An Interpretive Structural Modelling (ISM) approach to analyse and enhance the marketing system for mangoes in India

Introduction

India stands as the largest mango producer globally, accounting for above 40% of the world's total output. However, the country's mango marketing system encounters numerous fundamental challenges that impede profitability, sustainability, and international competitiveness. These obstacles include inefficient supply chains, inadequate cold storage facilities, a lack of organized retailing, insufficient price realization for farmers, and weak market intelligence systems, among others. To effectively tackle and resolve these interconnected and hierarchical challenges, implementing a structured methodological approach is crucial. Interpretive Structural Modelling (ISM) is used as qualitative tool to identify relationships among specific variables defining particular problem or an issue. ISM helps in the formation of a multi-tiered hierarchical framework for intricate components, which offers a systematic perspective on relationships for primary facilitators and obstacles. Employing ISM within the mango marketing framework in India presents a structured method to decode the intricacies of the ecosystem and develop actionable strategies for its improvement. (Attri et al., 2013) [4]

Overview of Mango Marketing System in India

The marketing system for mangoes in India consists of various participants, including farmers, intermediaries like commission agents and wholesalers, processors, exporters, and consumers. It includes several phases, such as production, harvesting, post-harvest management, transportation, storage, processing, retailing, and exporting.

Each phase presents its own set of challenges and opportunities. Small and marginal farmers often find themselves disadvantaged due to limited direct market access, reliance on intermediaries, poor price discovery mechanisms, and lack of bargaining power. Intermediaries take a substantial share of the profits, which diminishes the earnings of farmers. Additionally, post-harvest losses can be alarmingly high up to 30% in certain instances largely due to inadequate infrastructure and handling methods. India exports mangoes to various countries, including the UAE, USA, UK, and Japan; however, the volume of these exports is relatively low in comparison to the levels of production. The situation is exacerbated by stringent quality standards, a lack of certification, and inconsistent supply chains. Furthermore, the domestic retail market for mangoes is predominantly unorganized, characterized by minimal branding and limited consumer engagement. Given the complexity and scale of these challenges, a fragmented approach to reform is unlikely to produce sustainable outcomes. Instead, a comprehensive strategy that is informed by a thorough understanding of the systemic interdependencies is essential a process that ISM can facilitate. www.extensionjournal.com taste and preferences.  Quality: To ensure that mangoes comply with highquality standards the quality check process includes choosing ripe, flawless fruit to maintain a consistent taste and appearance.  Packaging: Improved packaging methods to protect the quality of mangoes during transportation are in use such as vacuum sealing, environmentally friendly packaging, and branded boxes aimed for export market.

Price

 Pricing Approach: Price of mango variety is based on the type, season, and target audience. High-end major exported varieties like Alphonso have higher price, while regional varieties have affordable prices.  Supply and Demand: Prices typically drop during the peak harvest months (May to July) and tend to rise in the off-season.  Discounts and Promotions: Discounts or special offers during the peak harvest period helps to boost sales and attract more customers.

Place

 Distribution Channels: Local markets, supermarkets, grocery stores, fruit vendors and E-commerce sites are used for distribution of mangoes.  Export Markets: India leads the world in mango exports, especially in US, Japan, Europe, and the Middle East due to its highly efficient logistics and distribution networks which keeps mangoes perfect in entire journey.  Regional Reach: Distribution strategies should be customized to the distinct areas of India, as different regions have different mango varieties.

Promotion

 Advertising: Mangoes can be promoted via digital advertisements, social media, and television. Focus on the taste, health advantages, and adaptability of mangoes in food or drink can help in more customers  Branding: Consumer trust can be built by developing a strong brand identity that emphasises quality and origin (e.g., "Alphonso from Ratnagiri").  Festivals and Events: Mango festivals or organising events that highlight the mango harvest season can help in raising awareness and increase in business.

Social media and influencers:

Using food bloggers or influencers to market mangoes in original ways (e.g., recipes or culinary advice) can help in increase of sales and no. customer .

Technology

Mobile apps, e-NAM, cold storage, blockchain, drones, and AI. Technology enhances efficiency and transparency but its adoption is limited among smallholders.

Government Policies & Strategies

Supportive programs (NHM, MIDH, e-NAM, subsidies, and export incentives) enhance production and market access. Awareness and implementation gaps persist.

