This document provides recommendations for improving the competitiveness of Cambodia's pork industry at the retail level. It identifies issues such as declining market share due to cheaper imported pork and consumer preferences for leaner meat. It recommends two key interventions: 1) Upgrading food safety and quality compliance at pork retail stalls in wet markets; and 2) A marketing campaign to improve consumer attitudes towards Cambodian pork by communicating its origin, quality, and food safety at point of sale. This will help stimulate demand for local pork and build loyalty among slaughterhouses and traders to source more from local pig farmers.

1. 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.

2. 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.

3. TABLE OF CONTENTS
CONTENTS PAGE NO.
I. COMPETITIVENESS OF CAMBODIA PORK AT LOCAL MARKET 1
II. INTERVENTION DIRECTIONS/STRATEGIC FRAMEWORK 2
III. UPGRADING OF FOOD SAFETY AND QUALITY COMPLIANCE OF PORK
RETAIL STALLS IN WET MARKETS
4
IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND
PERCEPTION TOWARDS PORK
12
V. INDICATIVE IMPLEMENTATION PLAN 14

5. 1
I. COMPETITIVENESS OF CAMBODIA PORK AT LOCAL MARKET
1. Consumption of Cambodian pork has come under increasing pressure from imports of live pigs
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, many of the smaller operators have closed down while others opted to slow down
in their operations due to shrinking profits. In 2008, share of local pork to total market supply
was estimated at 60%. In 2009, market share decreased to 40%.
Local pig production is dominated by smallholders and has a cyclical trend of expanding and
contracting triggered by changes in market opportunities, coupled with movements in the cost
of animal feed and utilities. Because of smallholders’ lower level of investment, they find it easy
to move in and out of the business when market conditions, and/or the cost/profitability of
production, change in an adverse direction. This cyclical local pig production has contributed to
the gradual “crowding‐out” of local pig raisers in the distribution system. Slaughterhouses
increasingly prefer imported pigs than locally raised pigs because of stable availability and lean
meat content. A predictable supply of slaughter pigs makes an optimum use of slaughter
capacity and supply to the market possible.
2. Majority of the traders and slaughterhouses display little or no loyalty to pork produced from
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/slaughterhouses especially those that are involved in distribution to urban markets (i.e,
Phnom Penh). At the traders/slaughterhouses’ level, Cambodian pork costs more than imported
pork due to difference in total meat output. To be able to sell to traders/slaughterhouses, local
pig raisers decreased price of local pig to 6,000 to 7,000 riels per kilo. Retail prices of
Cambodian and imported pork are generally the same.
3. Pork is the third preferred protein
source after fish and beef. Product
substitution in rising price
environment is possible due to
higher consumer preference for
fish and beef.
The January 2009 survey
conducted by IndoChinaResearch
showed that in Cambodia the effect
of the global economic crisis has
unequal impact differentiated by
social class. Inflationary pressures
have hit hard Cambodia, and have
resulted in the increasing
Live Pig Weight Meat Output
Cambodia Live Pig 100 kg 73
Imported Live Pig 100 kg 83
Source: Interviews with Traders and Cambodia Pig Raisers Association
Consumers Perception of Country’s Economic Health:
January 2009

6. 2
incidence of bargaining for certain items, or decreased spending on household items, among the
majority of consumers. Poor households were most negatively affected as they could not easily
compensate high food prices by shifting non‐food parts of their expenditures to food (as they
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
small‐scale 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
village and provincial markets are less demanding in terms of fat content.
5. Restaurants generally prefer imported meat because it does not shrink as much as the local
pork during cooking (low drip loss), low fat content, and reliable sourcing.
6. Consumers prefer the taste of Cambodian pork than Thai and Vietnam pork. It is also perceived
to be safer (no antibiotics, growth promotants, etc.) than imported product.
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
vendors in wet markets. Consumers perceive pork from locally raised pig to be safer to eat than
imported pork since there is no reported H1N1 virus incidence in Cambodia.
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
consumers on product origin. However, there is presently no clear value proposition or ‘story’
that conveys a clear compelling reason why the consumer would choose to select Cambodian
pork as a product of choice.
9. Cambodians traditionally consume fresh pork sold at traditional wet markets. Chilled pork has
been introduced in supermarkets but, to date, accounts for an insignificant percentage of the
market. Aside from leanness, an important factor that consumers consider when they buy pork
is Freshness. Freshness is also seen as a measure to avoid the risk that may be brought about by
the unsanitary food and risky effects from food.
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
classified as of lower product quality and sold at discounted prices. Products that are not sold
during the day are usually bought by processors or by small food service outlets at lower prices.
Non‐compliance to food safety standards does not only pose health hazards to consumers but
also contribute to shrinkage of profit margins of retailers.
II. INTERVENTION DIRECTIONS/STRATEGIC FRAMEWORK
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 point‐of‐purchase its origin, superior
eating quality, and food safety integrity. This will be carried out via:

