Marketing Strategies and Performance of Micro Small and Medium Sized Food Processing Units in Jammu District Of JandK

Abstract

newline The Micro, Small and Medium Enterprises (MSME) sector, widely recognized as a catalyst of inclusive growth and regional development, it contributes over 30% to India s GDP and nearly 45% to its industrial employment. In Jammu and Kashmir, particularly in the Jammu District, food processing MSMEs constitute a vital segment of the regional economy by providing employment, supporting value addition in agriculture and fostering rural industrialization. Despite their importance these enterprises face multifaceted challenges including limited marketing reach, restricted access to government schemes, outdated technology and infrastructural constraints. This study was undertaken to assess the marketing strategies and performance of food processing MSMEs in Jammu District, with an emphasis on three key industrial locations: Bari Brahmana, Gangyal and RS Pura. The main objectives were to evaluate sectoral growth and employment generation, study marketing strategy implementation, identify policy awareness and adoption, conduct GIS-based spatial mapping, and examine major challenges and opportunities. The study was guided by the hypothesis that marketing strategies significantly influence MSME performance. A stratified random sampling technique was used to survey 120 MSME units, supported by both primary (structured questionnaires and interviews) and secondary (DIC records and policy reports) data. Statistical tools such as ANOVA, chi-square tests, correlation, and multiple regression analysis were employed alongside GIS mapping for spatial analysis to derive inferences. Findings revealed that micro enterprises dominate the region s food processing sector, contributing 229 of the 340 registered units and generating significant turnover and employment. However, it was observed that only NCSS and Udyam schemes are commonly utilized, while awareness of other government schemes remains extremely limited. Marketing practices are predominantly traditional, lacking integration with digital tools, which restricts broade