Storage

Cold storage, ripening chambers, and controlled atmosphere storage minimize post-harvest losses (30%), increase shelf life, and facilitate better price realization.

Transportation

Well-managed logistics (roads, cold chain trucks, rail, air cargo) ensure quality and timely delivery. Inefficient transport infrastructure enhances losses and lessens export competitiveness.

Marketing Channels & Mix

The 4Ps Product, Price, Place, Promotion. Marketing via mandis, cooperatives, exports, or electronic platforms determines reach, margins, and consumer awareness.

Consumer Preferences & Choices

Variety driven demand (Alphonso, Kesar, Langra), quality, organic fruits, pack size, and concerns of sustainability. Consumer preferences have a direct influence on marketing. ISM-Based Interpretative Structural Model of Mango Marketing in India (Attri et al., 2013) [4] In an ISM model, the recognized factors are organized in a hierarchical structure with multiple levels based on contextual relationships (for instance, "leads to" or "influences"). The process begins with the creation of a Structural Self-Interaction Matrix (SSIM), which is then followed by the development of a Reachability Matrix. Subsequently, this matrix is utilized to determine the levels of each factor and to construct a directed graph (digraph). ISM hierarchy.

Level V (Foundational Drivers)

Underpinning the ISM hierarchy are the most impactful and least reliant drivers. Consumer behaviour and export potential are heavily influenced by events at the production and intermediary levels.

Level I (Most Dependent Outcomes)

These are the final results or outputs of all previous factors:  Farmers' Income and Profitability  Sustainability of the Mango Marketing Ecosystem

Literature Review

Strategic interventions aimed at resolving critical production and marketing challenges can significantly enhance the market presence and profitability of mango producers. The suggested strategies are designed to tackle particular challenges encountered by growers, thus aiding in the advancement of a more robust and competitive mango industry. Assisting farmers enhances their socio-economic status while simultaneously strengthening the overall agricultural structure in the Central Plain Zone of Uttar Pradesh, promoting regional economic development. These results present practical recommendations for policymakers, agricultural experts, and support entities, establishing a basis for creating focused interventions that cater to the genuine requirements of mango growers. (Singh et al.2024) [15] The study presents a comprehensive evaluation of consumer preferences concerning mango varieties, quality attributes, purchasing locations, and determinants of buying decisions in the Indian context. The findings elucidate key factors influencing consumer behaviour and market dynamics, thereby offering valuable insights for stakeholders across the mango value chain. By analysing the interconnections among consumer preferences, product characteristics, and market structures, the research contributes to the formulation of effective marketing strategies. The impact is considerable for producers, distributors, policymakers, and researchers seeking to align mango production and marketing with what consumers expect, thus improving customer satisfaction and ensuring the sustainability of the mango trade in India. Agricultural marketing in India has evolved from localized market yards at the farm level to a more interconnected system that facilitates interstate market access and value distribution between producers and consumers. The incorporation of information technology through the launch of the Electronic National Agriculture