7. 3
a) Upgrading Food Safety and Quality Compliance of Pork Retail Outlets/Stalls in Wet Markets
to Better Serve the Pork Industry and Consumers
b) Promotion Campaigns to Improve Consumer Attitude and Perception towards Cambodian
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
interest of all industry players to work together and invest in a program to address consumer risk
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
characteristics at the point of sale.
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.
The slaughter houses generally maintain a pool of retailers. They also sell to retailers on credit. 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
incentives for slaughter houses to incrementally shift to locally‐raised pigs. However, to sustain the
Production Ugrading aligned to market
requirements/ Good Husbandry Practices
Increase Market Share of
Local Pork
Build Purchasing Loyalty for Local Pork among Slaughter
Houses
Strengthen Preference of Consumers for Local Pork by
visibly communicating at point of purchase its origin,
superior quality, and food safety integrity
Upgrading of Food Safety and
Quality Compliance of Pork
Retail Stalls in Wet Markets to
better serve Industry and
Consumers
Promotional Campaigns to
Improve Consumer Attitude
and Perception towards
Cambodian Pork

8. 4
shift of slaughterhouses and consumers from imported to local pigs, raisers have to resolve major
meat production issues (leanness, low fat content, well‐marbled, 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, and slaughter houses.
III. UPGRADING OF FOOD SAFETY AND QUALITY COMPLIANCE OF PORK RETAIL
STALLS IN WET MARKETS
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 small‐scale 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
measure done by retailers to respond to growing preferences for Cambodia pork and lean meat is
to trim down the fats from the local pork. Through this simple measure, the retailers are able to
provide temporary solution to the current lack of capacity of raisers to produce pigs that can
provide the quality of meat demanded by consumers as well as maintain sales for local pork.
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
characteristics of a products such as cut, color, and visible fat content of the meat. Extrinsic quality
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
available about the product. To further harness the collective potential of pork retailers to mitigate
the effects of imported meat on the local pig industry, there is a need for improved and “safe” visual
merchandising. For pork retailers to re‐affirm and sustain their historical function of bringing fresh,
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:
Cambodian Pork in Wet Market
Fats sold
separately
at lower
price
For
Cambodian
pork to be at
par with
imported
meat,
retailers trim
down the fat.

9. 5
- The need to present consumers with a set of differentiated product and merchandising
attributes to gain a competitive advantage especially with the increasing numbers of imported
products available in the market
- The need for increased awareness creation on the importance of safety and quality of local pork
and improvement of retailers’ capability to assure consumers of safe food at all times
- The need to further strengthen governance in the pork retail supply chain including
establishment of market‐based standards in an inclusive way and upheld by all players.
- The need to improve access of vendors to affordable services that would enable them to acquire
the resources and skills to improve quality and safety of fresh produce as well as strengthen
entrepreneurial skills which are all necessary for the sustainability of both their own operations
and the Cambodian local pork industry.
B. Objectives
This component is aimed at facilitating the commercial upgrading of pork retail outlets particularly
their capabilities to meet food safety and quality standards as a means of improving their incomes
and sustainability of their livelihoods and that of the local pig raisers. Specific objectives of the
component are:
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/distinct statement that the pork retailers can introduce and sustain as a marketing
proposal to improve perceived value and salability of local pork
b. To develop providers and services/products that would facilitate the upgrading of retailers
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
access to these services
c. To support the strengthening of pork retail supply chain governance and the promotion of
public‐private alliances as bases for the upgrading initiatives with social responsibility and
sustainable business growth as framework for collaboration.
Proposed intervention strategies to achieve above objectives are discussed in the next sections.
The indicative implementation plan is presented in the Annex.
C. Proposed Intervention and Implementation Strategies
1. Selection of Pilots to Initiate the Change/Upgrading Process
Below are the three possible options for the pilots and each has its own implications to
implementation. The Cambodia MSME Program may opt to have a pilot for each of the option to test
the efficacy of each of the approaches.
Options Description/Target Groups Possible Implications
A focus on 2 to 3
markets
Target groups will be pork
retailers in 2 to 3 markets
that have or are willing to
have at least 60% of display
• Potential for market wide change rather
than just stall specific
• Program may need to work with a range of
slaughter houses (those with significant

