Tag : tobacco

17 Oct 2017

Malusi Mapoma, Sales Manager at PCC, Western Cape, South Africa

Malusi joined Pacific Cigarette Company in October 2006 as a Sales Representative, it wasn’t an easy journey but excelled. As a Representative he was involved tussling shoulders with competitor brands in the market. He is influential in building the PCC brand in South Africa some which had been in the market for decades. He was involved in a lot of activities to create brand awareness among the consumers.

In 2008 he was promoted to a role of Wholesale Executive and his core role was to establish a relationship between wholesalers and PCC.

Through hard work and determination in 2009, he was entrusted with the position of Sales Manager a position he holds to date.

He holds the following qualifications Bachelor of Arts from Western Cape University (SA), Certificate in Marketing Management and Certificate in Effective Marketing from Cape Peninsula University of Technology.


28 Sep 2017

Meet ​​Marielle Wade

Hi my name is Marielle Wade. I am a passionate, hardworking and goal oriented individual. It has been an exciting yet challenging journey as Communications & PR Executive for Pacific Tobacco Company. However, I am propelled to put my best foot forward and ensure that information is communicated to all stakeholders in a timely and effective manner. I look forward to adding value as we strive to grow our brands on an international level.

20 Sep 2017

Meet Chilekwa Ngona

Being a management trainee at Pacific Cigarette Company has made me realize that Human Resources is a dynamic field of work, which is noting continuous change. As pacific cigarette grows so does every function and myself as a leader.

I have been privileged to witness such transformations first hand and how it applies in our day to day world. Therefore giving me the opportunity to acquire the skills, judgement and know-how of being an effective and responsible manager.


18 Sep 2017

Why I love working with Pacific Cigarette Company.

Hi, my name is Annie Tonga. I am very excited about the management trainee program because I am learning all the time from the best people of course. A company that embraces diversity with people that are highly talented and skilled with vast experience. I like that I am able to also use my skills and knowledge as well as push myself in areas where I was unsure of myself. Every day is a new experience for me, with its own challenges of course but it creates a platform for new levels of creativity. So am constantly growing professionally. I value that I am a part of a team whose drive is to grow into a company of worldwide repute. It is very eminent in the working culture. I believe there are limitless possibilities for me here.


07 Feb 2017

The Case for Tobacco Contract Farming

Well-managed contract farming is an effective way to coordinate and promote production and marketing in agriculture. Nevertheless, it is essentially an agreement between unequal parties: companies, government bodies or individual entrepreneurs on the one hand and economically weaker farmers on the other. It is, however, an approach that can contribute to both increased income for farmers and higher profitability for sponsors. When efficiently organized and managed, contract farming reduces risk and uncertainty for both parties as compared to buying and selling crops on the open market.

Critics of contract farming tend to emphasize the inequality of the relationship and the stronger position of sponsors with respect to that of growers. Contract farming is viewed as essentially benefiting sponsors by enabling them to obtain cheap labour and to transfer risks to growers. However, this view contrasts with the increasing attention that contract farming is receiving in many countries, as evidence indicates that it represents a way of reducing uncertainty for both parties. Furthermore, it will inevitably prove difficult to maintain a relationship where benefits are unfairly distributed between sponsors and growers.

The advantages, disadvantages and problems arising from contract farming will vary according to the physical, social and market environments. More specifically, the distribution of risks will depend on such factors as the nature of the markets for both the raw material and the processed product, the availability of alternative earning opportunities for farmers, and the extent to which relevant technical information is provided to the contracted farmers. These factors are likely to change over time, as will the distribution of risks.


The prime advantage of a contractual agreement for farmers is that the sponsor will normally undertake to purchase all produce grown, within specified quality and quantity parameters. Contracts can also provide farmers with access to a wide range of managerial, technical and extension services that otherwise may be unobtainable. Farmers can use the contract agreement as collateral to arrange credit with a commercial bank in order to fund inputs. Thus, the main potential advantages for farmers are:

  • provision of inputs and production services;
  • access to credit;
  • introduction of appropriate technology;
  • skill transfer;
  • guaranteed and fixed pricing structures; and
  • access to reliable markets.

Provision of inputs and production services

Many contractual arrangements involve considerable production support in addition to the supply of basic inputs such as seed and fertilizer. Sponsors may also provide land preparation, field cultivation and harvesting as well as free training and extension. This is primarily to ensure that proper crop husbandry practices are followed in order to achieve projected yields and required qualities. There is, however, a danger that such arrangements may lead to the farmer being little more than a labourer on his or her own land.

It is often difficult for small-scale farmers outside the contract-farming context to gain access to inputs. In Africa, in particular, fertilizer distribution arrangements have been disrupted by structural adjustment measures, with the private sector having yet to fill adequately the void created by the closure of parastatal agencies. In many countries a vicious circle has developed whereby the low demand for inputs provides no incentive for the development of commercial distribution networks and this, in turn, further adversely affects input availability and use. Contract farming can help to overcome many of these problems through bulk ordering by management.

Access to credit

The majority of smallholder producers experience difficulties in obtaining credit for production inputs. With the collapse or restructuring of many agricultural development banks and the closure of many export crop marketing boards (particularly in Africa), which in the past supplied farmers with inputs on credit, difficulties have increased rather than decreased.

Contract farming usually allows farmers access to some form of credit to finance production inputs. In most cases it is the sponsors who advance credit through their managers. However, arrangements can be made with commercial banks or government agencies through crop liens that are guaranteed by the sponsor, i.e. the contract serves as collateral. When substantial investments are required of farmers, such as packing or grading sheds, tobacco barns or heavy machinery, banks will not normally advance credit without guarantees from the sponsor.

The tendency of certain farmers to abuse credit arrangements by selling crops to buyers other than the sponsor (extra-contractual marketing), or by diverting inputs supplied by management to other purposes, has caused some sponsors to reconsider supplying most inputs, opting instead to provide only seeds and essential agrochemicals. The policies and conditions that control advances are normally described in attachments to contracts