PORK SUBSECTOR:

KEY RECOMMENDATIONS FOR

PROJECT INTERVENTIONS AT THE
RETAIL LEVEL
TASK ORDER NO. 04

JULY 2009
This publication was produced for review by the United States Agency for International
Development. It was prepared by Marian E. Boquiren for the Cambodia MSME project implemented
by DAI.

CAMBODIA MSME 2/BEE

PROJECT
PORK SUBSECTOR: KEY RECOMMENDATIONS FOR PROJECT
INTERVENTIONS AT THE RETIAL LEVEL
TASK ORDER NO. 04

Program Title:

Strengthening Micro, Small and Medium Enterprises in Cambodia

Sponsoring USAID Office:

USAID/Cambodia

Contract Number:

EEM-I-00-07-00009-00/04

Contractor:

DAI

Date of Publication:

July 2009

Author:

Marian E. Boquiren

The authors views expressed in this publication do not necessarily reflect the views of the United
States Agency for International Development or the United States Government.

TABLEOFCONTENTS

CONTENTS

I. COMPETITIVENESSOFCAMBODIAPORKATLOCALMARKET
II. INTERVENTIONDIRECTIONS/STRATEGICFRAMEWORK
III. UPGRADINGOFFOODSAFETYANDQUALITYCOMPLIANCEOFPORK
RETAILSTALLSINWETMARKETS
IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND
PERCEPTIONTOWARDSPORK
V. INDICATIVEIMPLEMENTATIONPLAN

PAGENO.
1
2
4
12
14

I. COMPETITIVENESSOFCAMBODIAPORKATLOCALMARKET

1. ConsumptionofCambodianporkhascomeunderincreasingpressurefromimportsoflivepigs
from Thailand and Vietnam. Four private firms import 800 pigs from Thailand daily for local
consumption (Phnom Penh Post, 21 May 2009). According to the Cambodia Pig Raisers
Association,manyofthesmalleroperatorshavecloseddownwhileothersoptedtoslowdown
intheiroperationsduetoshrinkingprofits.In2008,shareoflocalporktototalmarketsupply
wasestimatedat60%.In2009,marketsharedecreasedto40%.

Local pig production is dominated by smallholders and has a cyclical trend of expanding and
contractingtriggeredbychangesinmarketopportunities,coupledwithmovementsinthecost
ofanimalfeedandutilities.Becauseofsmallholderslowerlevelofinvestment,theyfinditeasy
to move in and out of the business when market conditions, and/or the cost/profitability of
production,changeinanadversedirection.Thiscyclicallocalpigproductionhascontributedto
the gradual crowdingout of local pig raisers in the distribution system. Slaughterhouses
increasinglypreferimportedpigsthanlocallyraisedpigsbecauseofstableavailabilityandlean
meat content. A predictable supply of slaughter pigs makes an optimum use of slaughter
capacityandsupplytothemarketpossible.

2. Majorityofthetradersandslaughterhousesdisplaylittleornoloyaltytoporkproducedfrom
locally raised pigs. Main purchase determinants are profitability (lowest price per kilogram
meat output; % yield of lean meat) and consistent availability at sufficient volumes. Local
breeds generally yield lower percentages of lean meat and are, therefore, less attractive to
traders/slaughterhousesespeciallythosethatareinvolvedindistributiontourbanmarkets(i.e,
PhnomPenh).Atthetraders/slaughterhouseslevel,Cambodianporkcostsmorethanimported
porkduetodifferenceintotalmeatoutput.Tobeabletoselltotraders/slaughterhouses,local
pig raisers decreased price of local pig to 6,000 to 7,000 riels per kilo. Retail prices of
Cambodianandimportedporkaregenerallythesame.

LivePigWeight
MeatOutput
CambodiaLivePig
100kg
73
ImportedLivePig
100kg
83
Source:InterviewswithTradersandCambodiaPigRaisersAssociation

3. Porkisthethirdpreferredprotein
source after fish and beef. Product
substitution in rising price
environment is possible due to
higher consumer preference for
fishandbeef.

