS group chose an infor-mal monitoring system, meeting withthe facilitator whenever he came to thevillage

Among the issues that arose during mon-itonng discussions were the following

Data collectors were using differentterminology to describe product char-acteristics, which made comparison dif-ficult The group decided on a list ofstandard terms.

Some of the boxes on the form werenot adequate to write in the informa-lion. It was decided to revise the formand, in the meantime, suggestions forshorthand descriptions vvere made tosave space.

MONITORING THE MIS: UGANDA

Data collectors reported hesitationfrom some shopkeepers who did notknow why they were asking the ques-tions It was decided the data collectorswould explain why they were asking forprice data and that they would wearspecial vests that would identify them

Data collectors at times had problemsgetting to the farthest mar ket The groupdecided to provide a transportation al-lowance

Data collectors wanted to change thedata collection day to Sunday, since thatwas their least busy day, and to post theinformation on Monday The group de-cided to conduct a survey of users to de-termine when users need price informa-tion before making the final decisionabout when to collect and post thedata.

The facilitator also designed a form thatthe record keeper could use to reportwhen each data collector brought in theprice information (see Appendix 4). Inthis way he could monitor the timely col-lection and delivery of data.

Some members felt that the descnp-tive information (size, colour, etc of theproducts sold) was not the most usefulThe group decided to maintain the cate-gones for the time being, but to do amore substantial evaluation of the kindof information being collected at a laterdate

Shopkeepers found it hard to recordinformation when they had several cus-tomers at once They were asked to dotheir best to remember the details ofpurchases and record them immediate-ly afterwards Alternatively, another per-son would assist with recording inform-tion on purchases.

410CHAPTER 5 ..

MONlfORING 1HE MIS: ISSUES FROM 1HE PHILIPPINES The Philippines MIS decided to monitor its system during monthly meetings attend­ed by the facilitator; data collectors and other operators. Each person was asked to bring up any problems they had no­ticed during the month, and the whole group discussed possible solutions.

Among issues that arose were the fol­lowing.

• Rain erased some of the information on the community blackboard. The board was moved to a covered area. • One data collector had been collect­ing retail prices (the prices at which trad­ers were selling goods) instead of wholesale prices (the prices at which traders were buying goods). A more ex­perienced data collector was sent with the novice for two weeks to ensure that she understood the system. • Price data on ginger was being con­fused because ginger was sold both fresh and dried. The group decided to collect price information for dried gin­ger consistently, as it was available most of the year. The price for fresh ginger would be collected when in season and noted separately.

• Data collectors reported hesitation from some shopkeepers who did not know why they were asking the ques­tions. It was decided the data collectors would explain why they were asking for price data and that they would wear special vests that would identify them. • Data collectors at times had problems getting to the farthest market. The group decided to provide a transportation al­lowance. • Data collectors wanted to change the data collection day to Sunday, since that was their least busy day, and to post the information on Monday. The group de­cided to conduct a sUNey of users to de­termine when users need price informa­tion before making the final decision about when to collect and post the data.

The facilitator also designed a form that the record keeper could use to report when each data collector brought in the price information (see Appendix 4). In this way he could monitor the timely col­lection and delivery of data.

MONITORING 1HE MIS: UGANDA The Uganda MIS group chose an infor­mal monitoring system, meeting with the facilitator whenever he came to the village.

Among the issues that arose during mon­itoring discussions were the following.

• Data collectors were using different terminology to describe product char­acteristics, which made comparison dif­ficult. The group decided on a list of standard terms. • Some of the boxes on the form were not adequate to write in the informa­tion. It was decided to revise the form and, in the meantime, suggestions for shorthand descriptions were made to save space.

• Some members felt that the descrip­tive information (size, colour, etc. of the products sold) was not the most useful. The group decided to maintain the cate­gories for the time being, but to do a more substantial evaluation of the kind of information being collected at a later date. • Shopkeepers found it hard to record information when they had several cus­tomers at once. They were asked to do their best to remember the details of purchases and record them immediate­ly afterwards. Alternatively, another per-

. son would assist with recording informa­tion on purchases.

··················G

CHAPTER 5

There are always difficult trade offs in setting up communications systems.

In one area of Peru where an MIS was set up, the only transportation between

communities was by river. Farmers using the system were dispersed in a large

forested region and only rarely travelled to the city. Instead, traders in motorboats

visited the outlying \Tillages to exchange wares. The people designing the MIS

found that communications posed a particular challenge in this setting. Eventual-

ly, they decided to purchase radio time that could reach 300 000 local farmers

with price information from the urban centre. This was an effective way of get-

ting the information out to large numbers of dispersed people, but it was a cost-

13T solution. The project paid for radio time at the beginning, but it was not cer-

tain that this system could be sustained, particularly when project funds were

withdrawn.

DESIGNING TRAINING ACTIVITIES

At this point in the design process of the MIS, the essential questions con-

cerning the operation of the system have been answered. The users have (1) de-

fined their needs, (2) proposed a system to collect and analyse the information

they need, and (3) considered the most effective ways to communicate that in-

formation to people in the community. The next part of the process is to deter-

mine what training people need in order to make the system work and to use

the information to improve their businesses.

To make the system effective, it is critical to adapt training to the needs and

capacities of the operators and users of the MIS. Without such training, there is

great danger that poor quality data will be collected (which risks jeopardizing the

credibility of the system), that the data will not be correctly analysed (which re-

duces its usefulness), or that users will not understand how to exploit the infor-

mation generated by the system (which wastes the time and efforts of partici-

pants).

