The global economy and the paradoxical phenomenon of coffee caused by asymmetry information between producers and consumers, so that the market is not enough to be a price controller. The phenonema requires a solid institutional role at the producer level to cope with market imperfections. This paper attempts to analyze whether collective marketing can provide higher prices and added value to farmers. All respondents are members of farmer groups who do marketing both individually and collectively. The information was gathered through interviews with farmers, local traders, managers of farmers group, and representatives of companies/exporters. Two marketing chains (individual and collective) were analyzed with value chain analysis. The results showed that in the case of the coffee marketing chain, many actors were involved such as traders, wholesalers, farmer groups, federate farmer groups, and exporters. The involvement of many actors in this marketing chain raised the cost of handling during the marketing process. Based on the results of the value chain analysis found that the marketing chain collectively provide better prices and value added for producers and actors involved.

Lampung Province is one of the potential coffee producers in Indonesia, with the contribution to national exports reaching an average of 61.26 percent over the past six years. The contribution of Lampung's coffee export to national exports in 2013 was more than 70% (AEKI, 2014). However, it was interesting to explore whether this contribution also have a positive effect on added value for farmers? One aspect of justice in the supply chain can be seen from the distribution of added value among actors involved in it. Therefore a study is needed to analyze the supply chain and distribution analysis of value added of coffee beans in Lampung Province. The main performance indicators used in analyze was financial indicators for each actor involved in the coffee bean supply chain, including production costs, labor, procurement, storage, as well as margin calculation and added value. The analysis showed that the biggest added value of all actors in the coffee bean supply chain is the farmers and the smallest is the collectors. Moreover, farmers get the highest proportion of value added compared to other actors. The highest added value is obtained by farmers when they choose to sell coffee beans to the joint business group (KUB).

This study aims to identify actors in collective marketing channels and analyze the collective marketing performance of coffee beans in Lampung Province, Indonesia. Research samples are 50 coffee farmers in West Lampung Regency, randomly selected from farmer groups. The analytical method used to assess the collective marketing performance was marketing margin analysis.”The results showed that many actors were involved in the marketing channel, including collectors, wholesalers, farmer groups, Federate Farmers Groups, Joint Business Groups, and exporters.”Their involvement increased the handling costs during the marketing process. There are four collective marketing channels of coffee beans identified in this research.” Based on the results of marketing margin analysis, it is known that the most efficient collective marketing channel is direct selling to Joint Business Group.”

As one of the commodities supporting food security is underdeveloped due to marketing problems. Fluctuating supply and prices of organic rice, weak market information, high transportation costs, organic product certification, and limited capital become the basis for the need for analysis strategy for developing an organic rice market. The purpose of this study are: (1) identify the internal and external environmental factors, (2) formulate the best alternative strategy for the development of the organic rice market in South Lampung Regency. The research was carried out in Candipuro sub-district, based on being a center for organic rice production in South Lampung Regency. The data were analyzed qualitative and quantitative using descriptive analysis, identification of Strengths, Weaknesses, Opportunities, and Threats using IFE and EFE matrices, to obtain alternative strategies using the IE matrix and SWOT matrix. The results of the analysis show that the main weakness of the organic rice farmer group is the low performance of human resources and the limited number and types of organic products that cause a lack of market share for organic rice. The result of the IE matrix shows that the Mitra Organic Farmer Group is in the position Diversification. This policy needs to be implemented in preparation for broad diversification into various types of business activities that provide opportunities for improving the role of an institution or institution (conglomerate diversification strategy). Alternative strategies formulated based on the SWOT matrix are (1) increasing the number and types of organic products produced/product diversification, and (2) increasing institutional capacity to become cooperatives to optimize the government’s role in market accessibility and funding.