The January 2009 survey

conducted by IndoChinaResearch
showedthatinCambodiatheeffect
of the global economic crisis has
unequal impact differentiated by
Consumers Perception of Countrys Economic Health:
social class. Inflationary pressures
January 2009
have hit hard Cambodia, and have
resulted in the increasing

incidenceofbargainingforcertainitems,ordecreasedspendingonhouseholditems,amongthe
majorityofconsumers.Poorhouseholdsweremostnegativelyaffectedastheycouldnoteasily
compensate high foodpricesbyshifting nonfoodpartsoftheirexpenditurestofood(asthey
spent already 80% on food CSES 2004). They reduced quantity of food or shifted to lower
value food (e.g., imported low cost products). Consumers are increasingly seeking value for
money.

4. Urban and tourism markets increasingly favor lean pork/low fat content, but majority of the
smallscale producers raise breeds and use feed options that do not yield the leaner market
demanded by the market. Imported pork is generally leaner compared to local meat. The
villageandprovincialmarketsarelessdemandingintermsoffatcontent.

5. Restaurants generally prefer imported meat because it does not shrink as much as the local
porkduringcooking(lowdriploss),lowfatcontent,andreliablesourcing.

6. ConsumerspreferthetasteofCambodianporkthanThaiandVietnampork.Itisalsoperceived
tobesafer(noantibiotics,growthpromotants,etc.)thanimportedproduct.

7. Decrease in pork sales due to the H1N1 outbreak was higher in the cities than in rural areas.
Supermarkets selling pork products (chilled/frozen meat) reported higher drop in sales than
vendorsinwetmarkets.Consumersperceiveporkfromlocallyraisedpigtobesafertoeatthan
importedporksincethereisnoreportedH1N1virusincidenceinCambodia.

8. Fresh pork is generally marketed in wet markets in a generic manner, without reference to
either its geographic or slaughterhouse origin. There is though a growing interest among
consumersonproductorigin.However,thereispresentlynoclearvaluepropositionorstory
that conveys a clear compelling reason why the consumer would choose to select Cambodian
porkasaproductofchoice.

9. Cambodianstraditionallyconsumefreshporksoldattraditionalwetmarkets.Chilledporkhas
been introduced in supermarkets but, to date, accounts for an insignificant percentage of the
market.Asidefromleanness,animportantfactorthatconsumersconsiderwhentheybuypork
isFreshness.Freshnessisalsoseenasameasuretoavoidtheriskthatmaybebroughtaboutby
theunsanitaryfoodandriskyeffectsfromfood.

The current distribution and retail systems of pork meat need improvement in terms of
compliance to food safety. The products are generally exposed to elements that accelerate
deterioration of quality. Remaining inventory of meat during the afternoon is automatically
classifiedasoflowerproductqualityandsoldatdiscountedprices.Productsthatarenotsold
duringthedayareusuallyboughtbyprocessorsorbysmallfoodserviceoutletsatlowerprices.
Noncompliancetofoodsafetystandardsdoesnotonlyposehealthhazardstoconsumersbut
alsocontributetoshrinkageofprofitmarginsofretailers.

II. INTERVENTIONDIRECTIONS/STRATEGICFRAMEWORK

To mitigate the rapidly declining market share of Cambodian pork in the domestic market,
interventions at the retail level must be directed towards strengthening the preference of the
consumers for local pork by visibly communicating at the pointofpurchase its origin, superior
eatingquality,andfoodsafetyintegrity.Thiswillbecarriedoutvia:

ProductionUgradingalignedtomarket
requirements/GoodHusbandryPractices

a) UpgradingFoodSafetyandQualityComplianceofPorkRetailOutlets/StallsinWetMarkets
toBetterServethePorkIndustryandConsumers
b) PromotionCampaignstoImproveConsumerAttitudeandPerceptiontowardsCambodian
Pork

The local pork industry has little or no image within the Cambodian marketplace. The H1N1
virus outbreak is further hurting consumer confidence on the safety of eating pork. It is in the
interestofallindustryplayerstoworktogetherandinvestinaprogramtoaddressconsumerrisk
perceptions and undertake market promotion based on concrete unique selling proposition/s.
Growth in consumption of local pork will rest primarily on educating the average Cambodian
consumer about the positive eating and safe attributes of local pork and to reflect these
characteristicsatthepointofsale.