Market (e-NAM) has played a key role in transforming traditional agricultural marketing methods. Although the mandi system continues to be fundamental to agricultural trade, there has been a notable trend of crops like sugarcane moving towards direct marketing and connections with the processing industry. This transition requires policymakers to move beyond the mandi system by advocating for comparable digital platforms, standardizing assaying facilities, and improving market equality regarding quality standards. While e-NAM provides wider market access and lowers intermediation expenses, numerous structural reforms are still pending, such as enabling direct sales, removing legal obstacles for private investments, streamlining levies, and fostering the growth of private markets. Additionally, transportation and logistical challenges, especially for small and marginal farmers, need to be incorporated into the strategic planning of e-NAM to enhance its effectiveness. ( [17] . Mango, a leading Spanish multinational in women's fashion, has demonstrated significant international growth, attributed largely to its franchising model and effective branding strategies, including celebrity endorsements. Despite its extensive global operations, the company adheres to a "glocalization" approach, adapting approximately 20% of its collections to suit local market preferences. The firm's medium-to-high pricing strategy aligns with its product quality positioning, targeting a broader yet premium market segment. Unlike its competitor Zara, MANGO prioritizes high turnover over high profit margins. This article critically examines the brand's international marketing mix strategy through a theoretical and practical lens, positioning MANGO as a case study in glocalized market penetration and brand management. (Ortiz, 2013) [11] Interpretive Structural Modelling (ISM) offers a structured and hierarchical methodology for analysing complex issues, enabling decision-makers to visualize the interrelationships among multiple variables. The ISM process transforms abstract and poorly articulated mental models into structured representations, thereby facilitating the identification of key influencing factors. This method is especially useful in interdisciplinary contexts, where it integrates diverse stakeholder perspectives and accommodates complex systems. Its heuristic nature supports model validation and promotes system-level insights, making it a widely applicable tool in strategic planning and problem-solving within agricultural marketing and beyond. (Attri et al., 2013) [2] This study examines the influence of transportation www.extensionjournal.com and communication infrastructure on farmers' market channel choices for crops such as paddy and wheat, and the resultant impact on price realization. Evidence suggests that smallholder farmers predominantly engage with informal marketing channels, which offer lower returns than both the government-mandated minimum support prices and regulated markets. However, access to reliable transportation and market information substantially improves farmers' ability to secure better prices, particularly through informal channels. The findings highlight that information access has a greater impact than transportation alone, emphasizing the need for integrated policy efforts to enhance both logistics and informational outreach for smallholder farmers. (Negi et al., 2018) [9] To guarantee that farmers get competitive pricing and customers get high-quality produce, an efficient marketing plan is essential. [4] . This research examines the marketing strategy for mangoes through the framework of the 4Ps Product, Price, Place, and Promotion emphasizing brand perception and quality characteristics. Conducted in South Gujarat, the research seeks to provide processors with insights into consumer demand trends and enhance their competitiveness. Results from a survey conducted with 1,200 sellers in Chittoor indicate a steady seasonal demand for mangoes, particularly for local consumption. Mangoes are perceived as specialty items, usually reserved for important events, with purchasing choices mainly driven by factors such as taste, quality, freshness, and variety. These insights underscore the importance of aligning marketing strategies with consumer expectations to enhance market positioning. (Shankar et al., BV 2019) [14] The study emphasizes the critical need for Indian industries to actively engage in agribusiness to improve the marketing of agricultural products. It posits that the progress of agriculture, especially concerning staple crops, is essential for achieving sustainable development goals. To realize this potential, agriculture must evolve into a more productive, resource-efficient, and resilient sector. The research highlights the importance of technological innovation and the collaboration of stakeholders including farmers, intermediaries, researchers, and policymakers in developing inclusive and dynamic agricultural marketing strategies. It advocates for regulatory reforms and robust price discovery mechanisms to guarantee equitable market access, particularly for small-scale farmers. (Rajendran & Karthikesan, 2014) [12] . Because of their economic and nutritional worth, horticultural crops are essential to India's rural employment and income generating. Their consistent demand across diverse consumer segments has led to increased commercialization. However, widespread poverty restricts access to these products among rural populations.

To ensure sustainable development of the horticulture sector, there must be an integrated focus on post-harvest management and infrastructure enhancement. Coordinated efforts between public and private stakeholders are essential for improving supply chain efficiency and maintaining product quality throughout the distribution process. (Gautam et al., 2022) [5] Mango cultivation and trade in South Gujarat are characterized by a highly complex supply chain, primarily comprising two distribution channels: the traditional APMC chain and the cooperative chain.

Research Objectives

1. To identify the key factors influencing the marketing of mangoes in India. 2. To explore the contextual relationships among these factors using expert opinion. 3. To create a hierarchical structural model of the factors that have been found using ISM. 4. To categorise components according to their driving and dependency power using MICMAC analysis. 5. To State strategic recommendations for improving the efficiency, profitability, and export competitiveness of mango marketing.

Research Methodoly 5.1 ISM Framework

Interpretive Structural Modelling (ISM) is a structured methodology that enables researchers to identify and examine the interconnections among a set of complex variables that define a system. In this study, ISM has been applied to investigate the causal elements influencing mango marketing in India. The methodology involved the following steps (Attri et al., 2013; Durge et al., 2021) [2,4]:  Identification of Variables: A total of eleven key variables were identified through a review of existing literature and discussions with experts (such as government policies, infrastructure, technology, prices, supply chain, etc.). www.extensionjournal.com

Step 3: Incorporating Transitivity ISM assumes transitivity: If A affects B and B affects C, then A affects C. Thus, the Final Reachability Matrix (FRM) is derived by applying the transitivity rules.