41)CHAPTER 5 ..

There are always difficult trade offs in setting up communications systems.

In one area of Peru where an MIS was set up, the only transportation between

communities was by river. Farmers using the system were dispersed in a large

forested region and only rarely travelled to the city. Instead, traders in motorboats

visited the outlying villages to exchange wares. The people designing the MIS

found that communications posed a particular challenge in this setting. Eventual­

ly, they decided to purchase radio time that could reach 300 000 local farmers

with price information from the urban centre. This was an effective way of get­

ting the information out to large numbers of dispersed people, but it was a cost­

ly solution. The project paid for radio time at the beginning, but it was not cer­

tain that this system could be sustained, particularly when project funds were

withdrawn.

DESIGNING TRAINING ACTIVITIES

At this point in the design process of the MIS, the essential questions con­

cerning the operation of the system have been answered. The users have (1) de­

fined their needs, (2) proposed a system to collect and analyse the information

they need, and (3) considered the most effective ways to communicate that in­

formation to people in the community. The next part of the process is to deter­

mine what training people need in order to make the system work and to use

the information to improve their businesses.

To make the system effective, it is critical to adapt training to the needs and

capacities of the operators and users of the MIS. Without such training, there is

great danger that poor quality data will be collected (which risks jeopardizing the

credibility of the system), that the data will not be correctly analysed (which re­

duces its usefulness), or that users will not understand how to exploit the infor­

mation generated by the system (which wastes the time and efforts of partici­

pants).

II. Venn (or chapati) diagram

The Venn diagram, also known as the chapati diagram, is a map of acommunity's social structure. It can be used to identify influential people or

committees in a community, as well as traders, sources of credit and other in-

formation relevant to the MIS.

A Venn diagram can be done on a large sheet of paper or on a chalk-

board. It is helpftil to have pieces of paper (different colours, if possible) that

are cut into different shapes to represent the various organizations and indi-

viduals in the community. These are then taped to the diagram. They can al-

so be drawn.

To begin, a large circle is drawn on the paper or chalkboard to represent

the village that will carry out the MIS. Everything inside the circle will be a

committee or person in the village; those placed outside are external organi-

zations or individuals. Begin by asking the group to think about all the orga-

nizations, committees, groups, etc. in the village. List each one on a piece of

paper (a circle, perhaps) and affix it to the large paper, inside the circle rep-

resenting the village. Continue with people who play a particular role in the

village, especially those who have a role in business, marketing, credit or the

management or production of NTFPs. These can be represented by triangles.

When all the village organizations and individuals have been put on the

diagram, continue by asking about organizations and individuals outside the

village. This might include traders who come to the village, people who offer

credit, government officials who regulate marketing, etc. Place a shape for

each individual (triangle) or group (circle) cited on the diagram.

Once the diagram is completed, use it to discuss the roles of the various

groups and individuals and the implications for the production and marketing

of NTFPs in the community.

APPENDIX 3 41b

II. Venn (or chapati) diagram

The Venn diagram, also known as the chapati diagram, is a map of a

community's social structure. It can be used to identify influential people or

committees in a community, as well as traders, sources of credit and other in­

formation relevant to the MIS.

A Venn diagram can be done on a large sheet of paper or on a chalk­

board. It is helpful to have pieces of paper (different colours, if possible) that

are cut into different shapes to represent the various organizations and indi­

viduals in the community. These are then taped to the diagram. They can al­

so be drawn.

To begin, a large circle is drawn on the paper or chalkboard to represent

the village that will carty out the MIS. Everything inside the circle will be a

committee or person in the village; those placed outside are external organi­

zations or individuals. Begin by asking the group to think about all the orga­

nizations, committees, groups, etc. in the village. List each one on a piece of

paper (a circle, perhaps) and affix it to the large paper, inside the circle rep­

resenting the village. Continue with people who playa particular role in the

village, especially those who have a role in business, marketing, credit or the

management or production of NTFPs. These can be represented by triangles.

When all the village organizations and individuals have been put on the

diagram, continue by asking about organizations and individuals outside the

village. This might include traders who come to the village, people who offer

credit, government officials who regulate marketing, etc. Place a shape for

each individual (triangle) or group (circle) cited on the diagram.

Once the diagram is completed, use it to discuss the roles of the various

groups and individuals and the implications for the production and marketing

of NTFPs in the community.

APPENDIX 3 ..

Figure 7: Example of a Venn diagram

econonvoffiCe°r

Regional Extension_- agentfarm bureau

Truck owner

Farmers'assn. Women's(farm committeecredit) (offers credit)

Artisan'sgroup

'A. 00a otO\k6

6Q6(61):\

Ot 1110110ee n'O 0 0

10,066Sk.\0...k.°

001"

OA°00v

A, Shopkeeperin neighbouringvillage (offers credit)

III. Matrices

Matrices can be used to explore many issues of concern in the assess-

ment. A matrix is a double entry grid for analysing two variables. It can be

used, as in the example below, to determine where (put markets on the ver-

tical axis) people are selling different products (put the products on the hori-

zontal axis). The first step in this example would be for the group to list what

NTFPs they sell and where they sell them so that these can be put on the hor-

izontal and vertical axes.

Regional creditassociation

Traders(mats)

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Figure 7: Example of a Venn diagram

Regional farm bureau

, , , , , , , , , ,

, , ,

, , , , Truokowner •

Regionaloredit. assooiation

) )

)

, ,

\(e\i 'R.&~ lJ.\'V'l 1l'I. flr i\i\iee )'9.~&& ()~f'I

ooll'lll'l 0'<1~f'I~€1 I • \?