IncreaseMarketShareof

LocalPork

BuildPurchasingLoyaltyforLocalPorkamongSlaughter

Houses

Strengthen Preference of Consumers for Local Pork by

visibly communicating at point of purchase its origin,

superior quality, and food safety integrity

UpgradingofFoodSafetyand
PromotionalCampaignsto

QualityComplianceofPork
ImproveConsumerAttitude

RetailStallsinWetMarketsto
andPerceptiontowards

betterserveIndustryand
CambodianPork

Consumers

Stimulating consumer interest on local pork, and, consequently, its increased consumption, can
potentially promote/build purchasing loyalty for locally raised pigs among slaughterhouses.
Slaughterhouses and traders orchestrate the type and flow of meat products in the wet markets.
Theslaughterhousesgenerallymaintainapoolofretailers.Theyalsoselltoretailersoncredit.The
prevailing market drivers underlying pork procurement among major slaughterhouses are
profitability and stability of supply. A strong consumer preference for local pork can provide
incentivesforslaughterhousestoincrementallyshifttolocallyraisedpigs.However,tosustainthe

shiftofslaughterhousesandconsumersfromimportedtolocalpigs,raisershavetoresolvemajor
meat production issues (leanness, low fat content, wellmarbled, low drip loss). Likewise, players
need to work together to ensure chain wide food safety and address the need for collaborative
mechanisms to ensure better synchronizing of production and marketing activities between pig
raisers,traders,andslaughterhouses.

III. UPGRADINGOFFOODSAFETYANDQUALITYCOMPLIANCEOFPORKRETAIL
STALLSINWETMARKETS

A. Rationale

The wet market is the most important marketing channel for local pork. About 95% of the pork
consumed in Cambodia is purchased in wet markets. Majority of the pork retailers in the wet
market generally carry both imported and local meat except those that are directly related (e.g.,
wives) to smallscale traders/slaughterhouses participating in the MSME program who are
specialized in local pork. The pork retailers form an integral part of the local pork industry by
linking consumers and producers through business and social relationships. A key remedial
measuredonebyretailerstorespondtogrowingpreferencesforCambodiaporkandleanmeatis
totrimdownthefatsfromthelocalpork.Throughthissimplemeasure,theretailersareableto
provide temporary solution to the current lack of capacity of raisers to produce pigs that can
providethequalityofmeatdemandedbyconsumersaswellasmaintainsalesforlocalpork.

For

Cambodian
pork to be at
par with
imported
meat,
retailers trim
down the fat.

CambodianPorkinWetMarket

Fats sold
separately
at lower
price

Before a purchase, quality expectations of consumers are formed based on extrinsic and quality
cues that are present in the shopping situation. Intrinsic quality cues comprise the physical
characteristicsofaproductssuchascut,color,andvisiblefatcontentofthemeat.Extrinsicquality
cues refer to everything else info on production system, distribution, outlet, price, etc. Quality
expectations will only influence purchase decision to the degree that they are salient in the
shopping situation particularly the presentation of the product in the stall and the information
availableabouttheproduct.Tofurtherharnessthecollectivepotentialofporkretailerstomitigate
theeffectsofimportedmeatonthelocalpigindustry,thereisaneedforimprovedandsafevisual
merchandising.Forporkretailerstoreaffirmandsustaintheirhistoricalfunctionofbringingfresh,
safe, quality, and reasonably priced food to the populace parallel to facilitating the gainful
participation of local pig raisers in the domestic market, the following key challenges have to be
addressed:

- The need to present consumers with a set of differentiated product and merchandising
attributestogainacompetitiveadvantageespeciallywiththe increasingnumbersofimported
productsavailableinthemarket
- Theneedforincreasedawarenesscreationontheimportanceofsafetyandqualityoflocalpork
andimprovementofretailerscapabilitytoassureconsumersofsafefoodatalltimes
- The need to further strengthen governance in the pork retail supply chain including
establishmentofmarketbasedstandardsinaninclusivewayandupheldbyallplayers.
- Theneedtoimproveaccessofvendorstoaffordableservicesthatwouldenablethemtoacquire
theresourcesandskillstoimprovequality andsafetyof freshproduce aswellasstrengthen
entrepreneurialskillswhichareallnecessaryforthesustainabilityofboththeirownoperations
andtheCambodianlocalporkindustry.

