The present study on processing management of pomegranate squash making was conducted in Koppal and Vijayapura districts of North Karnataka based on the highest area and production and higher concentration of pomegranate fruit processing units with the objective to analyze the value addition process and its economics. The results were based on primary data collected, with the sample size of twenty wholesalers cum commission agents, four processing units and twenty retailers from each district. The total cost incurred by the pomegranate squash processor, wholesaler-cum-commission agent and retailers in processing, storing, transporting and marketing hundred lit of squash was Rs. 8904, Rs. 211 and Rs. 102. The net price received by them after deducting marketing charges is accounted for Rs. 2298, Rs. 1665 and Rs. 2400 per hundred liters, respectively. The extent of value addition was found to be 58 per cent along with the processors share in consumer's rupee to the tune of 57 per cent. Non-availability of infrastructure facilities like cold storage, grading and processing were the major problems faced by the value chain actors in its value addition and are the resultant of lower returns in value addition and its marketing. Therefore, suitable infrastructure facilities are essential to stabilize the returns of fruit growers and other value chain actors in fruits value chain, by increasing the storage life of the fruits by adding value to them in different ways by different value addition processes.

The present study on economics of processing and marketing of grapes in raisin and wine making was conducted in Vijayapura and Belagavi districts of north Karnataka. Based on the higher concentration of area and production of the fruits, the objective to analyze the costs and returns in processing grapes into different value added products like raisins and wine was conducted. The results were based on primary data collected, with the sample size of eight processing units, twenty wholesaler cum commission agents and twenty retailers for each of the value added product. The results revealed that the total cost incurred by the processors in processing of grapes into one quintal of raisin and hundred lit of wine was of Rs. 5835and Rs. 5856, respectively. The degree of value addition in the cases of grape raisin and grape wine was found to be 56.22 and 56.88 per cents, respectively. The marketing cost incurred by the retailers in marketing one quintal of grape raisin and hundred lit of grape wine was found to be Rs. 95 and Rs. 65, respectively. Since the stake holders in value chain of both the cases of value added products (raisin and wine) are not integrated, there is a great opportunity to integrate and strengthen the value chain in processing and marketing of those value added final products. The concerned statutory bodies have to give due attention for providing proper approach roads to the farms, processing units, cold storage and marketing facilities.

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Fruit value chain involves any type of value addition to the horticultural produce which includes processes such as drying, grading, sorting, processing, packaging, advertising, marketing, etc., which adds value and enhance the shelf-life of value added products. The present study was conducted in Northern Karnataka with the objective to analyze the different cost and returns in its value chain management. The primary data related to procurement of raw materials and its rates, inventory management, costs of processing, marketing and its costs and different problems faced during value addition processes were obtained from the value addition units/ processors for the agricultural year 2013-14. The data was analysed using tabular analysis, growth rate analysis, ARIMA model of forecasting and Garrett Ranking Technique. The results were based on primary data collected, with the sample size of eight processing units, twenty wholesaler cum commission agents and twenty retailers for the selected fruit crop. The results revealed that the total cost incurred by the processors in processing of raw sapota into one quintal of fruit was of Rs. 1047. The degree of value addition was found to be 58 per cent. The marketing cost incurred by the retailers in marketing per quintal of sapota fruit was found to be Rs. 110. The supply of sapota in India showed a compound growth rate of 6.15 per cent annually over the period studied. Since the stake holders in value chain of sapota fruit are not integrated, there is a great opportunity to integrate and strengthen the value chain. The processors opined that higher raw materials cost and commission charges, transportation hurdles are the major problems in value addition of sapota. The concerned statutory bodies have to give due attention for providing proper approach roads to the farms, processing units, cold storage, marketing facilities and export opportunities.