, I ,

I , , 't •

I I I I I I I I

Shop'keeper in neighvouring vii/age (offers oredit)

III. Matrices

Matrices can be used to explore many issues of concern in the assess­

ment. A matrix is a double entry grid for analysing two variables. It can be

used, as in the example below, to determine where (put markets on the ver­

tical axis) people are selling different products (put the products on the hori­

zontal axis). The first step in this example would be for the group to list what

NTFPs they sell and where they sell them so that these can be put on the hor­

izontal and vertical axes.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Data collector: Date:

Mate 13 aokete Otoole

Sell by O aaroadolde ea "

10 6

Sell in MarketA

Sell in Market13

5611 topasoingtradere

APPENDIX 3

a0 aa a

a10

3

2

Starting with mats, ask people to put stones in each of the boxes under

mats to show whether they sell more mats at the roadside, at Market A orMarket B, etc. Do the same thing for baskets and stools. Then use the diagram

to provoke discussion about the advantages/disadvantages of different mar-

kets, why they favour one over another, what constraints they face in market-

ing, etc.

A matrix could also be used to rank the problems in marketing different

goods. Once again, the goods could be placed on the horizontal axis. The

group could then list the problems (e.g. cost of transport, breakage in trans-

port, price offered too low to meet costs of production, stock does not sell

quickly, product rots before it is sold) on the vertical axis. In this case, the

number of stones would show how big a problem it is: more stones for a big-

ger problem, fewer for one that is less difficult. Such a matrix could be used

to provoke discussion about how an MIS could be useful in overcoming some

of the problems.

41,

3

Data collector: Date:

Mate • Baekete Stoo!:.,

Sell by • • • • • • • •• roadelde • • • • • •• • • • 10 6 :3

Sellin Market • • A • • :3 1

Sell in Market • • B

2

Sell to • ••• • • paeeing • •• • • • • • • tradere • • 8 • 10

Starting with mats, ask people to put stones in each of the boxes under

mats to show whether they sell more mats at the roadside, at Market A or

Market B, etc. Do the same thing for baskets and stools. 111en use the diagram

to provoke discussion about the advantages/disadvantages of different mar­

kets, why they favour one over another, what constraints they face in market­

ing, etc.

A matrix could also be used to rank the problems in marketing different

goods. Once again, the goods could be placed on the horizontal axis. The

group could then list the problems (e.g. cost of transport, breakage in trans­

port, price offered too low to meet costs of production, stock does not sell

quickly, product rots before it is sold) on the vertical axis. In this case, the

number of stones would show how big a problem it is: more stones for a big­

ger problem, fewer for one that is less difficult. Such a matrix could be used

to provoke discussion about how an MIS could be useful in overcoming some

of the problems.

APPENDIX 3 .. . ......•

Another use of matrices in an evaluation is discussed in chapter 5. Matrices

are infinitely adaptable as long as care is taken to use variables that are logical

and consistent along the two axes.

In planning an MIS, many times the group is asked to rank priorities or

problems. One of the most effective ways to do this is to list the issues, then ask

the group to place stones next to the options indicating priorities or preferences.

As people move the stones, they can reflect on why they are making certain

choices and justify them to the rest of the group. It is often easier to structure a

discussion in this way (and more people participate) than when the issues are

simply discussed orally in a meeting.

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Another use of matrices in an evaluation is discussed in chapter 5. Matrices

are infinitely adaptable as long as care is taken to use variables that are logical

and consistent along the two axes.

In planning an MIS, many times the group is asked to rank priorities or

problems. One of the most effective ways to do this is to list the issues, then ask

the group to place stones next to the options indicating priorities or preferences.

As people move the stones, they can reflect on why they are making certain

choices and justify them to the rest of the group. It is often easier to structure a

discussion in this way (and more people participate) than when the issues are

simply discussed orally in a meeting .

. MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

AppendixData collection forms

The following form was used by data collectors in the Philippines to record

information as they questioned traders in the market.

kS)

.4'1 CtSz (t)

Type of product o E

Coconut piece

Banana ; piece

Banana

Eggplant

Caoeava

Ginger

Black pepper [!kilo

5. Pineapple i; piece

APPENDIX 4

1

Wholesale price in(market location)

Traclere

34

t5)

EE

Data collector: Date:

~PP.~.~.~.~~ ..... o. ........................................................................................................ .. Data collection forms

The following form was used by data collectors in the Philippines to record

information as they questioned traders in the market.

Data collector: Date: in

m (lf101arket locatio"" J •

Traders

APPENDIX 4 .....

1 00

The following form was used by the price recorder in the Philippines to

keep track of whether the data collectors had submitted their reports on time.

Data collector:

Price collection activitiee record

Period Data collection

Date:

_

_

Report ',Reaeon/a.oulnnieeion

(week) Pone Not done On time Late Commente:

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The following form was used by the price recorder in the Philippines to

keep track of whether the data collectors had submitted their reports on time.

Data collector: Date:

Price collection activltiee; record

Period Data collection Report Reae;on/e; e;ubmie;e;ion

(week) Late Com mente;

MARJ<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

The following form was used by the Mukono Women's Craft Group to

record information on sales and consumer preferences.

Product:

mat stool basket

size: colour: material:

which colours do you prefer?

; which other products would you like to have available here?