B. Objectives

Thiscomponentisaimedatfacilitatingthecommercialupgradingofporkretailoutletsparticularly
theircapabilitiestomeetfoodsafetyandqualitystandardsasameansofimprovingtheirincomes
and sustainability of their livelihoods and that of the local pig raisers. Specific objectives of the
componentare:

a. To facilitate the development of differentiation factors and Pork Retail Quality System
encompassing basic quality and food safety standards that would establish a
special/distinctstatementthattheporkretailerscanintroduceandsustainasamarketing
proposaltoimproveperceivedvalueandsalabilityoflocalpork

b. Todevelopprovidersandservices/productsthatwouldfacilitatetheupgradingofretailers
particularly the acquisition of capacities and capabilities to meet basic food safety and
quality standards parallel to development of systems to ensure sustained and equitable
accesstotheseservices

c. Tosupportthestrengtheningofporkretailsupplychaingovernanceandthepromotionof
publicprivatealliancesasbasesfortheupgradinginitiativeswithsocialresponsibilityand
sustainablebusinessgrowthasframeworkforcollaboration.

Proposed intervention strategies to achieve above objectives are discussed in the next sections.
TheindicativeimplementationplanispresentedintheAnnex.

C. ProposedInterventionandImplementationStrategies

1. SelectionofPilotstoInitiatetheChange/UpgradingProcess

Below are the three possible options for the pilots and each has its own implications to
implementation.TheCambodiaMSMEProgrammayopttohaveapilotforeachoftheoptiontotest
theefficacyofeachoftheapproaches.

Description/TargetGroups
PossibleImplications
Options
Afocuson2to3 Targetgroupswillbepork
Potentialformarketwidechangerather
markets
retailersin2to3markets
thanjuststallspecific
Programmayneedtoworkwitharangeof
thathaveorarewillingto
slaughterhouses(thosewithsignificant
haveatleast60%ofdisplay

Options

Description/TargetGroups
consistingoflocalpork

Workwith1to2
major
slaughterhouses
andtheirpoolof
retailers

Targetgroupswillconsistof

retailersthatregularlysource
fromthe2partnerslaughter
housesandwillingtoincrease

%oflocallyraisedpigsin
outlets
Retailersmaybespreadout
invariousmarketsinPhnom
Penhandneighbouring
provinces.

Workwith
Cambodia
NationalPig
Raisers
Associationsand
memberretailers

Targetgroupswillberetailer
membersoftheassociation.
Perdiscussion,targetmarkets
are:PhnomPenhMarket,
KandalTownMarket,and
KampongChanMarket

PossibleImplications
numberofretailerclientsinselected
markets),whichwillalsoreducerisksof
marketdistortion.Itmayalsorequire
parallelfacilitationofretailerslaughter
houselinkages.Buyintochangeinitiative
maynotbeeasytogetownershipof
processisspreadoutthinlyamongarange
ofplayers/slaughterhouses.But,itmay
alsomotivatethemtojoinsoasnottobe
leftoutbypeers.
Programmayalsowanttoexplorepossible
collaborationwithMongReththy
developmentofretailersinpreparationfor
marketlaunchingofhiscompanys
productsin2010.
Stallspecificchangesspreadoutinvarious
markets.Potentialtohighlightlocalpork
dominantretailoutletsislandsof
excellence
Maybeeasiertoforgepartnershipwith1to
2slaughterhousesbutinitialoutreachin
termsofretailersmaybesmall.Theremay
beanincreasedwillingnessbyslaughter
housepartnerstoinvestinupgradingof
theirretailerstoestablishtheirleadership
intheindustry
Higherriskofpromotingmarketdistortion
butcanbemitigatedbyensuringthat
Programmakesdeliberateeffortsto
promotetheparticipationofother
slaughterhousesintheprogram
Ifsuccessful,highpotentialtoinduce
participationofotherslaughterhouses
Canpotentiallyleadtobrandinginitiatives
byslaughterhouses
Assurancethatretailersarecarrying100%
localpork
Retaileroutreachmaybelowasassociation
isstillintheprocessofrecruitingmembers
andstartingtheirslaughterhouse
operations
Extentofsupporttoretailerupgradingmay
beconstrainedbyresourcesofassociation
Relationshipbetweenretailerassociation
atanearlystagenostrongsenseyetof
workingtowardscommonobjectives
Maystimulatelocalpigraisersto
conscientiouslycomplywithfoodsafety

