The purpose of the paper is to explain the organization, behaviours and output of smallholder farmers of chickpea market and to analyse the structure–conduct–performance (S‐C‐P) of chickpea in the study area. The study was supported by a recent empirical study and used primary and secondary data from 122 respondents, as well as published and unpublished documents, to better understand how market structure and seller behaviour affect market performance. The study was conducted using the S‐C‐P model analytical approach. Weak oligopoly dominates the chickpea market in the research area (concentrated in the hands of few traders). The goal of the study was to fill the knowledge gap that existed on the topic, contribute to a proper understanding of the difficulties and enhance market development strategies for the benefit of producers, traders and other market participants. According to the research of the market structure, the district market has an oligopolistic market structure with a concentration ratio of 43.35%. In addition, the market is restricted by entry‐level obstacles such as a lack of funding, licensing requirements, the issue of constant supply and a lack of prior expertise in chickpea trading activities. The oligopolistic market structure has also led to chickpea market behaviours that is distinguished by a market strategy where the traders have the upper hand in determining the chickpea price. The study focuses on raising farmers' educational levels, enhancing extension and finance services, building transportation facilities to provide producers more negotiating leverage and accessing improved production techniques as a way to choose the best marketing outlet. Government agencies and relevant parties must step in to address the issues by disseminating current market data on the chickpea industry, enhancing market connectivity and supplying the market with their goods at competitive prices.

Bamboo meets a growing and various bamboo product demand and generates revenue. The study is aimed at analyzing the critical variables that affect the choice of alternative bamboo market outlets. By using two stages sampling procedures, 114 bamboo producers were randomly and proportionally selected. The determinants that affect the choice of bamboo market outlet were analyzed by multivariate probit model. Based on the model result, the probability of bamboo producers to select wholesaler, retailer, processor, and local traders’ outlet were 16.8%, 46.2%, 60.8%, and 54.3%, respectively. The probability of success and failure to select four market outlets were 2.5% and 2.2%, respectively. The result of MVP revealed that family size, total land holding size, amount of culm production, farming experience, distance to the market, and silviculture management practice affected the probability of farmers’ market outlet choice. Therefore, improving the producers’ knowledge and skills through capacity building and creating framers’ organization for collective action can help producers select the right market to sell bamboo products.

Background Bamboo meets a rising and diverse consumer demands and generates income and contribute to reforestation and climate change mitigation due to its rapid growth and environmentally friendly character. Most bamboo processing enterprises and farmer and consumers use manual technology and produce less durable products. Since there is no research conducted in the area related to profitability of different bamboo products and the distribution of value added Therefore, this study aims to analyse the profitability of bamboo products for producers, traders and processors in the same way it analyses the value added distribution among different agents. Methods To collect primary data 122 smallholder bamboo producers, 13 traders and 16 bamboo product processors were selected. To analyse the data descriptive statistics were employed. Results On average producers supply 374.79 bamboo culms and earn revenue of 7,623.23 ETB. The total value added at the producer level was 15.64 ETB per culm. On average local traders, retailers and wholesalers earn 7.52%, 9.51% and 9.23% of profit Margin and these traders earn average revenue of 66,420 ETB, 129,360ETB and 280,343 ETB respectively. Traditional bamboo product processors produce 687 traditional bamboo chairs on average per year and gained 3.06 ETB/culm as a net profit. Bamboo furniture enterprises on average process 823 modern bamboo chair per year and they earn 197.91 ETB per chair as a net profit. Higher value is added at bamboo furniture enterprise level and lower value is added at producer and trader level. Conclusion The result of the study revealed that all actors have positive profit and value is added by different chain actors and distributed to different agents. Bamboo furniture enterprises gained higher profit margin than traditional bamboo processors. The contribution of the bamboo sector to the government economy is limited. Based on the finding of the study, an effort should be made to increase the contribution of the sector to the national economy. In addition to this, providing working capital and working place and enhancing the processors’ skill and capacity to transform the business into more modern and profitable bamboo furniture enterprise is advisable.