ColaLife | Responsible Business | ColaLife

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  • Thank you for inviting me to be part of this conference. As we are sat in an academic institution let me start off by saying that my contribution to this panel is not at all academic. It’s based on my own personal experience and not based on an academic study of any kind – so I could be wrong! I am not an ‘old African hand’. I left Africa in 1989 to return to live in the UK. However, I have been drawn back recently through my work on ColaLife and so it is very obvious to me how things have changed over the last 20 years.I’ve been asked to reflect on my past and current experience in relation to the role of business in development. So here’s a quick run through my past.
  • The second point to make is that Africa is huge . . . slide. Africa is larger than China, the USA, Western Europe, India, Argentina and the British Isles combined. So how did I feel about overseas aid when I came back to the UK in 1989? Well in a nutshell my feelings were: That the people living in developing countries needed to have more control over their own lives. There are many ways to empower people but the most significant way is to increase their incomes. And the best way to do this is by creating an environment where people can set up their businesses and trade. The encouragement of investment by multi-nationals also has a role if it creates local jobs and supports local small businesses in the supply of goods and services and in the distribution of the products these multi-nationals make.Empowered people not only pull themselves out of poverty and all that is associated with that – poor health, low life expectancy and all the rest of it – but they are also able to hold their governments to account more effectively and so be a stimulus for good governance.So I am a big advocate of the role of businesses and enterprise in developmentHowever, there are huge injustices in our world that we need to do something about right now. We cannot simply support new enterprise and appropriate inward investment by multi-nationals and wait for a couple of decades for nations of more wealthy, more healthy, more empowered people to emerge.Aid needs to support business and enterprise development. It needs to reduce barriers to trade but it must also support more immediate needs and I believe that direct interventions aimed at reducing injustices such as child mortality should also be a priority.
  • [Note: This slide contains an embedded animation. The file embedded is called: UK Zambia Child Mortality Life Expectancy v2.mov. This file is supplied separately in case it needs to be re-embedded on the presentation machine.]Let me demonstrate some of these injustices to you. This graph . . .
  • But that doesn’t mean you need to put ‘Aid’ in separate box which business has nothing to do with. It doesn’t mean you can’t be entrepreneurial about the way you deliver aid.  It doesn’t mean you can’t stimulate local enterprise in the process of the delivery of Aid. ColaLife does all of these things.
  • ColaLife | Responsible Business | ColaLife

    1. 1. Responsible Business ConferenceAfrica Panel | colalife<br />Simon Berry | Founder | ColaLife<br />colalife.org | facebook.com/colalife | simon@colalife.org<br />
    2. 2. 1978<br />
    3. 3. 1979<br />
    4. 4. 1983<br />
    5. 5. 1983<br />
    6. 6. 1986<br />
    7. 7. 1986<br />
    8. 8.
    9. 9. The injustice of child mortality and poor health<br />An embedded animation follows this slide<br />
    10. 10. Why the Emphasis on ORS? MDG # 4 - Time is Running Out!<br />Millenium Development Goal #4: Reduce by two-thirds, between 1990 and 2015, the mortality rate of children under 5<br />Mortality dropped1.8%per year (1990-2008)<br />100<br />72<br />33<br />1990<br />2008<br />2015<br />
    11. 11. Why the Emphasis on ORS? MDG # 4 - Time is Running Out!<br />Millenium Development Goal #4: Reduce by two-thirds, between 1990 and 2015, the mortality rate of children under 5<br />incremental<br />improvement<br />Mortality dropped1.8%per year (1990-2008)<br />100<br />72<br />33<br />1990<br />2008<br />2015<br />
    12. 12. Why the Emphasis on ORS? MDG # 4 - Time is Running Out!<br />Millenium Development Goal #4: Reduce by two-thirds, between 1990 and 2015, the mortality rate of children under 5<br />incremental<br />improvement<br />Mortality dropped1.8%per year (1990-2008)<br />100<br />Mortality must decrease 10.5% per year 2008-2015 to reach goal<br />72<br />33<br />1990<br />2008<br />2015<br />
    13. 13. Why the Emphasis on ORS? MDG # 4 - Time is Running Out!<br />Millenium Development Goal #4: Reduce by two-thirds, between 1990 and 2015, the mortality rate of children under 5<br />incremental<br />improvement<br />innovation<br />needed<br />Mortality dropped1.8%per year (1990-2008)<br />100<br />Mortality must decrease 10.5% per year 2008-2015 to reach goal<br />72<br />33<br />1990<br />2008<br />2015<br />
    14. 14. ‘Enterprise Aid’<br />Aid can be delivered in a way that it:<br />Involves the business sector<br />Encourages and supports local enterprise<br />ColaLife does both of these things<br />Simon Berry | Founder | ColaLife<br />colalife.org | facebook.com/colalife | simon@colalife.org<br />
    15. 15. Fact 1:<br />You can buy a Coca-Cola virtually anywhere in the World. Even in developing countries.<br />
    16. 16. Fact 2:<br />1 in 7 children in developing counties die before their 5th birthday.<br />
    17. 17. Pilot features:<br /><ul><li> Niche application - AidPods are mother’s kits</li></li></ul><li>Pilot features:<br />Wholesaler<br />Distributor<br /><ul><li> Niche application - AidPods are mother’s kits
    18. 18. Delivery through the private sector
    19. 19. Margins are made at every step</li></li></ul><li>Pilot features:<br />Wholesaler<br />Distributor<br /><ul><li> Niche application - AidPods are mother’s kits
    20. 20. Delivery through the private sector
    21. 21. Margins are made at every step
    22. 22. AidPods introduced into crates at the Wholesaler</li></li></ul><li>Pilot features:<br />Wholesaler<br />Distributor<br /><ul><li> Niche application - AidPods are mother’s kits
    23. 23. Delivery through the private sector
    24. 24. Margins are made at every step
    25. 25. AidPods introduced into crates at the Wholesaler
    26. 26. Subsidy determined by ability/willingness to pay</li></ul>Assess ability to pay<br />
    27. 27. Pilot features:<br />Wholesaler<br />Distributor<br /><ul><li> Niche application - AidPods are mother’s kits
    28. 28. Delivery through the private sector
    29. 29. Margins are made at every step
    30. 30. AidPods introduced into crates at the Wholesaler
    31. 31. Subsidy determined by ability/willingness to pay
    32. 32. Subsidy injected at distributor level</li></ul>Assess ability to pay<br />Respect margins<br />Inject subsidy here<br />
    33. 33. Social marketing<br />Pilot features:<br />Wholesaler<br />Distributor<br /><ul><li> Niche application - AidPods are mother’s kits
    34. 34. Delivery through the private sector
    35. 35. Margins are made at every step
    36. 36. AidPods introduced into crates at the Wholesaler
    37. 37. Subsidy determined by ability/willingness to pay
    38. 38. Subsidy injected at distributor level
    39. 39. Social marketing/sensitisation </li></ul> crucial to turn ‘need’ into ‘demand’<br />Assess ability to pay<br />Respect margins<br />Inject subsidy here<br />
    40. 40. Conclusions<br />It’s not about Aid or Trade – it’s both<br />It’s about ‘Unlikely Alliances’<br />It’s about innovation – business as usual is not enough<br />Simon Berry | Founder | ColaLife<br />colalife.org | facebook.com/colalife | simon@colalife.org<br />

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