Options

Description/TargetGroups

PossibleImplications
andqualitystandardsintheirown
operations

Should program opt to focus on specific wet markets, the selection process should be similar to
subsectorselectionconsistingofthefollowingsteps:

Participatory Definition of Selection Criteria: Criteria for selection may include the following: a)
scope for increasing volume of local pork traded in the market; b) significant number of pork
retailers committed to allocating specific percentage for local pork; c) Existence of partners to
collaborate with and readiness for change; d) Progressive area/With good % of lowmedium to
mediumendconsumers;e)ActiveHealthPromotionUnits/Village HealthPromotionUnits;andf)
With some basic market infrastructure, conducive framework conditions, and clear presence of
someincentivesforplayerstoinvestinupgrading.

Profiling of Shortlisted Markets based on Selection Criteria: This will involve the collection of
information and analysis of shortlisted markets based on selection criteria. The preliminary
assessment willthenleadtothe nextstepoftakingthedecisiontoselect market/sto implement
thepilots.

Prioritization and Selection of Pilot Markets: Ranking and prioritization of wet markets are best
conductedthroughworkshopswiththevariousstakeholderstoensureobjectivenessandpromote
ownershipofresults.

2. PromotionofInterfirmCooperation/ImprovementofSupplyChainGovernance

a) Facilitateformationofpublicprivatesectorallianceormultisectoralworkinggroup

PoolofProvidersand
Trainors

AccreditationandMonitoring
Committee

PorkRetailQualitySystem
WorkingGroup

Retailers


The pursuit of common upgrading objectives among the diverse stakeholders can be facilitated
throughtheformationofmultisectoralteamsorworkinggroupsconsistingofthefollowing(have
tobeadaptedtospecificcontextandpilotsetup):

PorkRetailQualitySystemWorkingGroup/TaskForce:Centralbodyforplanning,implementingand
monitoring the project. It is proposed that the Working Group should include the following: a)
governor/representative of governor; b) market administrator or manager; c) representatives of
pork retailers, slaughter houses, and pig raisers; d) consumer group representative; e)
Camcontrol/MAFF;f)Media;g)Academe;andh)HealthPromotionCenter

Accreditation and Monitoring Committee: Incharge of accreditation or of formally recognizing

retailersthathavemetagreedfoodsafety,quality,merchandisingdisplaystandards.Thegroupis
alsoinchargeofregularlymonitoringcontinuedcompliancetostandardsbyaccreditedvendors.

ProvidersPool:Providersofarangeofservicesandresourcestofacilitateupgradingofvendors.
Program Support

Identification of potential catalysts

Initiate the formation of the Pork Retail Quality System working group

Organizational/Institutional Development Support

Capability Building Food Safety and Quality Standards in Pork Retailing

b) PromotionofCommonUnderstandingofStandardsandNormsandAccountability

Thiswillinvolvethefollowing:i)DevelopmentofWetMarket/PorkRetailOutletWorkingVision;
ii)ElaborationofStandards(asperAnukret47andfoodsafetyguidelinesformeatretailers)and
Range of LowCost Implementation Measures; iii) Formulation of Implementation Plan; and iv)
Disseminationofstandardsandimplementationplantoallstakeholders

Who will do it: Pork Retail Quality System Working Group, core group of retailers with the
participation of government, industry players, and other stakeholder groups

Program Support:

Workshop facilitation/Guidance in the development of implementation plan

Technical assistance in the elaboration of standards and parameters

Support to dissemination of standards and implementation

3. BusinessDevelopmentServicesforPorkRetailOutlets

a) Establishmentofapoolofproviders

It is ideal that a pool of providers be established for each of the market. Providers may be:
progressive retailers/traders, producers association, staff from slaughterhouses, market
administrator and collection agents, health center personnel, and village health volunteers.
CamcontrolandextensionofficersfromMAFFcanpotentiallyhandlethemoretechnicalaspectsof
thetrainingorprovidesupportduringtheconductofthetraining.

b) Developmentofservices

Training may cover the following topics: i) food safety and quality; b) visual merchandising; iii)
enterprise/ financial management; and iv) semiprocessing of meat to prolong shelflife. Training
should be aligned to the lowcost implementation measures identified in collaboration with the
players themselves. The training sessions should start with easy low cost changes. It is also
recommended that all services follow the Learning/ Training Application/ Mentoring
Income/SalesFeedback/Coachingcycle.Theobjectiveistoallowvendorstoimmediatelyapply
newskillsandexperiencetangiblebenefitsoftraining.