APPENDIX 4 101

Data collector: Date:

The following form was used by the Mukono Women's Craft Group to

record information on sales and consumer preferences.

Data collector: Date:

Product:

mat stool basket

size: colour: material:

which colours do you prefer?

which other products would you like to have available here?

ApPENDIX 4 ... ...._

102

The following is an example of how information on the Uganda forms

was summarized for sales of different items.

Items sold from July17 to August 30,1993

sold to locals- -

[ total

Effect of size on sales

_

small size

large size

sold to tourist

total

Mats r TraysBaskets Large**1 baskets

5 18 62 pairs 10

14 10 14 pairs 31o

1

,

d 19 " 25 76 pairs 41, K,

Effect of colour on sales

Mats

6

13

19

Trays

18

10z

28

Baskets

53 pairs

23 pairs

76 pairs

Largebaskets

availableIn onesizeonly

MARKETING iNFORMATION SYSTEMS FOR NONT1MBER FOREST PRODUCTS

e, - -

Plain (white)

Green and purple

8

6 l-

,

Red

Purple

1

10

Purple and green

Yellow and green

1

3

:; Orange and green

Green_-

3

3,

Purple and yellow_ _ _

Red and whiteWhite and red- --

3 r Purple and red-- --

10 3

White and green 2 Red and green 9 Purple and red 5 4 Greenlpurplelred 25

Green and purple 3 Green and red Green and purple 1

White and orange

Yellow and green

7

1

Red and yellow

White

4

1

- Purple

Purple and red

1

2

_White and purple 2

Green 4;

Orange and yellow 2

White and green 1

The following is an example of how information on the Uganda forms

was summarized for sales of different items.

Items sold from July 17 to August 30, 1993

Trays

5 18

14 10

19 28

Effect of size on sales

Mats Trays

6 18

13 10

19 28

Effect of colour on sales

31

41

available in one size only

.. MAIlI(ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Appendix OEvaluation instruments

I. Philippine Field Evaluation InterviewQuestions

Three lists of questions were devised for the first Philippine Field Evaluation.

The first was used to orient discussions with data collectors and recorders.

The second was used in interviews with farmers who participated in using

MIS information. The third was used for local government officials and project

staff with knowledge of the MIS experience. Each interview opened with an

introduction of the evaluation team and closed with an expression of appre-

ciation for the interviewee's time.

APPENDIX 5 103

~p.P.~.~.~.~~ ..... Q ......................................................................................................... . Evaluation instruments

I. Philippine Field Evaluation Interview Questions

Three lists of questions were devised for the first Philippine Field Evaluation.

The first was used to orient discussions with data collectors and recorders.

The second was used in interviews with farmers who participated in using

MIS information. The third was used for local government officials and project

staff with knowledge of the MIS experience. Each interview opened with an

introduction of the evaluation team and closed with an expression of appre­

ciation for the interviewee's time.

APPENDIX 5 .. ·····e

104

A, INTERVIEW GUIDE FOR DATA COLLECTORS AND RECORDERS

Name: Assigned Market:

1. When clid you start collecting or recording data for the priceinformation system?

2. Vid you volunteer to be a data collector or recorder? Why?

3. Is the purpose of the activity clear to you?

4. Po you know the reason(s) why we are monitoring prices? If yes,please identify.

5. Vid the FAO counterpart 7rovide adequate:supplies (i.e. recorc book, pens, forms)?direction or guidance in performing your duties?

If not, what other assistance or support do you think would have126611 necessary?

6. On what day of the week do you collect or record priceinformation? Why?

7. Were you able to make your report available to the data recorderor project staff on time each week? If not, why not?

S. How do data collection or recording activities affect:your normal daily routines?the selling of your products?

Three months from now, do you still see yourself as a datacollector or recorder for this system? Why? or Why not?

What recommendations can you give to improve the system?

Interviewer: Pate:

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS-

A.INTERVIEW GUIDE FOR DATA COLLECTORS AND RECORDERS

Name: Assigned Market:

1. When did you start collecting or recording data for the price information system?

2. Did you volunteer to be a data collector or recorder? Why?

3. Is the purpose of the activity clear to you?

4. Do you know the reason( s) why we are monitoring prices? If yes, please identify.

5. Did the FAO counterpart!rOVide adequate: a. supplies (I.e. recor book, pens, forms)? b. direction or guidance in performing your duties?

If not, what other assistance or support do you think would have been necessary?

6. On what day of the week do you collect or record price information? Why?

7. Were you able to make your report available to the data recorder or project staff on time each week? If not, why riot?

8. How do data collection or recording activities affect: a. your normal daily routines? b. the selling of your products?

9. Three months from now, do you still see yourself as a data collector or recorder for this system? Why? or Why not?

10. What recommendations can you give to improve the system?

Interviewer: Date:

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Name:

Do you know about the pricebulletin board?

(If answer is no, go to question 6.)

Do you know who collected thisinformation? How was the infor-mation collected?

Why is this price informationsystem being established?

Do you use it? If so, how of-ten?

If you do not use it, why not?

Is this price information use-ful to you? If so, how? (in whatway?)

Where else do you get price in-formation aside from the bulletinboard?

What product did you sell lastweek?

What was its price last week?Do you know its price thisweek?Do you know its price in other markets?What is the reason for the dif-ference in prices?

Interviewer: Pate:

APPENDIX 5

0. INTERVIEW GUIDE FOR PARTICIPANTS (FARMERS)

Site:

Have your sales or profits in-creased as a result of the sy-stem?