Step 4: Level Partitioning For each variable  Reachability Set (RS): This includes all variables that it can access (itself included).  Antecedent Set (AS): This comprises all variables that have the ability to access it.  Intersection Set = RS ∩ AS If the Reachability Set is equivalent to the Intersection Set, then that variable is categorized at the highest level (most dependent). This process is continued until all variables are assigned their respective levels.

Findings and Results

The results of the ISM analysis are systematically organized to illustrate the interrelationships among the eleven key variables influencing mango marketing in India. These findings are derived from a series of stages, including SSIM, Reachability Matrix, Level Partitioning, MICMAC analysis, and the ISM Digraph.

Structural Self-Interaction Matrix (SSIM)

The SSIM (refer to Table 1) delineates expert assessments concerning the pairwise relationships among variables such as government policies, infrastructure, technology, and market access. The notations (V, A, X, O) signify the direction and intensity of influence. For example, government policies were determined to exert a significant influence on nearly all other variables, whereas farmers' income consistently emerged as a result variable rather than a driving force. This observation underscores the systemic interdependence of farmers' profitability on institutional and infrastructural foundations.

MICMAC Analysis

The MICMAC analysis (refer to Tables 3 and4) categorized the variables into four distinct quadrants based on their driving and dependence power.

Discussion

The ISM analysis uncovers the systemic interactions among government policies, infrastructure, technology, market access, post-harvest management, pricing strategies, consumer demand, and farmers' income. The hierarchical framework highlights government policies, infrastructure, and technology as the key factors that underpin the efficiency and competitiveness of the mango marketing system. The results support previous research that underscored the essential role of institutional frameworks and infrastructure investments in mitigating inefficiencies in horticultural marketing. (Durge et al., 2021; Negi et al., 2018) [4,9] . The analysis further illustrated how linkage variables, including post-harvest management, pricing, supply chain dynamics, and quality issues, serve as transmission mechanisms. These variables exert influence on one another, revealing a reciprocal relationship. For example, insufficient cold-chain infrastructure not only exacerbates post-harvest losses but also affects pricing mechanisms and export potential (Venkatesh et al., 2021) [17] . Similarly, ineffective grading and certification systems have been associated with reduced consumer confidence and price volatility. (Singh et al., 2024) [15] . Dependent variables, including farmers' income, export competitiveness, and consumer demand, represent the final results of these systemic interactions. This is consistent with earlier research indicating that improvements in the supply chain, enhanced market access through ICT technology, and superior post-harvest management contribute directly to an increase in producer profitability. (Gautam et al., 2022) [5] . Therefore, the ISM and MICMAC model presents not only a theoretical framework but a working guide to the identification of leverage points within the mango marketing system. It highlights the need to aim interventions at root drivers, while maintaining consistency and stability in linkage variables to prevent systemic instability.

Systemic Insights from ISM Analysis

The ISM structure reveals critical insights into the mango marketing system: grasping urban and international consumer preferences so that farmers and traders can align their production and marketing strategies as per the needs.

Policy Recommendations and Implications

On the basis of the above findings the various recommended polices and their implications are stated below

Consumer-Focused and Export Drive Strategies

 Global Promotion Campaigns: Conduct international mango festivals and campaigns like the "Incredible India Mango Festival" to market Indian mangoes as premium fruits.  Value-Addition: Promote processing industries to innovate pulp, frozen slices, jam, juice, and freeze-dried mangoes for round-the-year consumption and exports.  Nutritional Consciousness: Encourage mangoes as a healthy fruit via health campaigns to increase indigenous demand amongst urban consumers.

Managerial Implications

 FPO Alliances: Agribusiness companies should have direct alliances with FPOs for guaranteed supply, quality control, and equitable farmer prices.  Technology Uptake: Retailers, exporters, and supply chain companies should embrace ICT, blockchain, and AI to be competitive in the domestic and international markets.  Agri-Tech Start-Ups: Opportunities exist for start-ups in logistics, cold storage, and e-marketplaces where efficiency gaps are substantial.  Market Diversification: Dependence on old Middle Eastern markets has to be minimized by accessing Europe, East Asia, and North America.

Summary of Recommendations

The ISM model exhibits that systemic reforms are necessary for effective mango marketing in India. Although government policies, infrastructure, and technology provide the platform, managerial interventions in ICT adoption, branding, supply chain management, and quality certification are also crucial. An integrated policy-market approach can enhance farmers' income, minimize wastage, enhance export competitiveness, and ensure India's hold as the "Mango Capital of the World."

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