To facilitate identification of
lowcost solutions and, at the
same
time,
promote
experimental learning and
innovation among retailers,
competitionscanbeconducted
on food safety and quality
standards compliance. The
viable lowcost solutions can
then be integrated in the
training
modules.
The
competitions would also
provide
retailers
the
incentives to immediately
adoptgoodpracticesaswellas
facilitate
assessment
of
vendors understanding of the
different standards and to
make
corrective
actions
whenevernecessary.


c) Financialviabilityschemes

Basedoninterviewsconducted,itisunlikelythatretailerswouldbewillingtopayupfrontfeesfor
training.Assuch,serviceshavetobeprovidedaspartofbusinesstransactions.Thefollowingare
thepossiblefinancialviabilityschemes:

i) Costoftrainingbundledinstallpayment
ii) Cost of training covered from markups sale of packaging materials, apron, hair net,
signage,pointofpurchasematerialsindicatingoriginandproductattributes,etc.
iii) Embeddedservicesvalueaddedservicesprovidedbyslaughterhousestotheirretailers
iv) Bundledwithpaymentforbusinesslicenserenewal
v) BundledwithmembershipfeesCambodiaPigRaisersAssociation

d) PromotionofMicroFranchising/Branding

As
per
interview,
the
CambodianNationalPigRaisers
Association is set to start soon
an upgrading program for
retailers to support its
slaughter
operations.
Upgrading package that will be
provided to retailers include
training on food safety and
hygiene. They also intend to
assist retailers upgrade their
stalls. Given these plans and
developments, the Cambodia
MSME program may also want
to explore with slaughter
housesorcommercialscalepig
farms(i.e.MongReththy)orthe
Cambodia National Pig Raisers
Association the possibilities of
amicrofranchisingschemewithretailers.

Who will do it- Delivery and Coordination of Services:

Pork Retail Quality System Working Group, pool of providers, slaughter houses
Program Support:
Capability building of providers
Technical assistance in the development of modules and training materials/services
Support to prototype development of retail stalls/ Model stalls
Technical assistance in the development of financial viability and service delivery
schemes/Business Planning for Services
Technical assistance in the development of microfranchising scheme
Linkages with MFIs

10

4. StimulationofDemandforServices

a) AdvocacyCampaignontheBenefitsofUpgradingandFoodSafetyandQualityCompliance

Thecampaignshouldbeorientedtotheobjectivesandneedsof peoplewhoaredirectlyinvolved
and whose actions and behavior will determine the success of the upgrading initiative. Activities
may include: i) orientation of industry players on the benefits of upgrading and food safety
compliance with a focus on income generation, customer relations, and health benefits for
themselvesandtheirworkers;andii)SafePorkcampaigndirectedtoconsumers.
Who will do it: MAFF, Camcontrol, Pork Retail Quality System Working Group, Media
Program Support:
Support to development and conduct of advocacy campaigns

b) Regularconductofconsumerfeedbacksurvey

Theconsumerfeedbacksurveycanserveatwofoldpurpose:i)asbasisforiterativeplanning;and
ii)providemotivationforporkretailerstopursueandsustainupgrading.Thismaybedoneviaa
DotSurvey.Itissimplebuteffectivedatacollectionmethodinwhichalimitednumberofquestions
arepostedonaneaselorboardandconsumersindicatetheirresponsesusingcolorfullabels/dots.
In our experiences in Costa Rica, these are wellliked by consumers and adds to the market
atmosphere. Results should be analyzed together with the retailers and other stakeholders.
Positiveresultsmaybedisseminatedtothemediatoencourageotherindustryplayerstoenrollin
theupgradinginitiative
Who will do it: Collaboration between Program and Pork Retail Quality System Working Group
and with the support from media
Program Support:
Support to development and conduct of consumer feedback survey including analysis
Dissemination of positive results to media

c) RecognitionandAccreditation

Recognition from the program, government or individuals respected by the actors can help
maintainmomentumandspreadinterestamongtheresistantgroup.Interestfromthemediamay
alsohelpkeepactivitiesfromstalling.Activitiesmayinclude:i)SearchforModelRetailersvotedby
consumersandpeers;ii)trimediadisseminationofsuccessstories;iii)simpleaccreditationsystem
whichcanbeconducteduntilendofprogram.
Who will do it: Pork Retail Quality System Working Group and Program with support from media
Program Support:
Support to conduct of competitions
Technical assistance in the development of the accreditation system
Preparation and dissemination of success stories