Is the price for the product(s)you sell also given on the radio?

Do you find this price useful?In what way?

What additional market infor-mation (other than price) alsomight 17e useful?

Do you have recommendationsto improve the present system:

products monitoredmarkets monitoredinformation given or con-tentdates or time of collectionbulletin board locationadditional bulletin boardsother suggestions

12. Would you like to participate inthe collection or dissemination ofmarket information?

as 3 data collector?as a record-keeper?to help post price and otherinformation?

105

1. . Do you know bulletin board?

(If answer is no, go to que stion 6.)

2. Do you know who collected this information? How was the infor­mation collected?

3. Why is this price information system being established?

4. Do you use it? If so, how of­ten?

If you do not use it, why not?

5. Is this price information use­ful to you? If so, how? (in what way?)

6. Where else do you get price in­formation aside from the bulletin board?

7. What product did you sell last week?

What was its price last week? Do you know its price this week? Do you know its price in ot her markets? What is the reason for the dif­ference in prices?

Interviewer:

APPENDIX 5 ....

9. Is the price for the product( s) you sell also given on the radio? .

Do you find this price useful? In what way?

10. What additional market infor­mation (other than price) also might be useful?

11. Do you have recommendations to improve the present system:

• products monitored • markets monitored • information given or content • dates or time of collection • bulletin board location • additional bulletin boards • other suggestions

12. Would you like to participate in the collection or dissemination of market information?

• as a data collector? • as a record-keeper? • to help post price and other

information?

Date:

106

INTERVIEW GUIDE FOR REGIONAL STAFF

Name: Assigned Market:

a. What do you believe to be the impact of the MIS on localpeople?

L'. If there are several impacts, which is (are) the mostimportant?

Could the MIS exist without external support from FAO? PENR?

a. Does the site where the MIS is located differ from othersites?

L'. In what ways?

a. How would you change the approach to creation of the systemif you had to set it up?

L', How would you adjust the system now?c. Would you expand it? How?

a. Do you think an MIS could be set up in the 13aranguays whereyou work?

L' . How might it need to be adapted to suit those locations?

Would you be willing to help train and share your experiences withother field workers?

Would you be interested in helping establish and manage an MIS?

S. How would you describe your supervisor's attitude toward workwith the MIS (very supportive, supportive, indifferent, somewhatnegative, negative)?

Interviewer: Date:

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

1. a. What do you people?

b. If there are several impacts, which is (are) the most important'?

2. Could the MIS exist without external support from FAD'? DENR?

3. a. Does the site where the MIS is located differ from other sites?

b. In what ways?

4. a. How would you change the approach to creation of the system if you had to set it up'?

b. How would you adjust the system now'? c. Would you expand it? How?

5. a. Do you think an MIS could be set up in the Bar8l11guays where you work?

b. How might it need to be adapted to suit those locations?

6. Would you be willing to help train and share your experiences with other field workers'?

7. Would you be interested in helping establish and manage an MIS?

8. How would you describe your supervisor's attitude toward work . with the MIS (very supportive, supportive, indifferent, somewhat negative, negative)'?

Interviewer: Date:

............. MARI<ETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

II. Uganda Question Guide for Semi-StructuredInterviews

In the Uganda evaluation the following question guide was used to orient

the discussion with MIS participants, the facilitator and observers,

APPENDIX 5

What do you think the impact ofthe MIS Is on localparticipants?(improved earnings, businessskills, collaboration among smallproducers, awareness ofmarketing Issues)

If there is more than oneimpact, which is/are the mostsignificant?

How do you think theparticipants feel about theMIS?

Could the MIS exist withoutexternal assistance fromMakerere? FAO?(Could the system have been setup 12y the local people Orl theirown? Can it now 12e sustained bythem on their own?)

If not, why not and what couldbe changed to help facilitateindependent existence?

Do you think communities willcontinue to operate the MISafter field testing has finished?(Po you think they will change it,expand it?)

What significant differencesexist between the two fieldsites? How do thesedifferences affect operations?

If you could change the MISestablishment process, howwould you do so?

How would you change the fieldmanual?

107

II. Uganda Question Guide for Semi-Structured Interviews

In the Uganda evaluation the following question guide was used to orient

the discussion with MIS participants, the facilitator and observers.

If there Is more than one Impaot, whloh is/are the most signlfioant?

How do you think the partioipants feel about the MIS?

Could the MIS exist without external assistanoe from Makerere? FAO? (Could the system have been set up by the local people on their own'? Can it now be sustained by them on their own'?)

APPENDIX 5 ..

Do you think oommunities will oontinutt'to operate the MIS after field testing has finished? (Do you think they will change it, expand it'?)

What signifioant differenoes exist between the two field sites? How do these differences affect operations?

If you oould change the MIS establishment prooess, how would you do so?

How would you ohange the field manual?

Austria, Isabelita V. 1991/2. Progress Reports On the Philippine Field Test of the

Marketing Information System. Department of Environment and Nat-

ural Resources, Government of the Philippines, Quezon City, Philip-

pines. (unpublished)

Banana, A. Y. Progress Reports on the Uganda Field Test of the Marketing In-

formation System. Department of Forestry, Makerere University, Ugan-

da. (unpublished)

FAO. 1989, Horticultural Marketing: A Resource and Training Manual for

Extension Officers. FAO Agricultural Seivices Bulletin 76, FAO, Rome,

Hammet, A. L. 1992. Guidelines for Establishing a Local Level Market Infor-

mation System for COMMUnity Level Forest Products. Community

Forestty Unit, Forestty Policy and Planning Division, Forestry Depart-

ment, FAO, Rome.