10. 6
Options Description/Target Groups Possible Implications
consisting of local pork number of retailer–clients in selected
markets), which will also reduce risks of
market distortion. It may also require
parallel facilitation of retailer‐slaughter
house linkages. Buy‐in to change initiative
may not be easy to get – ownership of
process is spread out thinly among a range
of players/ slaughterhouses. But, it may
also motivate them to join so as not to be
left out by peers.
• Program may also want to explore possible
collaboration with Mong Reththy –
development of retailers in preparation for
market launching of his company’s
products in 2010.
Work with 1 to 2
major
slaughterhouses
and their pool of
retailers
Target groups will consist of
retailers that regularly source
from the 2 partner slaughter
houses and willing to increase
% of locally raised pigs in
outlets
Retailers may be spread out
in various markets in Phnom
Penh and neighbouring
provinces.
• Stall specific changes spread out in various
markets. Potential to highlight local pork
dominant retail outlets – “islands of
excellence”
• May be easier to forge partnership with 1 to
2 slaughter houses but initial outreach in
terms of retailers may be small. There may
be an increased willingness by slaughter
house partners to invest in upgrading of
their retailers to establish their leadership
in the industry
• Higher risk of promoting market distortion
but can be mitigated by ensuring that
Program makes deliberate efforts to
promote the participation of other
slaughterhouses in the program
• If successful, high potential to induce
participation of other slaughter houses
• Can potentially lead to branding initiatives
by slaughter houses
Work with
Cambodia
National Pig
Raisers
Associations and
member‐retailers
Target groups will be retailer‐
members of the association.
Per discussion, target markets
are: Phnom Penh Market,
Kandal Town Market, and
Kampong Chan Market
• Assurance that retailers are carrying 100%
local pork
• Retailer outreach may be low as association
is still in the process of recruiting members
and starting their slaughter house
operations
• Extent of support to retailer upgrading may
be constrained by resources of association
• Relationship between retailer – association
at an early stage ‐‐‐ no strong sense yet of
working towards common objectives
• May stimulate local pig raisers to
conscientiously comply with food safety

11. 7
Options Description/Target Groups Possible Implications
and quality standards in their own
operations
Should program opt to focus on specific wet markets, the selection process should be similar to
subsector selection consisting of the following steps:
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 low‐medium to
medium end consumers; e) Active Health Promotion Units/Village Health Promotion Units; and f)
With some basic market infrastructure, conducive framework conditions, and clear presence of
some incentives for players to invest in upgrading.
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 will then lead to the next step of taking the decision to select market/s to implement
the pilots.
Prioritization and Selection of Pilot Markets: Ranking and prioritization of wet markets are best
conducted through workshops with the various stakeholders to ensure objectiveness and promote
ownership of results.
2. Promotion of Inter­firm Cooperation/Improvement of Supply Chain Governance
a) Facilitate formation of public‐private sector alliance or multi‐sectoral working group
Pork Retail Quality System
Working Group
Pool of Providers and
Trainors
Accreditation and Monitoring
Committee
Retailers

12. 8
The pursuit of common upgrading objectives among the diverse stakeholders can be facilitated
through the formation of multi‐sectoral teams or working groups consisting of the following (have
to be adapted to specific context and pilot set‐up):
Pork Retail Quality System Working Group/Task Force: Central body for planning, implementing and
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; and h) Health Promotion Center
Accreditation and Monitoring Committee: In‐charge of accreditation or of formally recognizing
retailers that have met agreed food safety, quality, merchandising display standards. The group is
also in‐charge of regularly monitoring continued compliance to standards by accredited vendors.
Providers Pool: Providers of a range of services and resources to facilitate upgrading of vendors.
b) Promotion of Common Understanding of Standards and Norms and Accountability
This will involve the following: i) Development of Wet Market/Pork Retail Outlet Working Vision;
ii) Elaboration of Standards (as per Anukret 47 and food safety guidelines for meat retailers) and
Range of Low‐Cost Implementation Measures; iii) Formulation of Implementation Plan; and iv)
Dissemination of standards and implementation plan to all stakeholders
3. Business Development Services for Pork Retail Outlets
a) Establishment of a pool of providers
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.
Camcontrol and extension officers from MAFF can potentially handle the more technical aspects of
the training or provide support during the conduct of the training.
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
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

13. 9
b) Development of services
Training may cover the following topics: i) food safety and quality; b) visual merchandising; iii)
enterprise/ financial management; and iv) semi‐processing of meat to prolong shelf‐life. Training
should be aligned to the low‐cost 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/Sales – Feedback/Coaching” cycle. The objective is to allow vendors to immediately apply
new skills and experience tangible benefits of training.
To facilitate identification of
low‐cost solutions and, at the
same time, promote
experimental learning and
innovation among retailers,
competitions can be conducted
on food safety and quality
standards compliance. The
viable low‐cost solutions can
then be integrated in the
training modules. The
competitions would also
provide retailers the
incentives to immediately
adopt good practices as well as
facilitate assessment of
vendors’ understanding of the
different standards and to
make corrective actions
whenever necessary.