11

IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND PERCEPTION

TOWARDSPORK

A. Objectives

To date, there is no serious and sustained local campaign to give Cambodian pork prominence in
consumerconsciousness.AlthoughitisclaimedthatCambodiansgenerallypreferlocalporkdueto
its better taste and lower risks of contamination, these positive attributes do not translate to
increasedmarketshares.Intheabsenceoflabelsoforigin,itmaybepossiblethatimportedpigsare
passed off as local pork since a higher percentage of the meat supplied to retailers are from
imported pigs. Interviews indicate that it was not easy for ordinary consumers to distinguish
product attributes of local pork from the Thai and Vietnamese meat. Since branding cannot be
implementedattheshortterm,aremedialmeasureistoeducateconsumersonhowtodistinguish
local pork from imported meat through visual appearance (color, marbling, etc.). Likewise,
Cambodianporkhascertainqualitydisadvantagesoverimportedmeatwhichrequiresproduction
changes that cannot be achieved in the shortterm. It is, therefore, important for the industry to
reinforce positive associations/imagery of Cambodian pork as a shortterm response. This is also
themostopportunetimetoconductamarketingcampaigngiventhatconsumersgenerallyperceive
local pork to be safer than imported pork since there is no reported incidence of H1N1 virus
outbreak.Specificobjectivesofthemarketingcampaignareto:

a. Develop and promote a unique selling proposition and other attributes for Cambodian
fresh pork and ensure that these are passed to consumers and those who influence
consumerdecisionmaking
b. Increaseporkvolumeandmenuplacementinfoodserviceoutlets
c. Increasevaluealongthedifferentlinksinthechain

B. Description
Storyline

PossibleTheme:

WeLoveourPorkTheFlavorofCambodia
CambodiaPork:YouCanSeeandTastetheDifference!
CambodianPorkTheTasteisWorthIt!

KeyMessages:
ReddishpinkcolorofCambodianporkmoretenderandflavorful.
Speciallybredforflavorandtastenaturallymoistwithnowater
chemicals
Highlymarbledformaximumnaturaljuicinessandtaste
Hogsarebred,born,andraisedonfamilyfarmsnaturallyraised
andnogrowthpromotantsandantibiotics
Availableinsafeandcleanretailoutletsaimedatgivingyoua
healthyandsafeshoppingenvironment

Tobesupplementedwithmessagesonfoodsafety

Note:AbovecharacteristicsofCambodianporkhavetobeverifiedby
foodtechnologists/meatexpertsthesewerebasedfrominterviewsof

12

CommunicationStrategy

Whowilldoit

ProgramSupport

traders.
Pointofpurchasematerials(inretailstalls)showingthephysical
characteristicsofCambodianporkandkeymessages

Selectothermediathatwould:i)Showcasepork'sappetiteappeal;ii)
BuildastrongemotionalconnectionbetweenporkandCambodian
familytraditions(?)andlocaleconomy;iii)Delivereducationand
informationonlocalpork'ssafetyandhealthfulnessand
distinguishingfeaturesvisvisimportedpork

Enlistsupportofculinarywriters/gurustoattestonsuperiortasteof
CambodianPork

Enlistnewspapers/radio/tvtofeaturerecipesusinglocalpork

HealthyPorkRecipe/Culinarycompetitionsthatwouldshowcase
versatilityofporkandallowsampling.TargetParticipants:
restaurants/foodserviceoutlets
CambodiaPigRaisersAssociation
MongReththy
SlaughterHousesatstartofcampaign,enlistthoseusingatleast
60%localpigsastheymaybemorereceptive
PorkRetailQualityWorkingGroups
MAFF
TAinthedevelopmentofpromotionalcampaign
Capacitybuildingonhowtomanageandrunpromotionalcampaign
keystakeholdergroupsthatwilleventuallycontinuethecampaign
Supporttopilotrunofcampaign
Facilitationoflinkageswithpotentialsponsors
Monitoringofresultsofpromotionalcampaign