Hammett, T. 1992. Development of a Local-Level Market Information System

for Community Level Forest Products: A Philippine Example. Commu-

nity Forestry Unit, Forestry Policy and Planning Division, Forestry De-

partment, FAO, Rome.

Rojas, M. 1989. Women in Co/711)7unit)) Forestrr A Field Guide for Project De-

sign and Implementation. Community Forestry Unit, Forestry Policy

and Planning Division, Forestiy Department, FAO, Rome.

Schulbert, B. 1983. Market Information Services, FAO Agricultural Services

Bulletin, 57. FAO, Rome

Sjöberg, A. 1994. Final Evaluation: Marketing Information System for Forest

Products (Field Test Sites in 7he Philippines). Community Forestty Unit,

Forestry Policy and Planning Division, Forestry Department, FAO,

Rome. (unpublished)

RFERENCES 109

Austria, Isabelita V. 1991/2. Progress Repol1s on the Philippine Field Test of the

Marketing Information System. Department of Environment and Nat­

ural Resources, Government of the Philippines, Quezon City, Philip­

pines. (unpublished)

Banana, A. Y. Progress Rep011s on the Uganda Field Test of the Marketing In­

formation System. Department of Forestry, Makerere University, Ugan­

da. (unpublished)

FAO. 1989. Horticultural Marketing: A Resource and Training Manualfor

Extension Officers. FAO Agricultural Selvices Bulletin 76, FAO, Rome.

Hammet, A. 1. 1992. Guidelines for Establishing a Local Level J1IIarket In/or­

mation System for Community Level Forest Products. Community

Forestty Unit, ForestlY Policy and Planning Division, ForestlY Depart­

ment, FAO, Rome.

Hammett, T. 1992. Development of a Local-Level Market In/ormation System

for Community Level Forest Products: A Philippine Example. Commu­

nity Forestly Unit, Forestry Policy and Planning Division, ForestlY De­

partment, FAO, Rome.

Rojas, M. 1989. Women in Community Forest']!: A Field Guide for Project De­

sign and Implementation. Community Forestry Unit, Forestry Policy

and Planning Division, ForestlY Department, FAO, Rome.

Schulbert, B. 1983. Market Information Services, FAO Agricultural Services

Bulletin 57. FAO, Rome

Sjoberg, A. 1994. Final Evaluation: Marketing !J~formation System for Forest

Products (Field Test Sites in T7Je Philippines). Community ForestlY Unit,

Forestry Policy and Planning Division, Forestry Department, FAO,

Rome. (unpublished)

RFERENCES

COMMUNITY FORESTRY NOTES

1 Household food security and forestiy: an analysis of socio-economicissues, 1989 (E/F**/S/Ar)

2 Community forestry: participatory assessment, monitoring and evalua-tion, 1989 (E/F/S)

3 Community forestiy: rapid appraisal, 1989 (E/F/S)

4 Community forestry: herders' decision-making in natural resourcesmanagement in arid and semi-arid Africa, 1990 (E/F**)

5 Community forestry: rapid appraisal of tree and land tenure, 1990(E/F/S**)

6 The major significance of 'minor' forest products the local use and val-ue of forests in the West African humid forest zone, 1990 (E)

7 Community forestry: ten years in review, 1991 (E/F/S)

8 Shifting cultivators: local technical knowledge and natural resourcemanagement in the humid tropics, 1991 (E/F/S)

9 Socioeconomic attributes of trees and tree planting practices, 1991(E/F**/S**)

10 A framework for analyzing institutional incentives in communityforestry, 1992 (E/F)

11 Common forest resource management: annotated bibliography of Asia,Africa, and Latin America, 1993 (E/F**)

12 Introducing community forestry: annotated listing of topics and read-ings, 1994 (E)

13 What about the wild animals? Wild animal species in communityforestry in the tropics, 1995 (E)

COMMUNITY FORESTRY FIELD MANUALS

1 Guidelines for planning, monitoring and evaluating cookstove pro-grams, 1990 (E/F/S)

2 The community's toolbox: the idea, methods and tools for participato-ry assessment, monitoring and evaluation in community forestiy, 1990(E/F/S/Viet)

3 Guidelines for integrating nutrition concerns into forestry projects,1991 (E/F/S)

4 Tree and land tenure: rapid appraisal tools, 1994 (E/F**)

5 Selecting tree species on the basis of community needs, 1995 (E/F**)

PUBLICATIONS

COMMUNITY FORESTRY NOTES

1 Household food security and forestty: an analysis of socio-economic issues, 1989 (E/F** /S/ Ar)

2 Community forestty: participatOlY assessment, monitoring and evalua­tion, 1989 (E/F/S)

3 Community forestty: rapid appraisal, 1989 (E/F/S)

4 Community forestry: herders' decision-making in natural resources management in arid and semi-arid Africa, 1990 (E/F**)

5 Community forestry: rapid appraisal of tree and land tenure, 1990 (E/F/S**)

6 The major significance of 'minor' forest products the local use and val­ue of forests in the West African humid forest zone, 1990 (E)