14. 10
c) Financial viability schemes
Based on interviews conducted, it is unlikely that retailers would be willing to pay upfront fees for
training. As such, services have to be provided as part of business transactions. The following are
the possible financial viability schemes:
i) Cost of training bundled in stall payment
ii) Cost of training covered from mark‐ups ‐‐‐ sale of packaging materials, apron, hair net,
signage, point‐of‐purchase materials indicating origin and product attributes, etc.
iii) Embedded services – value added services provided by slaughter houses to their retailers
iv) Bundled with payment for business license renewal
v) Bundled with membership fees – Cambodia Pig Raisers Association
d) Promotion of MicroFranchising/Branding
As per interview, the
Cambodian National Pig Raisers
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
houses or commercial scale pig
farms (i.e. Mong Reththy) or the
Cambodia National Pig Raisers
Association the possibilities of
a microfranchising scheme with retailers.
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

15. 11
4. Stimulation of Demand for Services
a) Advocacy Campaign on the Benefits of Upgrading and Food Safety and Quality Compliance
The campaign should be oriented to the objectives and needs of people who are directly involved
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
themselves and their workers; and ii) Safe Pork campaign directed to consumers.
b) Regular conduct of consumer feedback survey
The consumer feedback survey can serve a two‐fold purpose: i) as basis for iterative planning; and
ii) provide motivation for pork retailers to pursue and sustain upgrading. This may be done via a
Dot Survey. It is simple but effective data collection method in which a limited number of questions
are posted on an easel or board and consumers indicate their responses using colorful labels/dots.
In our experiences in Costa Rica, these are well‐liked by consumers and adds to the market
atmosphere. Results should be analyzed together with the retailers and other stakeholders.
Positive results may be disseminated to the media to encourage other industry players to enroll in
the upgrading initiative
c) Recognition and Accreditation
Recognition from the program, government or individuals respected by the actors can help
maintain momentum and spread interest among the “resistant” group. Interest from the media may
also help keep activities from stalling. Activities may include: i) Search for Model Retailers voted by
consumers and peers; ii) tri‐media dissemination of success stories; iii) simple accreditation system
which can be conducted until end of program.
Who will do it: MAFF, Camcontrol, Pork Retail Quality System Working Group, Media
Program Support:
• Support to development and conduct of advocacy campaigns
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
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

16. 12
IV. MARKETING CAMPAIGN TO IMPROVE CONSUMER ATTITUDE AND PERCEPTION
TOWARDS PORK
A. Objectives
To date, there is no serious and sustained local campaign to give Cambodian pork prominence in
consumer consciousness. Although it is claimed that Cambodians generally prefer local pork due to
its better taste and lower risks of contamination, these positive attributes do not translate to
increased market shares. In the absence of labels of origin, it may be possible that imported pigs are
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
implemented at the short‐term, a remedial measure is to educate consumers on how to distinguish
local pork from imported meat through visual appearance (color, marbling, etc.). Likewise,
Cambodian pork has certain quality disadvantages over imported meat which requires production
changes that cannot be achieved in the short‐term. It is, therefore, important for the industry to
reinforce positive associations/imagery of Cambodian pork as a short‐term response. This is also
the most opportune time to conduct a marketing campaign given that consumers generally perceive
local pork to be safer than imported pork since there is no reported incidence of H1N1 virus
outbreak. Specific objectives of the marketing campaign are to:
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
consumer decision making
b. Increase pork volume and menu placement in food service outlets
c. Increase value along the different links in the chain
B. Description
Storyline Possible Theme:
• We Love our Pork … The Flavor of Cambodia
• Cambodia Pork: You Can See and Taste the Difference!
• Cambodian Pork … The Taste is Worth It!
Key Messages:
• Reddish pink color of Cambodian pork – more tender and flavorful.
Specially bred for flavor and taste … naturally moist with no water
chemicals
• Highly marbled for maximum natural juiciness and taste
• Hogs are bred, born, and raised on family farms … naturally raised
and no growth promotants and antibiotics
• Available in safe and clean retail outlets … aimed at giving you a
healthy and safe shopping environment
To be supplemented with messages on food safety …
Note: Above characteristics of Cambodian pork have to be verified by
food technologists/meat experts ­­­ these were based from interviews of