13

IV. ANNEX
PORKSUBSECTOR:
RETAIL
ACTIVITIES
PilotSection
MappingofSlaughter
housesandtheir
retailersincluding
marketlocations
Discusswithpotential
partnersviabilityof
differentoptions
Briefoverviewsof
potentialwetmarkets
constraintsand
opportunities
Workshopwith
stakeholderson
marketselection
criteria
Profilingofshortlisted
markets
Workshopwitn
stakeholdersforfinal
selectionofpilot
markets

2009
7

10

2010
11

12

2011
8

10

11

12

11

12

PublicPrivateAlliances/SupplyChainGovernance(forpilots)
Identificationof
catalysts

Initiateformationof
workinggroups

Orientationonfood
safetyandquality
standardsandpork
retailmarketing

2012
8

10

10

11

12

14

PORKSUBSECTOR:
RETAIL
ACTIVITIES
Facilitatedevof
working
vision/implementation
plan
TAoninitial
elaborationof
standardsandlow
costimplementation
measures
Disseminationof
implementationplan
andstandardtokey
stakeholders
Organizational
Dev/Institutional
Dev/Interfirm
Cooperation
Strengthening

2009
7

10

2010
11

12

11

12

BusinessDevServicesforPorkRetailSector(forpilots)
Identificationof
potentialproviders

ParticipatoryDevof
TrainingModules

CapabilityBuildingof
Trainors

TAduringpilotrunof
trainingmodules

TAdevofinitial
financialviabilityand
delivery
schemes/business
plansforservices

2011
8

10

2012
8

10

11

12

10

11

12

15

PORKSUBSECTOR:
RETAIL
ACTIVITIES
Developmentofother
servicesincluding
financialviability
schemes/Business
Plansforservices
Facilitateconductof
competitionsto
identifyemerging
goodpractices/low
costsolutions
Facilitateparticipatory
updating/ofservices
andmodules
MonitoringandTA
operationalizationof
services

2009
7

10

2010
11

12

2011
8

10

11

12

11

12

MicroFranchising/Branding(ifthereisaninterestfromcommercialfarms/slaughterhouses/associations)
Promoteconceptto
potentialenterprises/
toPigRaisers

Associaiton
TADevelopmentof
businessmodels
includingbusiness
plans

TAPilotrunof
businessmodels
paralleltofurther
development

TAPromotionof
microfranchising
amongporkretail
outlets(existingand

2012
8

10

10

11

12

16

PORKSUBSECTOR:
RETAIL
ACTIVITIES
potential)

Promotionand
downloadingtoother
slaughter
houses/interested
parties
TAtonewmicro
franchisors
Promoteconceptto
MFIsespforsmall
scaleslaughterhouses
Monitoringand
evaluation/iterative
planning

2009
7

10

2010
11

12

11

12

StimulationofDemandforServices(pilots)
SupportAdvocacy
CampaignonBenefits
ofFoodSafetyand
Quality
Compliance/Upgrading
TADevofsimple
consumerfeedback
surveymechanism

Supportconductof
consumerfeedback
survey

Supportto
participatoryanalysis
ofconsumersurvey
results

2011
8

10

2012
8

10

11

12

10

11

12

17

PORKSUBSECTOR:
RETAIL
ACTIVITIES
Supportto
disseminationof
consumersurvey
results
TAdevof
competition
mechanisms(Model
PorkRetailOutlet,
etc.)
Supporttoconductof
porkretailoutlet
competitions
TAdevelopmentof
accreditationsystem
Supportto
operationalizationof
accreditationsystem

2009
7

10

2010
11

12

2011
8

10

11

12

11

12

Scalingup/ReplicationofPorkRetailOutletUpgrading
Industrywide
promotionofconcept
andresults

Downloading/support
toimplementationto
newentrants(same
activitiesaspilotsbut
lessondevofsystems)
PorkMarketingCampaign
Identificationof
potential
partners/coregroups

toworkwith
TAdevelopmentof
promotionalcampaign

2012
8

10

10

11

12

18

PORKSUBSECTOR:
RETAIL

2009

2010

2011

2012

ACTIVITIES
7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
TA/CapabilityBuilding
onhowtomanageand
runpromotional
campaign

Facilitationoflinkages
withpotential
sponsors

Monitoringof
campaignresults

19