[ La commercialisation des productions et sous-produits de la tomate des groupements de Bugorhe et Irhambi-Katana, Kabare, Sud-Kivu en RDC ]
Volume 36, Issue 1, April 2022, Pages 121–131
Kizungu Mulangane Emmanuel1, Nzigire Buhendwa Rosine2, Zagabe Mulueoderhwa Olivier3, Maheshe Amani Venant4, Cikuru Kizungu Marine5, Basima Kizungu Olivier6, Habiragi Donatient Malugire7, and Kigabi Save Muller8
1 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
2 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
3 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
4 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
5 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
6 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
7 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
8 Université de la paix, RD Congo
Original language: French
Copyright © 2022 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
This study is carried out in Bugorhe and Irhambi-Katana Grouping in 2019, Kabare Sud-Kivu, DRC. The difficulties linked to the marketing identified therein and its by-product are: Poor associative organization, the products are not preserved because the conservation techniques are not known by almost all tomato growers, Lack of knowledge of the markets and prices, existence of competitors on the same markets, absence of marketing coordination structures.The proposed solutions are: Better organization and training of producers. Better study the markets, control prices, learn about and participate in price variations, improve and adapt the quality of products and by-products, install and operate processing units as coordination structures for tomato-related activities in this place.Our hypotheses are tested on a chi-square basis: those related to the difficulties are confirmed and those related to the solutions to these difficulties are partially invalidated. Dynamic and operational marketing is essential here.
Author Keywords: Marketing, production, by-products, Tomato.
Volume 36, Issue 1, April 2022, Pages 121–131
Kizungu Mulangane Emmanuel1, Nzigire Buhendwa Rosine2, Zagabe Mulueoderhwa Olivier3, Maheshe Amani Venant4, Cikuru Kizungu Marine5, Basima Kizungu Olivier6, Habiragi Donatient Malugire7, and Kigabi Save Muller8
1 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
2 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
3 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
4 Centre de Recherche Agro-alimentaire Extension de Lwiro au Sud-Kivu (CRAA-LWIRO), RD Congo
5 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
6 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
7 Centre de Recherche en Sciences Naturelles de Lwiro au Sud-Kivu, RD Congo
8 Université de la paix, RD Congo
Original language: French
Copyright © 2022 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
This study is carried out in Bugorhe and Irhambi-Katana Grouping in 2019, Kabare Sud-Kivu, DRC. The difficulties linked to the marketing identified therein and its by-product are: Poor associative organization, the products are not preserved because the conservation techniques are not known by almost all tomato growers, Lack of knowledge of the markets and prices, existence of competitors on the same markets, absence of marketing coordination structures.The proposed solutions are: Better organization and training of producers. Better study the markets, control prices, learn about and participate in price variations, improve and adapt the quality of products and by-products, install and operate processing units as coordination structures for tomato-related activities in this place.Our hypotheses are tested on a chi-square basis: those related to the difficulties are confirmed and those related to the solutions to these difficulties are partially invalidated. Dynamic and operational marketing is essential here.
Author Keywords: Marketing, production, by-products, Tomato.
Abstract: (french)
Cette étude est réalisée en Groupement de Bugorhe et Irhambi-Katana en 2019, Kabare Sud-Kivu, RDC. Les difficultés liées à la commercialisation y identifiées et son sous-produit sont: Mauvaise organisation associative, les produits ne sont pas conservés car les techniques de conservation ne sont pas connus par la quasi-totalité des cultivateurs de la tomate, Non connaissances des marchés et des prix, existence des concurrents sur les mêmes marchés, absence des structures de coordination de la commercialisation.Les solutions proposées sont: Meilleure organisation et formation des producteurs. Mieux étudier les marchés, maitriser les prix, s’informer et participer à la variation des prix, améliorer et adapter la qualité des produits et sous-produits, installer et faire fonctionner des unités de transformation comme structures de coordination des activités liées à la tomate dans ce milieu.Nos hypothèses sont testées au khi-carré: celle liées aux difficultés est confirmée et celle liée aux solutions à ces difficultés sont infirmée en partie un marketing dynamique et opérationnel est ici indispensable.
Author Keywords: Commercialisation, production, sous-produits, Tomate.
How to Cite this Article
Kizungu Mulangane Emmanuel, Nzigire Buhendwa Rosine, Zagabe Mulueoderhwa Olivier, Maheshe Amani Venant, Cikuru Kizungu Marine, Basima Kizungu Olivier, Habiragi Donatient Malugire, and Kigabi Save Muller, “The marketing of tomato products and by-products from the groups of Bugorhe and Irhambi-Katana, Kabare, South Kivu in the DRC,” International Journal of Innovation and Applied Studies, vol. 36, no. 1, pp. 121–131, April 2022.