17. 13
traders.
Communication Strategy Point‐of‐purchase materials (in retail stalls) showing the physical
characteristics of Cambodian pork and key messages
Select other media that would: i) Showcase pork's appetite appeal; ii)
Build a strong emotional connection between pork and Cambodian
family traditions (?) and local economy; iii) Deliver education and
information on local pork's safety and healthfulness and
distinguishing features vis‐à‐vis imported pork
Enlist support of culinary writers/gurus to attest on superior taste of
Cambodian Pork
Enlist newspapers/radio/tv to feature recipes using local pork
Healthy Pork Recipe/Culinary competitions that would showcase
versatility of pork and allow sampling. Target Participants:
restaurants/food service outlets
Who will do it Cambodia Pig Raisers Association
Mong Reththy
Slaughter Houses – at start of campaign, enlist those using at least
60% local pigs as they may be more receptive
Pork Retail Quality Working Groups
MAFF
Program Support TA in the development of promotional campaign
Capacity building on how to manage and run promotional campaign ‐
‐‐ key stakeholder groups that will eventually continue the campaign
Support to pilot run of campaign
Facilitation of linkages with potential sponsors
Monitoring of results of promotional campaign

18. 14
IV. ANNEX
PORK SUBSECTOR:
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
Pilot Section
Mapping of Slaughter
houses and their
retailers including
market locations
Discuss with potential
partners viability of
different options
Brief overviews of
potential wet markets
‐ constraints and
opportunities
Workshop with
stakeholders on
market selection
criteria
Profiling of shortlisted
markets
Workshop witn
stakeholders for final
selection of pilot
markets
Public‐Private Alliances/Supply Chain Governance (for pilots)
Identification of
catalysts
Initiate formation of
working groups
Orientation on food
safety and quality
standards and pork
retail marketing

19. 15
PORK SUBSECTOR:
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
Facilitate dev of
working
vision/implementation
plan
TA on initial
elaboration of
standards and low‐
cost implementation
measures
Dissemination of
implementation plan
and standard to key
stakeholders
Organizational
Dev/Institutional
Dev/Inter‐firm
Cooperation
Strengthening
Business Dev Services for Pork Retail Sector (for pilots)
Identification of
potential providers
Participatory Dev of
Training Modules
Capability Building of
Trainors
TA during pilot run of
training modules
TA‐ dev of initial
financial viability and
delivery
schemes/business
plans for services

20. 16
PORK SUBSECTOR:
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
Development of other
services including
financial viability
schemes/Business
Plans for services
Facilitate conduct of
competitions to
identify emerging
good practices/ low‐
cost solutions
Facilitate participatory
updating/ of services
and modules
Monitoring and TA ‐
operationalization of
services
MicroFranchising/Branding (if there is an interest from commercial farms/slaughter houses/associations)
Promote concept to
potential enterprises/
to Pig Raisers
Associaiton
TA ‐ Development of
business models
including business
plans
TA ‐ Pilot run of
business models
parallel to further
development
TA ‐ Promotion of
microfranchising
among pork retail
outlets (existing and

21. 17
PORK SUBSECTOR:
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
potential)
Promotion and
downloading to other
slaughter
houses/interested
parties
TA ‐ to new micro
franchisors
Promote concept to
MFIs esp for small‐
scale slaughter houses
Monitoring and
evaluation/iterative
planning
Stimulation of Demand for Services (pilots)
Support Advocacy
Campaign on Benefits
of Food Safety and
Quality
Compliance/Upgrading
TA ‐ Dev of simple
consumer feedback
survey mechanism
Support conduct of
consumer feedback
survey
Support to
participatory analysis
of consumer survey
results

22. 18
PORK SUBSECTOR:
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
Support to
dissemination of
consumer survey
results
TA ‐ dev of
competition
mechanisms (Model
Pork Retail Outlet,
etc.)
Support to conduct of
pork retail outlet
competitions
TA ‐ development of
accreditation system
Support to
operationalization of
accreditation system
Scaling‐up/Replication of Pork Retail Outlet Upgrading
Industry wide
promotion of concept
and results
Downloading/support
to implementation to
new entrants (same
activities as pilots but
less on dev of systems)
Pork Marketing Campaign
Identification of
potential
partners/core groups
to work with
TA ‐ development of
promotional campaign

23. 19
PORK SUBSECTOR:
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/Capability Building
on how to manage and
run promotional
campaign
Facilitation of linkages
with potential
sponsors
Monitoring of
campaign results