7 Community forestty: ten years in review, 1991 (E/F/S)

8 Shifting cultivators: local technical knowledge and natural resource management in the humid tropics, 1991 (E/F/S)

9 Socioeconomic attributes of trees and tree planting practices, 1991 (E/F**/S**)

10 A framework for analyzing institutional incentives in community forestty, 1992 (E/F)

11 Common forest resource management: annotated bibliography of Asia, Africa, and Latin America, 1993 (E/F**)

12 Introducing community forestty: annotated listing of topics and read­ings, 1994 (E)

13 What about the wild animals? Wild animal species in community forestry in the tropics, 1995 (E)

COMMUNITY FORESTRY FIELD MANUALS

1 Guidelines for planning, monitoring and evaluating cookstove pro­grams, 1990 (E/F/S)

2 The community's toolbox: the idea, methods and tools for participato­ry assessment, monitoring and evaluation in community forestty, 1990 (E/F IS/Viet)

3 Guidelines for integrating nutrition concerns into forestry projects, 1991 (E/F/S)

4 Tree and land tenure: rapid appraisal tools, 1994 (E/F**)

5 Selecting tree species on the basis of community needs, 1995 (E/F**)

PUBUCATIONS ... .... -

4I1)

COMMUNITY FORESTRY CASE STUDIES

1 Case studies of farm forestry and wasteland development in Gujarat,India, 1988 (E)

2 Forestland for the people. A forest village project in Northeast Thai-land, 1988 (E)

3 Women's role in dynamic forest-based small-scale enterprises. Casestudies on uppage and lacquerware from India, 1991 (E)

4 Case studies in forest-based small scale enterprises in Asia. Rattan,matchmaking and handicrafts, 1991 (E)

5 Social and economic incentives for smallholder tree growing. A casestudy from Murang's District, Kenya, 1993 (E/Viet)

6 Shifting cultivators of Indonesia: marauders or managers of the forest?Rice production and forest use among the Uma' Jalan of East Kali-mantan, Indonesia, 1993 (E)

7 Peasant participation and community reforestation. Four commu-nities in the Department of Cuzco, Pent, 1993 (E)

8 The impact of social and environmental change on forest manage-ment. A case study from West Kalimantan, Indonesia, 1993 (E/Viet)

9 Tree and land tenure in the Eastern Terai, Nepal. A case study fromthe Siraha and Saptari Districts, Nepal, 1993 (E)

10 Tree and land tenure: using rapid appraisal to study natural resourcemanagement. A case study from Anvirano, Madagascar, 1995 (E)

11 Shifting cultivation in Bhutan: A gradual approach to modifying landuse patterns. A case study from Pema Gatshel District, Bhutan, 1995(E)

COMMUNITY FORESTRY WORKING PAPERS

1 The role of alternative conflict management in community forestry,1994 (E)

2 Participatoty approaches to planning for community forestry, 1995 (E)

COMMUNITY FORESTRY GUIDELINES

1 Women in community forestty: a field guide for project design and im-plementation, 1989 (E/F/S)

2 Integrating gender considerations into FAO forestty projects, 1994(E/F**/S)

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS-

COMMUNITY FORESTRY CASE STUDIES

1 Case studies of farm forestty and wasteland development in Gujarat, India, 1988 (E)

2 Forestland for the people. A forest village project in Northeast Thai­land, 1988 (E)

3 Women's role in dynamic forest-based small-scale enterprises. Case studies on uppage and lacquerware from India, 1991 (E)

4 Case studies in forest-based small scale enterprises in Asia. Rattan, matchmaking and handicrafts, 1991 (E)

5 Social and economic incentives for smallholder tree growing. A case study from Murang's District, Kenya, 1993 (E/Viet)

6 Shifting cultivators of Indonesia: marauders or managers of the forest?

7

Rice production and forest use among the Uma' Jalan of East Kali­mantan, Indonesia, 1993 (E)

Peasant participation and community reforestation. nities in the Department of CU2CO, Peru, 1993 (E)

Four commu-

8 The impact of social and environmental change on forest manage­ment. A case study from West Kalimantan, Indonesia, 1993 (E/Viet)

9 Tree and land tenure in the Eastern Terai, Nepal. A case study from the Siraha and Saptari Districts, Nepal, 1993 (E)

10 Tree and land tenure: using rapid appraisal to study natural resource management. A case study from Anvirano, Madagascar, 1995 (E)

11 Shifting cultivation in Bhutan: A gradual approach to modifying land use patterns. A case study from Pema Gatshel District, Bhutan, 1995 (E)

COMMUNITY FORESTRY WORKING PAPERS

1 The role of alternative conflict management in community fore stty , 1994 (E)

2 ParticipatOlY approaches to planning for community forestty, 1995 (E)

COMMUNITY FORESTRY GUIDELINES

1

2

Women in community forestty: a field guide for project design and im­plementation, 1989 (E/F/S)

Integrating gender considerations into FAO forestty projects, 1994 (E/F**/S)

........... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

COMMUNITY FORESTRY AUDIO VISUALS

1 Forests and food security, 1993 (E/F/S)

2 Gender analysis and forestry development planning, 1993 (E/F)

3 What is a tree?, 1994 (E/F)

COMMUNITY FORESTRY CARTOON BOOKLETS

1 Food for the Future, 1990 (E/F/S/Hindi/Malaysian/Portuguese/Sin-hala/Viet/Lao)

2 Our trees and forests, 1992 (E/F/S)

3 I am so hungry I could eat a tree, 1992 (E/F/S)

4 Fabulous forest factories, 1993 (E/F/S)

OTHER COMMUNITY FORESTRY PUBLICATIONS

1 Restoring the balance: women and forest resources, 1991 (E/F/S)

2 Forests, trees and food, 1992 (E/S)

3 Women and community forestry in Sudan (slide booklet); 1991 (E)

4 What is a Tree? The functional approach to species selection (slidebooklet), 1995 (E)

5 Fruits of our work: women and community forestry, Tanzania (slidebooklet), 1991 (E)

6 The gender analysis and forestry training package, 1995 (E**)

Ar Arabic

E English

F French

S Spanish

Viet Vietnamese** in preparation

PLIBLICATIONS

COMMUNITY FORESTRY AUDIO VISUALS

1 Forests and food security, 1993 (E/F/S)

2 Gender analysis and forestly development planning, 1993 (E/F)

3 What is a tree?, 1994 (E/F)

COMMUNITY FORESTRY CARTOON BOOKLETS

1 Food for the Future, 1990 (E/F/S/Hindi/Malaysian/Portuguese/Sin-hal a/Viet/Lao)

2 Our trees and forests, 1992 (E/F/S)

3 I am so hunglY I could eat a tree, 1992 (E/F/S)

4 Fabulous forest factories, 1993 (E/F/S)

OTHER COMMUNITY FORESTRY PUBLICATIONS

1 Restoring the balance: women and forest resources, 1991 (E/F/S)

2 Forests, trees and food, 1992 (E/S)

3 Women and community forestlY in Sudan (slide booklet); 1991 (E)

4 What is a Tree? The functional approach to species selection (slide booklet), 1995 (E)

5 Fruits of our work: women and community forestry, Tanzania (slide bookleO, 1991 (E)

6 The gender analysis and forestry training package, 1995 (E**)

Ar Arabic

E English

F French

S Spanish

Viet Vietnamese

** in preparation

PUBUCATIONS ...

411»

OUR PUBLICATIONS AND VIDEOS ARE AVAILABLE FROM YOUR REGIONAL FOCALPOINT:

Europe The Editor, FTPP Newsletter

Swedish University of Agricultural Sciences

Box 7005

75007 Uppsala, Sweden

E-mail: Bitte, Linder@irdc.slu.se

Fax: (+46-18) 671209

Anglophone FTPP Network Coordinator

Africa Forest Action Network

P. 0. Box 21428

Nairobi, Kenya

E-mail: DWW@arcc.kaact.ke

Fax: (+254-2) 718398

Francophone FTPP Regional Facilitator for Francophone Africa

Africa IPD-AC

Institut Panafricain pour le Développement

B. P. 4078

Douala, Cameroon

Fax: (+237) 424335

MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Asia FTPP Regional Facilitator for Asia

Regional Community Forestry and Training Centre

Kasetsart University

P. 0. Box 1111

Bangkok 10903, Thailand

E-mail: ftcsss@nontri.ku.ac.th

Fax: (+66-2) 561-4880

OUR PUBLICATIONS AND VIDEOS ARE AVAILABLE FROM YOUR REGIONAL FOCAL POINT:

Asia

Europe

Anglophone

Africa

Francophone

Africa

FTPP Regional Facilitator for Asia

Regional Community Forestty and Training Centre

Kasetsart University

P. O. Box 1111

Bangkok 10903, Thailand

E-mail: ftcsss@nontrLku.ac.th

Fax: (+66-2) 561-4880

The Editor, FTPP Newsletter

Swedish University of Agricultural Sciences

Box 7005

75007 Uppsala, Sweden

E-mail: Bitte.Linder@irdc.slu.se

Fax: (+46-18) 671209

FTPP Network Coordinator

Forest Action Network

P. O. Box 21428

Nairobi, Kenya

E-mail: DWW@arcc.kaact.ke

Fax: (+254-2) 718398

FTPP Regional Facilitator for Francophone Africa

IPD-AC

Institut Panafricain pour Ie Developpement

B. P. 4078

Douala, Cameroon

Fax: (+237) 424335

..... MARKETING INFORMATION SYSTEMS FOR NON-TIMBER FOREST PRODUCTS

Latin America Editor, Spanish FTPP Newsletter

and Spanish Boletín Bosques, Arboles y Comunidades Rurales

Caribbean c/o Instituto Abya-Yala

12 de Octubre 1430 y Wilson

Casilla 8513

Quito, Ecuador

E-mail: carlos@ftp.ecxec

Fax: (+593-2) 506267

North America International Society of Tropical Foresters

and English 5400 Grosvenor Lane

Carribean Bethesda, Maryland 20814

USA

E-mail: istfiusf@igc. apc. org

Fax: (+1-301) 897-3690

Other areascan contact:

PUBUCATIONS

FAO

Distribution and Sales Section

viale delle Terme di Caracalla

00100 Rome, Italy

E-mail: helen.gillman@fao.org

Fax: (+39-6) 5225-5514

Latin America

and Spanish

Caribbean

North America

and English

Carribean

Other areas

can contact:

PUBUCATIONS ...

Editor, Spanish FTPP Newsletter

Boletfn Bosques, Arboles y Comunidades Rurales

c/o Instituto Abya-Yala

12 de Octubre 1430 y Wilson

Casilla 8513

Quito, Ecuador

E-mail: carlos@ftp.ecx.ec

Fax: (+593-2) 506267

International Society of Tropical Foresters

5400 Grosvenor Lane

Bethesda, Matyland 20814

USA

E-mail: istfiusf@igc.apc.org

Fax: (+1-301) 897-3690

FAO

Distribution and Sales Section

viale delle Tenne di Caracalla

00100 Rome, Italy

E-mail: helen.gillman@fao.org

Fax: (+39,6) 5225-5514

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